Agile Transformation at Barclays Retail and Business Banking (RBB) Agile Business Conference 2011 Agile at Enterprise Scale track Presented by: Lubaina Manji – Barclays Retail and Business Banking Dragan Jojic – Tata Consultancy Services
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Agile Transformation at Barclays Retail and Business Banking (RBB)Agile Business Conference 2011Agile at Enterprise Scale track
Presented by:Lubaina Manji – Barclays Retail and Business BankingDragan Jojic – Tata Consultancy Services
The Takeaway
Succeeding with individual projects won’t change the organisation
Coaching project teams does help build capability, but…
Agile transformation cannot be a Technology-driven initiative
No-one said it would be easy
Agile transformation requires coordinated effort at different levels of the organisation
Acting as integral part of delivery achieves more effective results
For best results and to gain sponsorship, start with the customer
It is harder than we thought it would be – you are not going to get it right first time!
Why should Barclays RBB change?
THE GOAL THE VISION THE MEANS THE LENS
With Agile, we can achieve the following
• More useful and innovative products and services
For Barclays RBB Customer:
• Faster: Earlier realisation of highest business value• Cheaper: Incremental investment and reduced cost
of poor quality • Better: Solutions that better meet the needs;
improved user satisfaction
For Barclays RBB (Business & Technology):
• Improved productivity• Sustainable pace
For the Team:• Increased ability to contribute and
deliver value• Higher morale
For the Individual:
Our Transformation Journey
Improving delivery of individual projects
Engaging Business Value Streams
Achieving organisational responsiveness
Coaching individual projects
Improving delivery of individual projects• Coaching individual project teams• Achieving localised success• No wider organisational change
Coaching individual projects
Why?• Start small to allow us to find our feet• To identify organisational barriers to Agile and learn how to build
“one team”
What?• Low risk but ample business value• Minimal dependencies on other projects and infrastructure• Clear benefit from Agile delivery
How?• Work with “volunteer” teams• Identify and support committed business (product) owners• Build in quality by improving delivery practices
Expanding into Business Value Streams
Improving delivery of individual projects• Coaching individual project teams• Achieving localised success• No wider organisational change
Engaging Business Value Streams• Bringing together all functions and capabilities involved in delivering
value to a selected part of the business• Eliminating unnecessary work, hand-offs and layers
Business Value Stream (BVS)
Why?• Agile is not just a Technology-driven initiative• “Break and reset organisational bones”
What?• Wide enough to include all capabilities required for successful
delivery• Narrow enough to be focused and responsive
How?• Choose the right group – Executive sponsorship and commitment • Deliver 3-5 projects, learn by doing hence build delivery capability• Form and facilitate Guiding Coalition
BVS Guiding Coalition
Defines success• What will success look like?• What needs to be in place to enable success?
Enables success• By removing barriers and addressing identified organisational
challenges • It’s okay to fail sometimes
Leverages success• By communicating and helping spread lessons learned in the form
of good practices across the organisation
Becoming Organisationally Agile
Improving delivery of individual projects• Coaching individual project teams• Achieving localised success• No wider organisational change
Engaging Business Value Streams• Bringing together all functions and capabilities involved in delivering
value to a selected part of the business• Eliminating unnecessary work, hand-offs and layers
Achieving organisational responsiveness• Customer value driving everything we do• Strengthening our collaborative and boundary-less culture• Picking up the pace of flawless execution
Organisational Agility
Why?• Channels are constantly developing and changing• We have to be ahead of the pack
What?• Agile principles and practices are the norm
How?• Move Agile Programme from Technology to Customer Experience • Focus on the customer• Become integral part of the delivery teams
And don’t forget to…
Communicate, communicate, communicate!• Roadshows and briefings: raise awareness and find early
adopters
Build capability• Targeted training – one size does not fit all
Share and celebrate success• Publish case studies• Make use of champions in Business and Technology
Governance is not optional• Simplify governance to support Agile delivery• Ensure that regulatory obligations are not compromised
Engaging Business Value Streams (Portfolio)
Improving delivery of individual projects (Operational)
Achieving organisational responsiveness (Strategic)
Our Transformation Journey
The Takeaway
Agile transformation requires coordinated effort at different levels of the organisation
Acting as integral part of delivery achieves more effective results
For best results and to gain sponsorship, start with the customer
It is harder than we thought it would be – you are not going to get it right first time!
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