Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.
GFT Group 8-Aug-16 1
G3 model: A practical Lean approach to
Improve Technology Delivery in Banks
Philippe Guenet
July 2016
GFT Group 8-Aug-16 2
 Exec Delivery Manager @ GFT
 GFT – Business & Technology Consultancy in Financial Services
 Onsho...
GFT Group 8-Aug-16 3
 Details have to remain anonymous
 Pre-committed deadline, budget, objectives
 (10min) estimate wa...
GFT Group 8-Aug-16 4
As a service provider, we are often blamed for the
outcome, yet we are generally powerless to fix it!
GFT Group 8-Aug-16 5
Product Owner
was not sufficiently
engaged
Management had
no Agile culture
Legacy processes
leading t...
GFT Group 8-Aug-16 6
Efficiency baseline : 70% x 80% x 80% = 45%
> 50% of the effort would
have been wasted
Waste is gener...
GFT Group 8-Aug-16 7
Project Crash
= Business
consequences
Poor quality
= Technical Debt
Heroic Delivery
= Team burnout
Du...
GFT Group 8-Aug-16 8
Theory of Constraints applied to solutions
GFT Group 8-Aug-16 9
Req. Elab. Dev. Test. Live
WasteWaste
Actual throughput
Symptoms and consequences
• Functionality ove...
GFT Group 8-Aug-16 10
Req. Elab. Dev. Test. Live
Waste
Actual throughput
Symptoms and consequences
• Teams diverted to est...
GFT Group 8-Aug-16 11
Req. Elab. Dev. Test. Live
Waste
Actual throughput
Symptoms and consequences
• DoD – what?
• No codi...
GFT Group 8-Aug-16 12
How do we establish a framework where we
industrialise such solutions?
GFT Group 8-Aug-16 13
State of
Agility
Continuous
Transformation
programme
• Waste reduction
• Measurements
• Lean
• Chang...
GFT Group 8-Aug-16 14
Compliance
Vertical Delivery Units across a Bank
Risk Operations Trade Finance
Business Change Proje...
GFT Group 8-Aug-16 15
PROCESS WASTE
AVOIDABLE REWORK
TECHNICAL DEBT
Requirements Analysis /
Elaboration
Development Testin...
GFT Group 8-Aug-16 16
Early teething issues
• Bandwidth to be self-critical
• Disconnect across organisation
• Lean cultur...
GFT Group 8-Aug-16 17
• I will not pretend that we found the holy grail, this is just a direction of travel
• It is provid...
GFT Group 8-Aug-16 18
Thank you
Philippe Guenet
Executive Delivery Manager – GFT
philippe.guenet@gft.com
@WeAreLeanIT
Próxima SlideShare
Cargando en…5
×

DOES16 London - Philippe Guenet - G3 Model –A Practical Lean Approach to Improve Technology Delivery in Banks

197 visualizaciones

Publicado el

G3 Model – A Practical Lean Approach to Improve Technology Delivery in Banks

Mr. Philippe Guenet, Executive Delivery Manager, GFT

2008 was not only the bursting of the credit bubble, but also the explosion of the technical debt in banks. Years / decades of silo-organisations, growth based acquisition and IT legacy led to high cost of ownership and quasi paralysis when faced with high demand on technology resulting from Regulatory changes and Digitalisation. The adoption of Agile aimed to change this but it is slow coming. As a professional service organisation we often feel powerless, like most of our stakeholders, in driving better software delivery lifecycle. We have analysed the blockers step by step and established a new delivery model mixing Lean and Agile to overcome the constraints. In this talk we will review the typical patterns of IT waste and the practical solutions we experimented with to drive a more efficient delivery of technology – now in its 3rd generation (G3 model).

Publicado en: Tecnología
  • Sé el primero en comentar

  • Sé el primero en recomendar esto

DOES16 London - Philippe Guenet - G3 Model –A Practical Lean Approach to Improve Technology Delivery in Banks

