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Agile
Methodology
Playbook
Author: Enterprise Project Management Office Updated March 2020
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Table of Contents
2
Executive Summary………………………………………………………………………………………………….……………………...3
Acknowledgements…………………………………………………………………………….………………………………..……......6
Why Agile & Alignment to strategy..………………………………………………….………………………………………….. 8
Agile Benefits……………..………………………………………………………………………………………………………………….19
Agile Mindset………………………………………………………………………………………………………..……………………….21
Agile Value Capture………………………………………………………………………..……………………………………………...24
Agile Governance ………………………………………………………………………………………………..…………………...……27
Creating an Agile Workspace …….…………………………………………………………..………………………………….…..44
Value Assessment…………………………………………………………………….…………………………………………………….48
Agile Methodologies…………………………………………………………………………………………….…..…………………...53
Agile Software Development…………………………………………………………………………………………………………..60
Agile Process & Lifecycle…………………………………………………………………………………..…………………………....64
NCB’s Scrum Model…………………………………………………………………………………………………..……………….……67
Agile Roles ……………………………………………………………………………………………………………………..………….…..79
Agile Team Assessments……………………………………………………………………………………………………………..…..86
Appendices……………………………………………………………………………………...............................................…88
Sources……………………………………………………………………………………………………………………..……………….…..95
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Executive Summary
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1. Executive Summary
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In general, when one speaks about the Agile method, it implies an iterative and incremental method of management.
It focuses on helping teams in an evolving landscape and maintaining a focus on the rapid delivery of business value.
National Commercial Bank Jamaica Ltd (NCBJ) embarked on an agile transformation journey in 2015 and in 2017 made a paradigm shift to exploring the adoption of an agile way of working. As the unit charged with the governance of executing strategic initiatives the Enterprise Project Management Office (EPMO) is central to the enterprise transformation and has created this Playbook to facilitate the transition at the Portfolio, Programme and Project execution levels.
The methodologies used in Agile project management (Scrum, XP, Kanban, Lean and others) all follow the Agile Manifesto that is based on continuous improvement, flexibility, input of the team, and the delivery of results with high quality.
NCB has adopted Scrum as the primary methodology for software development projects, supplemented by Kanban for non- software development projects.
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1. Executive Summary
5
An agile team can be established to deliver multiple initiatives over time using or the team can be established to deliver a one time project. The common factor is the application of agile principles in the selected agile methodology used in execution.
In 2019 JIRA (‘Gojira’) computing software) was selected as the enterprise portfolio management tool to facilitate collaboration across teams on project progress.
This playbook charts various aspects of the agile practice and how NCB is growing and adopting the agile mindset into daily operations. It serves as a reference guide to teams charged with the implementation of strategic initiatives across the organization and is based on established international standards, accepted principles and organizational policies and procedures. The use of the Play book is supported by agile templates.
The EPMO is responsible to conduct reviews of and make updates to the playbook annually, or ad-hoc as the environment changes, and is responsible for sharing the playbook with the enterprise.
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Acknowledgements
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Acknowledgments
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We wish to acknowledge the efforts of members of the EPMO in the initial creation of, and subsequent updating of the playbook, supporting processes and templates.
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Why Agile & Alignment to Strategy
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Agile is an umbrella term for several iterative and incremental software development methodologies including Scrum, Kanban, Lean and Extreme Programming (XP). It is based on 4 core values and 12 guiding principles.
Being Agile is having a mindset that is : • Customer Centric, rigorous and disciplined • Involves working in small iterations with concurrent analysis, development and
testing• Focuses on empowering people to collaborate and make decisions together quickly
and effectively• Experimenting and learning rapidly while continuously delivering value• Respecting the common sense that all requirements cannot be known upfront
particularly for intangible outcomes where understanding is evolving.
What Is Agile?
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Agile Core Values
10
Adapted
|Adapted
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Why Agile?NCB has adopted an agile mindset and approach to projects, recognizing that this approach offers a faster way of delivering value to our customers.
Traditional project management with its sequential way of execution, i.e., from requirements gathering to a one time go live implementation, typically delivered solutions in a 12 – 24 month time-period or longer, and NCB recognized the need to drive greater efficiency where possible.
Agile values continuous activities analysis, design, coding, and testing by doing them continuously:
• Quality improves because testing starts from day one.
• Visibility improves because teams are 1/2 way through the project commensurately having built 1/2 the features.
• Risk is reduced because teams are getting feedback early.
• Customers are happy because they can make changes without paying exorbitant costs
• Value is delivered to the customer faster
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3 Simple Truths
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The Agile vs Waterfall Software Development Cycle
Adapted
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Alignment to Strategy
• Delighted Customers: An agile thrust is aligned to NCB’s strategy in that it enables the customer to be foremost in our actions (Ref: Customer primacy – one of the digitization principles)
• Digital to the Core: Agile teams also put into practice the tenets listed under NCBs digitization principles (see next slide)
• Strong Financial Performance & Delighted Customers: The agile teams have released initiatives into production that give customers value, facilitating the achievement of financial targets (e.g. the account opening lab has seen improvements in the on-boarding of a new customer– from 4 hours to 15 minutes)
• Inspired People & Culture: Agile teams are empowered to be innovative and are changing the status quo with new ways of working
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NCB’s Strategic Pillars
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Our aspiration is to
become world class,
by focusing on four
strategic pillars
“Becoming a world class Caribbean financial ecosystem means
going beyond just having a presence in 21 territories to creating an
integrated platform among the companies in the Group and
external partners hinged on four pillars:
Inspired People and Culture
Digital to the Core
Delighted Customers
Strong financial performance
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Digitization PrinciplesThese are NCB’s 8 Digitization Principles:
• Customer primacy – Focus on the customer must seek to exploit digital capabilities and available data to deepen our existing relationship with customers and gain primacy. Solutions offered to customers must add value for the customer and enhance our service delivery and increase customer satisfaction.
