| | DECEMBER 20229CIOReviewtwo-step process of simultaneous adoption and transformation. The entire agile transformation took a bespoke approach rather than retrofitting an off-the-shelf model. This was done in an incremental way to avoid major disruption in organizational structure and processes, and for greater participation from all stakeholders.Phase 1 - Laying the foundationThe initial phase focused on helping the Bank skill and ramp up on the agile way of working and mindset across the board. A two-track approach to engagement was taken:Key Initiatives Setting up the Agile Center of Excellence (ACoE), which would take the reins going forward Series of trainings, workshops, and maturity assessments A set of pilot projects for testing adoption Collaborative approach to designing the tools, processes, artifacts, and templates relevant to on-the-ground needs and fit Consolidated, bespoke Agile Playbook creation for teams to refer to and adoptPhase 2 - Deep Dive and Going Enterprise ScaleOnce there was baseline acceptance and adoption of the standard agile model (Scrum and Kanban), the next logical step was taken to build a scaled agile model for enterprise-level multi-team projects. The process here was to again go incremental with: Alignment and buy-in from management stakeholders on approach, impact, and implementation Designing a bespoke scaled agile model with suitability being taken into account Identifying and putting together a delivery structure based on on-the-ground reality Train and ramp-up participating teams Identifying value stream-based team structures Phased implementation, starting with four pilot programs Pilots being led by experienced consulting team staff for more effective, hands-on implementation and adoption Realignment of delivery teams and execution structure as necessitatedKhan Bank has now identified four value streams that are ready to embark on a scaled agile journey with an overall team span of 90+ members.Key Outcomes of Transformation A self-sufficient CoE team to continue the agile journey and expand beyond pilots Documentation of customized delivery structure, processes, templates, and metrics Departments/teams that were on the fence initially are now ready to take the plunge Interdepartmental silos are being broken down Closer collaboration with more cross-functional teams Roadmap and template for the execution of standard and enterprise-grade projects Agile practices being adopted beyond IT development projectsKey Learnings Have top leadership buy-in and be involved Bring the entire organization under the purview of transformation Take an incremental and bespoke approach, don't go "Big Bang" Take a bespoke approach and don't go for off-the-shelf models Have a build, operate, transfer model with your consulting partner Choose an implementation partner with a hands-on approach (preferably with delivery experience) and who is not just consultative. 1. ManageMent Layer (top)2. operationaL Layer (BottoM) Buy-in and commitment to transformation initiatives Support for encouraging reporting teams to shift to the agile way of working Sponsorship for initiatives Workshops on aligning with the transformation initiative Learn and adopt agile for projects Practice agile models in pilot projects Implement and evaluate the processes being adopted and help optimize them as needed Capture data and analyze trends on adoption and practiceKhan Bank had been utilizing traditional models of delivery for IS projects, but over time, traditional models resulted in bottlenecks that led to many projects not meeting deadline, scope, or budget targets
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