SEPG When CMMI and Agile Collide A CIOs Perspective. Damian Atkinson CIO ING Commercial Banking UK. November 2013

Transcription

1 SEPG 2013 When CMMI and Agile Collide A CIOs Perspective Damian Atkinson CIO ING Commercial Banking UK

2 Introduction First a little about ING Bank Global financial institution of Dutch origin offering banking, investments, life insurance and retirement services Diverse workforce of more than 82,000 people ING serves over 61 million private, corporate and institutional customers in over 40 countries in Europe, North America, Latin America, Asia and Australia For more information, visit ING Commercial Banking is the only Dutch bank with a large international network, spanning 40 countries A little bit about me 30 years in IT; trainee programmer to CIO. Bachelor Degree in Computing and Data Processing (old words meaning Business Studies) Over 25 years in the Financial Services industry covering significant changes in the industry such as big bang, euro, Y2K, various mergers and divestments and technologies moving from the mainframe via the pc/server to internet 1

3 AGENDA: when CMMI and Agile Collide a CIOs perspective Want to share today Our Process Improvement journey (last year also resulted in a CMMI ML2 external certification) Key Learning s that led to significant gains in our performance From a business and CIO s perspective As CIO, I live with results of decisions taken and processes implemented Not perfect, however what could have quite easily been a project which over promised and under delivered turned out completely the opposite 2

4 Starting situation & drivers for change First steps Previously flirted with CMMI In 2011 a revised approach underway in Group. Asked to review if we could benefit from it and achieve ML2 Concluded that with the correct approach to understanding the why rather than the how, we could benefit from CMMI to drive real change and make a positive difference 3

5 Starting situation & drivers for change (cont d) Getting started Recognised that people and in turn Change Management was the key Would not succeed unless customers understood, saw the benefits and ultimately supported the work needed to make the change Needed to engage three stakeholder groups to deliver sustainable success 1. Business Stakeholders 2. Group 3. Our UKIT Teams 4

6 Actions we took Set framework to drive real change from the start and defined our success criteria as 1. Hearts and Minds of the teams 2. No disruption to our businesses 3. Change had to be sustainable We did this because we are helping in the running of a business and not executing a science project And if we achieved ML2 as well then 5

7 Actions we took (cont d) We used level 2 as a framework to guide us not as the blueprint. Our work included Aligning Investing Banishing Jargon Challenging Working With our Business & CIO Agenda In rigorous planning, having the Right Partners to help plan & manage the change Applying common sense, translating frameworks into English Assumptions and expert opinion on what and how Hard with the stakeholders Planning Using Thinking Marking Setting We cmmied the project with tight project management What was valuable and discarding the rest Of better ways to get the result e.g. bowling for CMMI! Ourselves really hard A floor for success, everything else was a bonus We partnered with our change agents and appraiser to make it easy for the experts and teams to flourish within the framework 6

8 Actions we took (cont d) When it came to ML2, we went bowling... UKIT Solution Delivery Q U A L I T Y UKIT Solution Delivery (Agile/Waterfall/Supplier Management) We avoided death by checklist and academic perfection and focused on good working practices. Perfect is the enemy of good enough Our Solution Delivery approach used the best of CMMI, Agile, Waterfall and our existing good practices to tick many of the 124 ML2 practices at once 7

9 Actions we took (cont d) Wove change into and around our existing work and order book. No additional resources were needed. We all have day jobs as well as running scrums, organising sprints, etc. Quick Wins Achieved Project goes LIVE Quality Reviews Begin SCAMPI A More teams join UKIT Agile Kick Off Annual Plans In place SCAMPI B Aug-11 Jan-12 Jun-12 Dec-12 Planning Policy Revised and Agreed UKIT Dry Run Working with the Teams to identify the current position Agile Introduced Sprints start Process extended within Projects Team Training & Updates Started Results from Agile arrive early Agile embeds as a UKIT Way of Working 8

10 When CMMI and Agile Collide case study The challenge Our RAD team produces custom systems/reports/interfaces For ML2, RAD initially placed out of scope then we realised the opportunity The team was very flexible with working practices, this worked for a time Became a victim of its success with it s order book bloating to over 300 requests The team (eventually) acknowledged that change was needed, how the team should change was less clear 9

11 When CMMI and Agile Collide case study (cont d) A little like a chainsaw, useful when operated correctly lethal when not We found Nothing new or revolutionary in agile. Much of it is common sense Jargon can obscure the real value of the framework Managing the change is key, our desired outcome was delivery of our objectives not implementing agile Implementations can over focus on process missing the point delivery We got experts in, if we were going to do it we would do it right We refined the process based on constant real world testing and feedback When done right great things happen 10

12 When CMMI and Agile Collide case study (cont d) We worked hard to be good enough by aligning Agile and CMMI to support our objectives CMMI ML2 UKIT Process and Sprint Artifacts Annual Plan Sprint & Measurement Guide Std Template REQM PP PMC CM MA SAM PPQA Generic Goals Customer Orders & Acceptance tracked in JIRA Requirements tracked in JIRA workflow Sprint Planning Minutes Estimates for time/effort Minuted Daily Scrums Sprint Tracker Sprint Dashboard for Sprints YTD Sprint End Report & Retrospective UKIT Quality Review Monthly end to end Progress Update with UK CIO 11