• Analytics @ our core – use data already available in the bank to getter better insight into customer behaviour and preferences and inform our sales and customer experience strategies. Progress to advanced analytics to help develop additional insights into customer behavior, value chain relationships and competitive intelligence spanning predictive, social driven, real time analytics.
• Multi-channel experience – One NCB – Our front line and our support functions must provide consistent core banking capabilities across channels, deliver a superior customer experience while maintaining a standard NCB image across all gateways. interactions with customers more precise and informed, reduce response times, enhance collaboration and improve customer satisfaction.
• Online and mobile as default components -New initiatives/projects must include the ability of the customer/user to access online and mobile. Customers must be presented with self-service options and low value transactions should be defined upfront and migrated to self-service, less costly channels
• Data as a strategic asset – Data on our customers must be recognized as a core asset of the enterprise, the collection and storage of which must adhere to agreed standards and must be stored in digital, searchable formats, unless there is a compelling reason or risk for doing otherwise.
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Digitization Principles• What gets measured gets monitored – all digitization improvements must incorporate
meaningful, measurable indicators that contribute to key strategic measures (e.g. ROI, Customer satisfaction, cost to income ratio)
• Enabling shared services - Operational and Technology solutions are enablers of revenue enhancing outcomes, not the focus
– Seamless, scalable support – including technology solutions must be built on targeted and sustainable investments and aligned with customer needs and front-line solutions.
– Alignment of customer or competitive need, proposed outcome and possible op or tech solution must be clearly articulated and validated.
– Automation of processes and workflows by leveraging existing core systems is the norm –exceptions must be justified.
– Business process monitoring and measurement is standard, which enables information-driven decision making
– Processing of files & transactions records must be straight through and must leverage in-house capabilities (e.g. job scheduler)
– Technology solutions should facilitate integration, leveraging the ESB in all new initiatives.
– All solutions must have in-built audit capabilities that facilitate exception review.
• Enabled workforce – Provide employees better ways to communicate, Transparency in performance measures and monitoring. Ensure that employees have all the tools needed to achieve digitization objectives of the business.
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Agile Benefits
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Adapted
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Agile Mindsets
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Agile – The Link to Cultural Change
Paradigm Shift- Successful organizations evolve steadily and a shifting paradigm requires active adoption
of new behaviours and mindset to successfully operating in the new digital norm
- A look at some of the best performing companies in the world - Amazon, Google, Facebook, Apple - shows that there are consistent themes:-
- They are ‘obsessed’ with their customers- They innovate and stay ahead of trends- They are digital and embrace the agile way of working.
- At NCB, the agile way of working was adopted in April 2017 with the launch of Agile Labs as a way of accelerating our digital transformation, and this has already accelerated NCB’s speed to market with various solutions.
- Much effort and focus is underway to make agile the new way of working for each member of Team NCB.
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Agile – The New Mindset
• Aspire for greatness and dream big.
• Strive to deliver world class delightful experiences for our customers, the lifeblood of our business.
• Do not constrain our thinking on what is possible based on our geography or our industry.
• Constantly challenge the status quo.
• Act collaboratively with fellow team members and with purpose and speed for ourcustomers
• Advance and continuously improve by using lessons from our failures and successes, by embracing new mindsets, behaviours, trends and technologies and by accepting that our customers will always want better
• Keep the customer at the centre of our thoughts as we seek to add value in every interaction we have with them.
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Agile Value Capture
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Value Capture Value in an agile organization centres on maximizing ROI and minimizing waste:• Primary value : driven and articulated by the business• Secondary value: interpretation and execution of value communicated to
the business by the agile team
Determination of key metrics is agreed to by the business unit and the agile teams:• Metrics align with organizational strategy• Explore cost, revenue and capital opportunities.• Value may exist in tangible and intangible forms
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Value in Agile TeamsValue realized by agile teams is categorized in 3 ways• Value to customers e.g. Time savings• Actionable cost savings e.g. paperless application• Revenue generation e.g. incremental loan revenue
Reporting varies by team and metrics are determined in conjunction with the business units. E.g. these include:-• Net Promoter Score• Revenue generated
Dashboards are useful and provides business units with a snapshot of the value that is being generated from the effort expended thus far
Who is responsible?The Product owner is responsible for developing value tracking mechanisms. The desired cadence and frequency should be agreed with the business unit.
