Improving Delivery and Execution at Vantiv

World®’16

ImprovingDeliveryandExecutionatVantivTJCasey- VPPlanningandControls- VantivHenryNoble- ProgramDirector- Transformation- VantivSkipAngel- TransformationConsultant- CATechnologies

AMT38P

AGILEMANAGEMENT

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Abstract

Vantiv hasmadesignificantprogressinthelastyear,becomingmorepredictableinitsdeliveryofpaymentprocessingsolutionswhileprovidingthesamehighqualitythecompanyhasbeenknownforsincelongbeforeitwentpublic.ThisisastoryaboutayearintoVantiv'sbusinesstransformationjourney,toldfromthreedifferentperspectives,andhowithasevolvedintoa"productcompany."

HenryNobleVantivProgramDirector,Transformation

SkipAngelCATechnologiesTransformationConsultant

TJCaseyVantivVPPlanningandControls


SkipAngelCATechnologiesTransformationConsultant

PanelSession

HenryNobleVantivProgramDirector,Transformation

TJCaseyVantivVPPlanningandControls


DRIVERSOFCHANGE


AligntoBusinessStrategyTransformation#1Priorityin2015


HearingFromDifferentPerspectivesWhatproblemsdoyouhopeanagileapproachwillsolve?

WHO WHY

TECHNOLOGYCIO/CTO/VPofDevelopment

Addressingthesechallenges:Technicalcomplexity,Technicaldebt,inconsistencyintooling,lackofautomation,poorquality

CUSTOMERChiefProductorMarketingOfficer,ProductSVPor

VPLevel

Addressingthesechallenges:Shiftingtocustomer-centricity,product- orsolution- focusedapproach,timetomarket,satisfyingcustomerneedsvs.takingorders

OPERATIONSHeadofPMO(Product,Portfolioand/orProject),

Operations,ReleaseManagement

Addressingthesechallenges:Needforconsistentdelivery,adheringtostandards,forecastdeliveries,riskmitigation,lifecyclemanagement


STARTINGOUTWELL


FORMATION PROGRESS MEASURES❑ Initial Product Vision Set❑ Team Working Agreements Set (incl. Acceptance Criteria for Team)❑ Initial KPIs Set (with Measurements)❑ Initial Story Map Set❑ User Stories in Rally❑ Initial Sprint(s) Planned

PREPARATION CHECKLIST❑ Product Manager (Team Formation Lead) Identified❑ Platform Manager Identified❑ Delivery Manager Identified❑ Team Roster Set (by Name and Estimated Start Date)❑ Agile Coach Ready to Engage❑ Agile 101 Training Attended

BuildingaStrongFoundationWheredowestartourefforts?


ProgressandBlockersHowdowegaugeprogress?

TargetedCriticalMassbyEOY2015

Level 1Dedicated Team Sprinting against Prioritized Backlog

ü Teamshaveformedandaresprinting

ü Sprintsofworkarehappeningagainstprioritizedbacklogs

ü Trainsareforming

BLOCKERSq Resource allocation

(Productivity)q Clarity on priorities

(Responsiveness)

Level 2Dedicated Team inside Formed Train with Established Cadence

ü TeamsareoperatingwithinformedTrains

ü Valueisbeingdeliveredviasmaller,moreiterativechunks

ü TeamKPIsarebeginningtodriveactions

BLOCKERS

q Adherence to roadmap and vision (Predictability)

q QA resources and alignment to teams (Quality, Responsiveness)

q Release management approaches (Predictability)

q Synch of work across trains within quarter (Predictability)

q Long test and release cycles (Responsiveness)

Level 3Healthy Trains and Teams

Planning Iterative Value per Business Outcomes

ü Trainsandteamsperformingquarterlyplanningperagreed-toroadmaps

ü UseofKPIhighlightingfutureproductandtechnologyneeds

BLOCKERSq Test automation

(Responsiveness)q Corporate planning using

Agile (Responsiveness)q Duplicate platforms and non-

rationalized asset base (Responsiveness, Quality)

q Customer feedback consistently part of product development (Customer Satisfaction, Predictability)

Level 4Full Organizational Agility

ü 2015plansdonotassumewereachthislevel;however,weshouldconsideritsneedsnow

ü Atthislevel,ourfutureplanswillbebuiltaroundvaluestreamsandtrainscreatedaccordingly

ü Tobeatthislevel,ourtechnologyassetbaseanddesign/engineeringdisciplinesallowfordecentralizedcodingandcontinuousdeployment

ü Thisiswherewetrulyunlockourabilityforrapidinnovation

BLOCKERSq Corporate behaviors

supportive of agile across enterprise (Employee Engagement)

q Critical technical debt related to speed-to-market (Responsiveness)

q Consistent engagement of functions outside of Product and Engineering in agile cadence


KEYSTOSUCCESS


Employee Engagement

Workforce of motivated employees with solid

leadership

ProductivityLandscape of

dedicated high-performing teams

QualityAbility to create stable

and sustainable solutions

PredictabilityLandscape of

consistent and reliable delivery

Customer Engagement

Meeting customer needs with innovative

solutions

ResponsivenessFaster

time-to-market with the right products

OrganizationalAgility

BUILDING IT FAST AND SUSTAINABLE

BUILDING THE RIGHT THING AT THE RIGHT TIME

BUILDING IT WELL AND CONSISTENT

EstablishingSuccessCriteriaQualitativeandQuantitativeMetrics


MeasuringSuccessProgressandPerformance


2015 Envisioneer Award

Core Processing Train

OneVantiv.OneVibe.


BRINGAGILITYTOTHEBUSINESS


ScalingUsinganAgileApproach


EnterprisePriorities PortfolioAlignment

FI&Merchant E-CommerceIntegratedPayments Operations Corporate AllOther CTO CIO Total LaborCashInvestment

CapitalizedLaborFixedAssetsTotalCapital

Non-Recurring

MSFI/Conversions

Enhancements

TotalRuntheShop

TotalNon-ProjectTime/PTO

TotalLaborPlug(Architecture&Management)

TotalLaborCash

StaffingUtilization

Budgeting,ReportingandFunding


WHAT’SNEXT?


AligntoValueStreamsInstillRelentlessImprovement


AgilityastheOperatingModelPartoftheOrganization’sDNA


Thankyou.

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Improving Delivery and Execution at Vantiv

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