13 When CMMI and Agile Collide case study (cont d) What we did 1. Reviewed options on getting the team to ML2 without destroying flexibility Combining Agile & CMMI was recommended 2. Worked really hard to create buy-in for the change and to stick with it 3. Built the toolkit with the team without diluting the objectives of good control 4. Insisted the team start from a cleaned list of customer requests 5. Heavily managed the change, addressed concerns so no surprises 6. Held weekly QA checkpoints The team switched to agile and then it fell over We regrouped, listened and identified the challenges The team wanted us to enforce the process using JIRA. So we updated the process, repeated steps 2-6 and 12

14 When CMMI and Agile Collide case study (cont d) UKIT Agile simple, effective, invisible 1 Team members deliver work requests Customer request received Constant Feedback and Engagement JIRA Create a Task/Job Job or Task Job Estimate Job in Points Task Track Delivery On JIRA Stored Data Decision Document 2 Plan, deliver & track work as a team Prioritised Worklog Schedule Jobs in the Sprint 2 Week Sprint Sprint Tracker Plan Next Sprint Process 3 Team leader measures & reports Team provide progress updates Daily Scrum on Progress Sprint End report UKIT QA Sprint Review Sprint Dashboard UKIT QA Heatmap Monthly Update to UKIT CIO 13

15 When CMMI and Agile Collide case study (cont d) Results 80% reduction in the order book 30% increase in delivery seen in the work rate (aka velocity) True time and cost of requests emerged Quick wins emerged from greater visibility of work Cost of running agile now seen as a short cut compared to the hidden overheads in previous way of working A group became a team - group: a number of people or things that are located, gathered, or classed together - team: a group comes together to achieve a common goal Total time to plan, deliver and embed agile to support an external ML2 appraisal..5 months (and they said it couldn t be done!) Professional pride increased in the team and suddenly we had healthy competition across the IT floor 14

16 Results sustainable for stakeholders For our business stakeholders Customer acknowledgement of positive changes with no apparent overhead Double digit % increases in delivery across the teams Measureable improvements in the time, cost and quality of what we deliver Reduced cost of control and compliance Clear line of sight for delivery progress Best practice customer charter and policy endorsed by customers and teams For Group ML2 accreditation Confidence in how we operate through increased visibility of our good practices and delivery 15

17 Results sustainable for stakeholders (cont d) For our teams Professional pride, experience and skills acquired through the journey Clear ways of working through UKIT solution delivery methods Annual Plans confirming their way of working Less stress, teams are empowered to have fact based discussions with customers Real world risk management improving what and how we deliver Fully functioning and proactive quality peer reviews Healthy competition across the floor to be best in class Leading practices in CMMI/scrum/agile/supplier management/qa Increased teaming groups to teams now moving to 1 UKIT team 16

18 Results CMMI ML2 Type A appraisal results (Nov 2012) Comments from appraisal team My only issue is having no issues Extremely impressed with the progress An ideal implementation of the model by fitting the model to support the organisation Keep doing what you re doing Comments from the team This will be the solution to all my problems The way this has been done has had a phenomenal impact Where did we find the time to get this done, it all seemed so simple. But then you remember all the hard work to make it so easy Would we go back (to the old way of working), no way. 17

19 Results Agile Lightweight processes with a heavyweight impact used across teams Sprint trackers showing real time progress across each 2 week sprint All teams aligned into 2 work week sprints organised by work week Consistent tools, templates, guides and plans 20%-30% increase in work rate Teams can forward plan demand against availability Clear requirements, estimation and planning make for happy customers and teams Backlog of customer orders reduced by 50%-80% Teams are sharing information, identifying common solutions Quality remains high and easily measured for each sprint The UKIT approach supports teams sharing good practices and solutions 4 teams now use Agile, all have experienced the returns noted above Our only problem is managing the appetite for process improvement 18

20 The team ING UKIT Senior Sponsor In-scope teams Process Improvement Appraisal Team Members Marlborough Consulting Lead Change Agents & Advisors End to End Project Management Process Improvement Appraisal Management Lead Appraiser Agile Subject Matter Expert CMMI Subject Matter Expert Appraisal Team Member 19

21 Key learnings The behavioral impact across and within teams was a very positive side effect prompting increased collaboration across the IT function Use the framework not the blueprint to have the right tools for the job. CMMI, Agile, Waterfall etc. are tools in a toolkit not end to end solutions Plan then plan some more because the plan will change, use outcomes as the your north star Win the hearts then the minds as people make the change not processes and documentation Our focus on outcomes and challenge to every assumption got us the right result for our organisation Make the change business as usual not an additional activity for teams Communications were key, agreeing what was good enough for our Business Stakeholders, the Teams, Group and the Appraiser 20

22 Next steps and conclusions Next steps for us Our team policy and customer charter have been warmly received and adopted by the team and our customers. We will build upon this We want to maintain the healthy competition across teams We re not finished.we re now moving to 1 UKIT with a common language, tools, techniques and measures to drive further improvements Conclusions CMMI and agile can happily co-exist, they are great tools Focus on the opportunities to take, challenges to address, not the tools Remember people make the change, not processes and documentation Are we happy we did this? Definitely 21

23 THANK YOU Damian Atkinson CIO ING Commercial Banking UK 22