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Agile Governance
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Governance Structure
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Agile Governance | Value Stream
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Solu
tio
ns
Arc
hit
ects
EIM
+ A
nal
ytic
s
Agile Governance | Value Stream
Dev
Op
s
Agile Release
Train
Agile Release
Train
Agile Release
Train
Cu
sto
mer
Jo
urn
ey &
R
elat
ion
ship
sLe
nd
ing/
Bo
rro
win
gP
aym
ents
/Se
ttle
men
ts
Payments & Acquiring
Value Streams
Account Opening
Mobile Channel
CxP
CRM
Cards A Team
Digital Lending
Consumer Loans
Business Lending
Secured Lending
Credit Card Origination
Collections
EPMO UI/UX RISK LEGAL MARKETING AGILE BUSINESS LEAD CUSTOMER CARE IT DEVOPS PLATFORM
LEADS
Team
Co
ach
es
Ente
rpri
seC
oac
hes
Lab Feature Value Pillars
Feature Cx Ce Rg Tf
A X X 1
B X X 3
C X X X 2
Cx: Customer ExperienceCe: Cost EfficiencyRg: Revenue GrowthTf: Technical Feasibility (1-3)
See
Dev
Op
s Sl
ide
Agile Centre of Excellence
QBR Q1 QBR Q2 QBR Q3 QBR Q4
Strategy
Enab
lers Comm of Prac
• Scrum Masters• Product Owners• Coaches etc
Guilds• Tech• UI/UX
Committees• Value Stream
Committee• Programme
Checkpoint
Should update to reflect the new streams
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Agile Governance | Value Stream - DevOps
Mobile/Web Payments Digital Core / LegacyWealth
ManagementCore
Operations
Agile Labs
Apps
Networking
SAG
DBA + EIM
CMU
Security
Apps
Networking
SAG
DBA + EIM
CMU
Security
Apps
Networking
SAG
DBA + EIM
CMU
Security
Apps
Networking
SAG
DBA + EIM
CMU
Security
Apps
Networking
SAG
DBA + EIM
CMU
Security
Core Team
Core Team
Core Team
Core Team
Core Team
Core Team
Pla
tfo
rmP
rod
uct
s
Note: Some Roles may be shared across platform teams
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Approval of Agile Initiatives
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NCB’s Portfolio Prioritization & Selection Process
Criteria Low (1) Medium (2) High (3)
Imp
ac
t
Strategic importance Low strategic need Not key enabler for overall
transformation Does not align with any
strategic Initiatives
Moderate strategic need and enabler
Aligns with 1 to 3 strategic initiatives
High strategic need Important enabler for overall
transformation Aligns with 4 or more strategic
initiatives
Financial impact Low net contribution to annualized P&L (less than 20 million JMD)
Moderate net contribution to annualized P&L (20 to 50 million JMD)
High net contribution to annualized P&L(greater than 50 million JMD)
Customer impact Low impact on customer experience or retention(impacts less than 40% of customers within any company in the group)
Moderate impact on customer experience or retention(impacts 40% to 80% of customers within any company in the group)
High impact on customer experience or retention (impacts greater than 80% of customers within any company in the group)
Timing Extended implementation (2 years+)
Standard implementation (6 months – 2 years)
Rapid implementation (0-6 months)
Ris
k
Feasibility and complexity Low complexity ofimplementation, use of existing technology
Moderate complexity, use of either easy/new technology, or complex/ existing technology
Highly complex implementation, requires new technology
Interdependencies Standalone initiative Reliant on completion of 1 or 2 other initiatives
Highly reliant on completion of 3 or more other initiatives or third parties for delivery of impact
Clarity of plans Clear, concrete plan Defined milestones
Project plan but as yet undefined milestones
Unclear project plan Undefined milestones
Framework for prioritizing the portfolio of initiatives
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NCB’s Portfolio Prioritization & Selection Process
Framework for prioritizing the portfolio of initiatives
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Approval of Initiatives
The relevant Business unit desirous of establishing an agile team to execute its initiative must create a justification.
The justification includes the pain point to be solved or the opportunity to be realized and the value expected to be derived from the investment in the agile team. Key components include:
• Cost Benefit Analysis to determine expected value*• Length of time the agile team anticipate would be needed to deliver the
value• Estimated Budget requirements• High level risks• Human and Technical resources needed
• Business Case must be:• Reviewed by a cross functional reference group• Approved by the ITSC• Signed by the Divisional Head • Is an audit requirement * Regulatory initiatives do not require a cost
benefit analysisSee Appendix 1
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Approval of Initiatives
NCB’S PRODUCT & PROJECT APPROVAL PROCESS
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The Approval process is applicable whether the ask is for an enhancement to an existing product or a new product:
1. Enhancement to existing Product e.g. NCB Visa Biz – necessitating parameter changes and therefore not a project.• Complete using existing current Product Approval template (See Appendix xx)• Approval signatures are mandatory from the following Divisions only:
– GLCD– GRMD– GOTD– GFCD– ITSC Chair
2. New Product to NCB e.g. International Debit necessitating either a one time project - system upgrade, process change etc or multiple incremental product releases eg Online account Opening• Complete existing Business case template ONLY. (Contents in both documents overlap plus detailed
assessment is required for a project)• Approval signatures are mandatory from the following Divisions only:
– GLCD– GRMD– GOTD– GFCD– ITSC Chair
Approval of Initiatives
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Approval of Initiatives
The start of an initiative may also include a procurement process for vendor or system selection. This is usually required for input into business case preparation.
This may include a Request for Proposal (RFP), Request for Information (RFI) or Request for Quotation (RFQ). Integral to the process is involvement of the following divisions and persons across the organization:• GOTD- Vendor Manager within IT Applications & applicable technical unit depending on
the nature of the project (to conduct contract reviews, to create technical requirements and to review the RFP response from a technical perspective)
• GFCD- Taxation Unit (To include terms and conditions for withholding tax)
• GLCD– Legal (to review contract terms and conditions)
• GHRFD- Purchasing (to handle communication during the RFP process between the vendor & NCB, and to conduct a contract review)
• GRMD – To conduct a Company Risk Analysis – looking at the financial stability, past profitability and likely longevity of the company.