  1. 1. GFT Group 8-Aug-16 1 G3 model: A practical Lean approach to Improve Technology Delivery in Banks Philippe Guenet July 2016
  2. 2. GFT Group 8-Aug-16 2  Exec Delivery Manager @ GFT  GFT – Business & Technology Consultancy in Financial Services  Onshore Business & IT Consultancy  Onshore / Nearshore Project Delivery  Boutique @ scale  Pioneering with Agile delivery in Banks many years ago  And needless to say with a number of teething issues… “Morning”... nice to meet you all!
  3. 3. GFT Group 8-Aug-16 3  Details have to remain anonymous  Pre-committed deadline, budget, objectives  (10min) estimate was 24,000 md of Development  2 months planning / de-scoping later c.17,000 md (greenfield)  Evolution c. 9,500 md (Arch evolution)  SAFe as methodology (loosely)  Scope shaven at planning, regrown in elaboration or as defects at the tune of +40/50% per release train  Delivered near on-time and budget Trigger to Change – Project challenges  Multiple re-planning occurred throughout  Successfully heroic yet utterly inefficient Delivery  Team burnout  Quality inevitably suffered  Project is continuing into on-going releases + refactoring  Throughput is the same with a team half the size thanks to DevOps, reduction in cycle time, rebalancing of flow, harder prioritisation  Same teams, new stakeholder… Was this a Delivery success? Or an Agile experience gone wrong?
  4. 4. GFT Group 8-Aug-16 4 As a service provider, we are often blamed for the outcome, yet we are generally powerless to fix it!
  5. 5. GFT Group 8-Aug-16 5 Product Owner was not sufficiently engaged Management had no Agile culture Legacy processes leading to legacy technology c30% waste c20% waste c20% waste • Much UX visualisation • Rework of unelaborated requirements • Wait time for answers • Over-engineering and unnecessary fancy requirements • 15% of team diverted to planning • Generally the most senior and onshore resources • Tooling inadequate • Much branching • Never time to automate tasks • Whole team slowed by build / release process Patterns of the challenges
  6. 6. GFT Group 8-Aug-16 6 Efficiency baseline : 70% x 80% x 80% = 45% > 50% of the effort would have been wasted Waste is generally cumulative
  7. 7. GFT Group 8-Aug-16 7 Project Crash = Business consequences Poor quality = Technical Debt Heroic Delivery = Team burnout Duty to our people Duty to our reputation Duty to our Clients As a professional service organisation we find solutions
  8. 8. GFT Group 8-Aug-16 8 Theory of Constraints applied to solutions
  9. 9. GFT Group 8-Aug-16 9 Req. Elab. Dev. Test. Live WasteWaste Actual throughput Symptoms and consequences • Functionality over quality • PO too senior to make the stand-up • BAs / Proxy PO overruled • Elaboration consuming capacity • IT PM losing hair over plan • Scope out-of-control • High levels of defects • Poor code quality • Much overtime from Dev & Ops teams Solutions Measure • Data driven Agile dashboards • Data points to influence (e.g. focus factor) Balance the flow • Augment Product Owner capacity • Or reduce downstream capacity and accept deadline impact Shorten, not extend cycle time • Releasing the output focuses the input • Get DevOps right up front to avoid downstream constraint The Product Owner Problem
  10. 10. GFT Group 8-Aug-16 10 Req. Elab. Dev. Test. Live Waste Actual throughput Symptoms and consequences • Teams diverted to estimation • Scope yoyo • Mini-waterfall cycles • “UAT” sprints • Heavy onshore management cost • Disgruntled team • “getting what you are given” Solutions Measure • Measure the cost of planning • Drive governing to the constraints rather than planning to them Educate / Mentor • Lean / Agile way is logical but often counter-intuitive • Look at efficiency end-to-end towards the goal Govern in flight • Take H/L baseline estimate • Define targets and manage to them Excessive planning / WaterScrum
  11. 11. GFT Group 8-Aug-16 11 Req. Elab. Dev. Test. Live Waste Actual throughput Symptoms and consequences • DoD – what? • No coding standards • Not tracking quality to them • Spaghetti code • Team diverted to Prod Support • Architects diverted to Prod Support Solutions Measure quality • Measure quality (DoD, record Tech Debt, Sonar) Evolve Architectures • MVP first, polish after • Greenfield overhauls are wasteful • Drive discipline to care about the product Refactor as standard • Measure and reduce Debt Servicing cost (production support, adhoc fixes, incidents, Legacy code) • Measure Tech Debt trend Dealing with Legacy
  12. 12. GFT Group 8-Aug-16 12 How do we establish a framework where we industrialise such solutions?
  13. 13. GFT Group 8-Aug-16 13 State of Agility Continuous Transformation programme • Waste reduction • Measurements • Lean • Change How do we ignite Stars from Nebulae?
  14. 14. GFT Group 8-Aug-16 14 Compliance Vertical Delivery Units across a Bank Risk Operations Trade Finance Business Change Projects Specialist Units UX/UI Data DevOps Regulatory Compliance Lean/Agile Technology Transformation • Feature teams • Supporting Business units • Multiple Apps / Projects • Use critical mass to optimise • Specialist teams • Embedded with Delivery teams • Drive re-use & tech transformation Rationalise the organisation with a purpose (G3 model)
  15. 15. GFT Group 8-Aug-16 15 PROCESS WASTE AVOIDABLE REWORK TECHNICAL DEBT Requirements Analysis / Elaboration Development Testing Release / Ops Motion Motion Motion MotionTransport Wait Transport Wait Transport Wait Transport Wait Defects Clarifications / Changes Change Unnecessary functionality GENERAL WASTE On-boarding Tools Team balance Re-use Tech Debt Lack of test coverage DevOps tax Debt servicing Co-location Arch Debt Manual tasks Incidents Measure waste and systematically reduce through Continuous Improvements
  16. 16. GFT Group 8-Aug-16 16 Early teething issues • Bandwidth to be self-critical • Disconnect across organisation • Lean culture in IT • Sourcing Driving transformation from data • Influence right decisions from right data • Factual Agile dashboards • Waste identification and management • Technical Debt measurement Scaling into the Banks • Start with self • Commercial models & incentives • Scale to the Enterprise, take lessons from the Automotive world Integrating vertical and horizontal units • Delivery Units breaks established alignments • Who owns the Horizontal Specialisms? • Nobody wants to highlight waste • Management does like the Gemba Work in Progress
  17. 17. GFT Group 8-Aug-16 17 • I will not pretend that we found the holy grail, this is just a direction of travel • It is providing more elements to persuade in complex enterprises to transform them to a state of agility • Please keep in touch and share your experiences if you are on the same journey And still experimenting…
  18. 18. GFT Group 8-Aug-16 18 Thank you Philippe Guenet Executive Delivery Manager – GFT philippe.guenet@gft.com @WeAreLeanIT

×