• The Business Analyst or SME from the Business Unit owning the initiative is responsible for documenting the RFP
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The Capital Budgeting Process
• The EPMO is responsible for engaging business units to create the enterprise capital budget starting Q3 of the financial year.
• Business unit identifies projects / initiatives they need to undertake to meet their strategic objectives which are aligned to the overarching corporate strategic plan.
• Requests are captured in pre-defined templates and submitted to the EPMO
• The draft aggregated capital budget is submitted to the Strategic Planning & Performance Monitoring (SPPM)
• SPPM reviews with the Chief Financial Officer and a submission is made to the Board for approval
• Approval typically covers allocation for major initiatives, IT Infrastructure and Licensing costs to support new initiatives and completion of existing projects requiring additional funding
• Funds are allocated to commence projects/initiatives once Business Case is approved
• Regulatory initiatives are mandatory and therefore given priority for funding.
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Agile Budgeting
Budgeting for all initiatives is governed by the Capital Budgeting Process and the Fixed Asset Policy. Spending from approved budgets is governed by the Expenditure Policy.
Agile Teams Delivering Multiple Increments of a Product This is a collocated team for a minimum period of 1 year. The cost estimate to establish the team accounts for the following and is to be included in the Business Case;
• Scrum Team Staffing• Software Developers, Product Owner, Scrum Master, Business SMEs, User
Acceptance Testers; Software Quality Assurance Testers• Scrum Support Team
• Marketing• HR• Coaching• Operational Risk
• Environments, Licences & Admin Costs• Physical Facilities -construction and set up (furniture, whiteboard and other
supplies)• Laptops and other equipment• CUGs• Advertising• Software Licensing• Training etc
See Appendix 2.
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Agile Budgeting
Agile Teams Delivering A Single Product or Service eg New System or Upgrade
This is a full or partially collocated team for the duration of the project life cycle. The cost estimate to establish the team accounts for the following, and is to be included in the Business Case;
• Outsourced Team Members• Software Developers, Security Analysts, Software Quality Assurance Testers,
Infrastructure Engineers, Project Managers etc • Business Support
• Marketing Communications & Collaterals• Environments, Licenses & Admin Costs
• Facilities (any construction and set up (Furniture, Whiteboard and other supplies)• Laptops and other equipment• CUGs• Software Licensing• Technical Training, end User Training etc
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Agile – Team Kick-off & Immersion
The agile team kickoff is organized by the Programme Manager with input from the Executive Sponsor.• Kickoff Attendees:-
• Executive Sponsors• Programme Management• Agile Team• Stakeholders (other agile teams, EPMO, other divisions etc)
• Kickoff Agenda• Introductions• NCB Agile Journey overview• Vision of the agile team• Q&A• Next Steps
• Where an operational agile team is being established eg. IT Work streams, the EPMO provides coaching support by facilitating the immersion.
• The immersion facilitation activities take place over a 1 month period and guide teams in establishing the execution paths within their work streams, agreement on the way of working and the application of agile principles.
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Go-Live Implementations
• Readiness for deployments is checked against the readiness checklist (Appendix 6)
• Solutions that do not touch Core IT systems are released through continuous deployment.
• Solutions which touch Core Systems (e.g. Finacle, Prime, Unibanx) must obtain a Go/No-go decision from the IT Steering Committee which is the Project Portfolio Governance Committee.
• This requested via a standard presentation which typically covers, description and benefits of the solution, state of readiness of the solution based on user and quality assurance testing, staff & customer awareness. A risk assessment based on impact on systems/services accessed by staff & customer is also included.
• The following divisions/units must sign off on all go-live activities; Group Operations & Technology Group Risk Management Business unit owning the solution Group Marketing & Communications as required to sign off on all solutions that impact
customers whether during after implementation.
• For major system changes and new products, the Bank of Jamaica(BOJ) is to be advised. For first time products a ‘no-objection’ request is submitted through the office of the CEO. A Post Implementation Report (PIR) is to submitted to the BOJ upon implementation at the end of the first 30 day PIR period. ( this may vary based on the impact of the implementation)
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Creating an Agile Workspace
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Ideally, when setting up an agile space, you want to create a flexible and transparent workplace.Strike a balance between an: • open space, which encourages collaboration and interaction• private space, which allows focus and concentration.
Ideally, you want to create the following types of space:• Focus space• Collaboration space• Team meeting space• Telephone conversation space• Concentration space• Inspirational space
Goals
Creating an Agile workspace
From an agile perspective, office spaces have an impact on a number of key factors.• How it makes you feel.• How it encourages positive social interactions.• How it enables communication.• How it manages distractions.• How it enables productive development.
Benefits
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Key
Criteria
Creating an Agile workspace
• The space has to be created for a cross-functional team of no more than ten(10) people.
• Contact needs to be made with the GHRFD (Group Human Resources & Facilities Division) re getting such a physical space.
• That space should have:• A conference table• Whiteboard• Flipchart• Wallboard – for holding JIRA issues, product analytics etc• Cubicles (private spaces)• Chairs • Telephones• Stationery• Coffee / Snack Station
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Value Assessment
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No New Dependencies/APIs Adequate Knowledge | All/Most Documentation
Available Little or No Environmental changes Little or No Core IT Interaction Required Little or No Refactoring No/Minor Component Changes No/Minor UI/UX Changes Required
1
APIs exist in Production BUT are New to the Lab Some amount of Refactoring required Modification to existing APIs consumed by the
Lab required Adequate Knowledge | Most Documentation
Available Little or No Spikes Required Moderate Core IT Interaction Required Significant Component Changes Required Interaction with Multiple Core Systems Little or No 3rd Party (External) Dependencies Moderate UI/UX Changes Required
2
Some amount of Knowledge/Documentation Available
Minor Environmental Changes Required Some amount of Spikes Needed Heavy Core IT Interaction Small Number of Component Changes Needed Heavy 3rd Party (External) Dependencies Some UI/UX Changes + Research Required
3
Little or No Knowledge/Documentation Available Significant Environmental Changes Required Significant Component Changes Required Significant Amount of Spikes Required Significant Core IT Interaction Interaction with Multiple Core Systems Significant 3rd Party (External) Dependencies Significant UI/UX Changes + Research Required
4
1-2 Weeks
3-6 Weeks
7-12 Weeks
13+ Weeks
Uncertainty
Effo
rt
LOW HIGH
HIGH TECHNICAL SIZING
Value Sizing
Level $ (Million) Breakeven Period (Months)
Low 3-25 1-5
Medium 26-100 6-12
High 100+ 13-24
Revenue + Cost Reduction
1(1-2 Weeks)
2(3-6 Weeks)
3(7-12 Weeks)
4(13+ Weeks)
Complexity
Val
ue
LOW HIGH
HIGHValue Matrix
EASY WINSTRATEGIC/
REGULATORY
DEPRIORITIZEMIGHT PURSUE
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Agile Teams Progress Reporting Governance
Strategic Alignment
Quarterly Business Review
Joint Programme Discussions
SteerCo
Programme Level Checkpoint
Team Level Updates
Annually
Quarterly
Monthly
Monthly
Weekly
Bi monthly Reporting
Daily Stand-up/Review
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Agile Methodologies
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Agile Methodologies
• Agile is an umbrella term for a set of methods and practices based on the values and principles expressed in the Agile Manifesto.
• Agile is a time boxed, iterative approach to software delivery that builds software incrementally from the start of the project, instead of trying to deliver it all at once near the end
• Several methodologies exist including Scrum, Kanban, Extreme Programming (XP), Lean and Crystal.
• Scrum and Kanban are the chosen methodologies at NCB with scrum being the primary.
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Agile Methodologies - Scrum
• Scrum is a lightweight agile project management framework with applicability for managing and controlling iterative and incremental projects of all types.
• Scrum has garnered increasing popularity in the agile software development community due to its simplicity, its ease of adoption and proven productivity and the fact that it promotes a lot of important Agile principles (iterative development, self organizing teams, delivering shippable product)
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The Scrum Model is detailed in subsequent slides
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Agile Methodologies- Kanban
Kanban is:
• is significantly less prescriptive regarding what teams have to do from a ritualistic point of view
• focuses more on observable improvements in service delivery and experimenting with numerous kinds of practices
• uses mechanisms such as a Kanban board to visualize work and the process it goes through
• Promotes continuous collaboration
• Encourages active, ongoing learning
• Improving throughput by defining the best possible team workflow.
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Kanban is based on 3 basic principles:1. Visualize what you do today (workflow): seeing all the items in context of each
other can be very informative
2. Limit the amount of work in progress (WIP): this helps balance the flow-based approach so teams don€™t start and commit to too much work at once
3. Enhance flow: when something is finished, the next highest thing from the backlog is pulled into play
Agile Methodologies- Kanban
A Kanban Board
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Both Kanban and Scrum focus on releasing software early and often. Both require highly-collaborative and self-managed teams.
There are, however, differences between the two approaches:
How is Kanban different from Scrum?
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Five steps to implement Kanban
Story 9
Story 8
S to ry
10
Story
12
S to ry
11
Exam ple w orkflo w
Story 6
Story 2 Story 7
In Q A
W ork in
p rog ress D oneTo-do
Product 2
Product 1Story 1
Story 3
1
2 Lim it w ork in progress
• Lim it the m axim um num ber of t ickets on each stage –
this w ill help increase throughput and raise visibility of
bott lenecks
3 Monitor cycle t ime
• Measure cycle t ime and its var iance to identify
potential issues and bott lenecks
4 Define E xplicit Policies
• Define explicit policies to enable the team to agree
on the rules before a t icket can m ove from one stage
to the other on the K anban board
5
Visualize the w orkflow
• Capture all stages of w ork from to-do to done; cards
represent the tasks going through the process, w ith
each stage being a colum n.
• Each team defines their ow n Kanban board
Ensure cont inuous im provem ents
• Reflect on what is working and identify bott lenecks.
Use experim entation to set W IP s, policies and evolve
the process
C a tegory
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Agile Software Development
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Agile Software Development • The initial planning and analysis is kept to a very high level - just enough to outline
the scope of the development project. • Agile development principles include keeping requirements and
documentation lightweight, and acknowledging that change is a normal and acceptable reality in software development.
• Then the team goes through a series of iterations - analysing, designing, developing and testing each feature in turn.
• The key difference between this and Waterfall, is that this process creates visibility of complete working features much earlier in the project life cycle, allowing for a better gauge of progress and quality, and allowing for feedback and adaption along the way.
• The result is to see some results earlier, mitigate risk, and to allow flexibility to accommodate change.
• This makes close collaboration particularly important to clarify requirements just-in-time and to keep all team members (including the product owner) 'on the same page' throughout the development.
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Agile Software Development
62
Adapted
In agile, development is done in increments
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Adapted
Agile Software Development
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The Agile Process & Lifecycle
64
Product VisionCo-located Space
Provisioning
Business Value
Creation
Product Roadmap
Release Plan
Sprint Execution
Release Management
NCB’s Agile Process
Discovery
•Business identifies pain points & opportunities•Alignment to support
core strategy• Identifies and works
with PO to chart product vision•Approved Business
Case and Expenditure Approval
• Identify space•Procure equipment• Configure Space• Identify team
•Stakeholder interviews•Customer interviews•Develop “as is” &
future state customer journey•Determine value size•Develop business
readiness checklist
•High level view of Product Requirements•Development of
draft backlog•Start UI/UX
Designs
*See Appendix 3
•High level time table for releases (MTP, MVP)•Develop release
KPIs
*See Appendix 4
•Based on the Agile Life Cycle (refer to image on next slide)
*See Appendix 5
•Track value•Track defects•Track NPS•Communicate
outcome•Complete PIR
*See Appendices 6
Execution Process Flow
Note: Templates for each step are found in the EPMO File store
• Business Readiness Checklist
• Stakeholder Analysis Matrix
• Scope Statement
• Process Maps
• RFP, RFI, RFQ
• Business Case,
• Expenditure Approval
• Project Charter
• Product Road Map
• Product Backlog
• User Stories/Requirements
• Architecture Design
• Release Plan•Activity Schedule
• Release Mgmt. Cert.• PIR • Operation Procedures•Marketing Comm.
• Status Reports
• Marketing Resource Request Template
66
Adapted
NCB’s SCRUM Model
67
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Steps in the Scrum Model
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The Product backlog is a list of features that should be implemented during the development process.
Each feature is:• Ordered by priority • Called a User story (functional increments, each expected to yield a
contribution to the value of the overall product)• There can be any number of user stories• Has a unique ID.
The description of a story should include these required fields:• Importance of a user story• Initial estimate, which describes the overall capacity of work. (This is
measured in story points)• How to demo. Describes how the working product will be demonstrated
Besides these required fields, other (optional) ones can be added if needed
Essentially, the product backlog is a TO DO list of things to be done over the life of the project
Step 1. Product Backlog Creation
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Steps in the Scrum Model
69
Step 2. Sprint Planning
Next, the team determines how long a sprint will last.
A short sprint allows you to release the working version of a product more frequently. (As a result, customer’s feedback will be received more often and all the possible bugs and errors will be revealed in time).
Alternatively, a longer sprint duration allows developers to work more thoroughly.
The optimal sprint duration is defined as an average of these two options.
As a rule, a sprint lasts about 2 weeks (but the team can collectively decide for a shorter – one week – duration)
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Adapted
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Steps in the Scrum Model
71
Step 2 contd.
Sprint Planning and Sprint Backlog Creation
• The scrum team selects the most important user stories from the product backlog.
• The team sizes each story – They size each one relatively, which means they do not worry about exactly how big a story is, but rather worry about each story's size in comparison to others
• This style of estimation (relative over absolute) forms the corner stone of Agile Planning. By sizing our stories relatively, and feeding actuals back into our plan, we can make some really accurate predictions about the future while based on what we've done in the past.
• The Sprint backlog is then created. It consists of user stories that will be completed during the current sprint.
• Then team members should decide how they will solve this or that task.
• The team must be capable to finish all these stories on time
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What happens in an iteration (a sprint)? the actual development process starts.
everything happens during an iteration Analysis, development (design, coding), testing & whatever else is needed for the release of the product (e.g.. Marketing).
The speed at which we turn user stories into working software is called the team velocity. It’s what we use for measuring our team’s productivity and for setting expectations about delivery dates in the future
• To track the current working process, a task board is commonly used.
• There are usually big cards with the names of particular user stories and a bundle of little sticky notes with description of single tasks which are needed for implementation of a particular story. These cards are arranged according to their importance.
• When work on a task has been started, the corresponding sticker is moved from the “To do” field to the “In progress” one.
• When work is completed, the sticker can be moved to the “Testing” field
• After the task is successfully tested, the sticker goes to the “Done” field
A task board is depicted on the next slide, but note, there is also a possibility to use specialized software for this such as JIRA.
Steps in the Scrum Model
Step 3. Working on the Sprint
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Steps in the Scrum Model -The Scrum Task Board
73
Adapted
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Steps in the Scrum Model
Step 4. Testing and Product Demonstration
Step 5. Retrospective and Next Sprint Planning
74
The result of every sprint is product demonstration. The Scrum team creates a review and demonstrates the results of their work. On this basis the stakeholders take a decision about further project changes
Retrospective’s main aim is to discuss the results and determine the ways how to improve development process on the next step. The team should conclude what went well during the working process and what can be done better during the future iteration. When the ways of improvement are defined, the team can concentrate on the next sprint planning.
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The Scrum Process in more detail
75
Adapted
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Burndown Chart
76
A burndown chart shows how quickly your team is ‘burning through’ the customer's user stories. It shows the total effort against the amount of work delivered in each iteration
Burndowns are great because they:• Make the reality of the project clear.• Show the impact of decisions.• Warn you early if things aren't going according to plan.• Get rid of all the wishful thinking around dates. Adapted
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Adapted
Scrum Ceremonies
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Possible Agile Impediments
List of likely impediments encountered :
• Technical Impediment - these are the most obvious to spot as the team member suffering tends to point it out. I’m thinking “my mouse is broke” or “my PC won’t boot” types of things.
• Team Member Impediments - Ignoring personal issues, these could be an individual team members lack of experience with a technology the team uses. Identifying these types of issue can sometimes be hard as developers don’t like admitting they don’t know something.
• Technology Impediment - Similar to team member impediments, but this time something affecting the whole team. It could also be lack of experience, or it could be something more technical. For example, upgrading from Entity Framework 5 to 6 makes unit testing a lot easier, but if you can’t for whatever reason, this would be a technical impediment.
• Process Impediment- You still have processes right? “Individuals and interactions over processes and tools” doesn’t mean no processes. So this type of impediment could be something like “the code review process is poorly defined and we’re not getting value for money”. These are very easy to identify as the more experienced members of teams seem to be very vocal if something is lacking. If you aren’t that lucky, try and encourage a more open dialog between the you and the team. If that fails, hold a “processes focussed” retrospective.
• Team Impediment - These can be very hard to see quickly and unfortunately tend to have the highest negative impact. The issue is very likely to have a negative effect on morale let alone velocity. For example: a team member dominating your planning sessions, talking over everyone and worse, criticising other team members ideas and work. We class this as a team impediment instead of individual as the whole team is affected and it could be up to the whole team to address it. Unfortunately the most common outcome is often the “bad apple” being removed from the team.
• Organisational -These can be easy to identify, but very hard to resolve as they’re often outside the control of the team. For example, a person on the team who is constantly being asked by other managers to help out with other work. As a result, they are never able to properly focus on the work for a certain project
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Agile Roles
79
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Product Owner Scrum Master
Process Analyst Front EndDeveloper
Back EndDeveloper
UAT QA IT Security
DevOps /Change Mgmt
Data Scientist
UI/UX AgileCoach
MarketResearch
Solution Architect
InfrastructureSupport
Digital Marketing
FacilitiesSupport
Scrum Team Support Team
The Agile Team (within NCB)
Programme Management
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The Product Owner
82
Adapted
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The ScrumMaster
83
FacilitatorShields the team from
external influences
Team Protector
Removes Impediments
Scrum Expert & Advisor
Enforce Scrum values & principles
Adapted
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• Application Developer
• Tester
• Process Analyst
• UIUX Developer
• System Engineer
• System Architect
Adapted
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Adapted
How Agile Teams are Assessed
86
Agile Team Assessment
Teams are assessed based on:
1. Role Specific Key Result Areas
• Scrum Master
• Product Owner
• Development Team
2. Peer Reviews
These assessments fed into the established NCB’s Performance Appraisal Process.
Appendices
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Budget Sample
89
QTY Resource Type & Services DescriptionScrum Team
1 Product Owner Avg MS2 Oct 2017 Annual Salary - 1 FTE
1 ScrumMaster Avg MS2 Oct 2017 Annual Salary - 1 FTE1 Process/Business Analyst Avg MS2 Oct 2017 Annual Salary - 1 FTE
1 Front End Developer Avg MS2 Oct 2017 Annual Salary - 2 FTE1 Back End Developer Avg MS2 Oct 2017 Annual Salary - 2 FTE
1 NCB-UAT Avg MS2 Oct 2017 Annual Salary - 1 FTE1 Data Analyst MS31 Change Management Avg MS3 Oct 2017 Annual Salary - 1 FTE2 Outsourced QA $80/hr2 Outsourced Dev (Front End) $35/hr 1 Outsourced UI/UX Fresh Consulting
1 Outsourced IT Security $80/hr
Scrum Support Team0.5 GHRD Officer MS30.5 Market Research Outsourced Services
0.5 Marketing Communications Outsourced Services 0.25 Agile Coach (25% FTE) Outsourced
1 Solution Architect Avg MS3 Oct 2017 Annual Salary - 1 FTE
0.5 Infrastructure Support Officer Avg MS2 Oct 2017 Annual Salary - 2 FTE
0.2 Equipment Support (Vendor: Innovative Systems) 1 support for every 5 labs
0.2 Network Support Officer Avg MS3 Oct 2017 Annual Salary - 1 FTE
Environments, Licences & Admin CostsHardware & Software Vendor Support
8 Laptops/Equipment Laptops + Licences
3 CUG Phones 3 Phones (Product Owner/ScrumMaster/Process Analyst)
1 Application Support Services Infosys, OPES, Core, RSA, Massey, Newgen, Microsoft, Catapult etc
1 Vendor Hardware/Infrastructure Support Services IBM, Finacle, etc
1 JIRA Confluence Licence for Labs Full cost for 1 year
1 Project Admin Costs ( Meetings, food etc) Refreshments/Meeting based activities
1 Recruitment Advertising Ad placements for Recruitment (Caribbean Jobs + Gleaner)
1 Other Recruitment Activities Hackathon + Other Recruitment based events
1 Training 20 persons - 2 days 1 Overtime
1 Facilities Set up Cost for 1 lab incl 10% Contingency 400 sqft per used per Lab
Appendix 2
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1
Term Deposit & KYC - Oct-18
Compulsory Savings – Nov-
18
New Customer Flow - Dec-18
• Term Deposit: Onboard additional
15k customers • KYC Expansion: Support additional
ID (Passport)• Updated Security Questions: Allow
additional 40% of existing customers to onboard .
2 3
• Reduce account opening time for an additional 20% of customers.
• Reduce account opening process cost
4
5
Product Roadmap Sample
• Increase the pool of potential RIB customers
• Reduce account opening process cost by allowing
straight-through Account Opening:
• Increase the number of customers leaving with RIB profile
Appendix 3
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Release Planning SampleMeeting Objective To develop a guideline/roadmap that reflects expectations (customer/business) about which features
will be implemented along with key assumptions for the quarter.
Meeting Input(s) Product Backlog (Epics + stories if available)
High Level Process & Journey
Designs
Proposed Value
Dependencies
Team Velocity
Customer Research (Pain Points, Value Propositions, etc)
Meeting Output(s) Quarter Roadmap
Release Backlog
Spikes (for unknowns)
Dependencies
o Business
o Technical
Risks
Release Versions
Value (based on releases)
o Value Matrix
Architecture Recommendations
Key assumptions
Duration 4-8 Hours
Participants Facilitator/Scrum Master (Mandatory)
Product Owner (Mandatory)
Development Team (Mandatory)
Subject Matter Experts (Optional) - may help in clarifying the high level priorities and business
needs
Appendix 4
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Sample Sprint Report : Programme |Lab/Team Name | Sprint # 22
Sprint Goals POS Merchant Issue Resolution - Data & Analytics – Snapshot of merchant issues &
behaviour based on activity in the Merchant Portal. Snapshot of terminal and
peripherals from the Inventory Management System.
Single Application Form – Obtain feedback from key business stakeholders on the
completed form & determine the next steps
Accomplishments to Date
POS Merchant Issue Resolution
• Completed sprint planning session
• Completed dashboard benchmarking exercise and gathered data requirements from
Payments Services
Single Application Form
• Completed review session with Retail Banking Division
What will we accomplish next?
POS Merchant Issue Resolution
• Complete research & ideation
• Build prototype of solution
• Test prototype with the Payment Services Team
Single Application Form
• Meet with other key business stakeholders to determine the next steps
Impediments/Outstanding Request
None at this time
Appendix 5
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Product Readiness (Lab Team)
Deadline: MTP1 - July 17, 2018 & MTP2 - July 31,
2018
Release Certificate approved
Performance metrics (KPI) identified
Preparation of internal communications (e.g.
circular)
Establish FAQ and share with Customer Care for
feedback
User testing completed – July 28th
Critical known defects = 0
Security Risk addressed = (2 High, 1 Medium)
Lab 5 MTP 1 & 2: Sample Business Readiness checklist
Training (Key Person)
Deadline: July 31, 2018
Customer Care Training – test offer
code & user required
Legal (Key Person)
Deadline: July 17, 2018
Credit Card Portal Acceptance
Agreement - completed
Credit Card Insurance content -
completed
Credit card portal review & approval
IT Support (Key Persons)
Deadline: July 31, 2018
Production Environment is ready
Security Features on Production Server
URL has been setup
Post production Security Regression Testing
support
Infrastructure Monitoring
Post Implementation Review (PIR)
Risk (Key Person)
Deadline: July 17, 2018
Scored data sent to Lab 6 for MTP1 &
MTP2 - completed
Support (Lab 6 / EIM/ MCU)
Deadline: July 31, 2018 & August 8
Preapproved data available for execution
Offer Code process and SLA established
Campaign execution plan
Email copy and HTML received
Dispatch Emails for MTP 1 – August 8
Campaign Tracking & Monitoring process
established
Marketing and Promotions (Key Person)
Deadline: July 31, 2018
Email creative & HTML ready
Staff Communication
Strategy, channel and key messages are
defined
Website – Sign-in page Pop ups
Business (Key Person)
Deadline: July 31, 2018
Business rules are define and applied
correctly (eg. Fees & limits)
Update existing Credit Card On-boarding
Manual
Product positioning and key message
approved
Performance Management (Key
Person)
Deadline: July 31, 2018
KPIs to track are defined
Process for tracking key KPIs is defined
Build Dashboard
Go Live (Lab Team)
Deadline: July 31, 2018
Business Readiness meeting – (July 17th – 31st)
Support instructions are provided (training
materials, issue resolving process, testing account
and offer code)
Feedback/Issues process for staff
Deployment to Production Environment –
Compliance (Key Person)
Deadline: July 17, 2018
Caseware batch check – 1.3K
Affluent customers
Caseware check process approved
Appendix 6
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Sources
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Sources / References
The following websites have been consulted in the development of this document:www.spectrumworkplace.co.ukhttps://www.agilealliance.orghttp://www.agilenutshell.comhttps://apiumtech.com/blog/agile-project-management-benefits/https://mattdufeu.co.uk/different-types-of-impediment-to-identify/https://www.sodexo.com/home/media/publications/studies-and-reports/2017-workplace-trends/agile-organization.htmlhttp://www.bricksapp.io/agile-methods-architecture-construction-aec/www.nutcache.com
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