by Kiran Kanchan

1. Date
How to Build Rome in a Day
KIRAN KANCHAN

2. Presentation Title Date
TRANSFORMATION

3. Presentation Title Date
OUR TRANSFORMATION MOMENTS
MOMENT OF
IGNORANCE
MOMENT OF
TRUTH
MOMENT OF
ACTION
MOMENT OF
LEARNING
MOMENT OF
ATTAINMENT

4. Presentation Title Date
MOMENT OF IGNORANCE

5. Presentation Title Date
MOMENT OF IGNORANCE
• 40+ years old ways of working
• Keep living the way we wanted to – try improving in pockets
• Fatty processes – 18/24 months to deliver an initiative from Concept to
Go-Live with approx. 100% Cost variance
• Bureaucratic environment – 300+ role descriptions, 100+ process
maps,, 140 templates, 24 governance forums, 17 business / functional
value chains

6. Presentation Title Date
MOMENT OF IGNORANCE
40+ years old ways of
working
Keep living
the way we
wanted to –
try
improving in
pockets
Fatty processes
Bureaucratic
environment

7. Presentation Title Date
MOMENT OF TRUTH
7

8. Presentation Title Date
Customer
inspired
Faster
Delivery
Increased
value
Less
resource
(people
and
budget)
MOMENT OF TRUTH
IntrospectionCost Cutting
Dwindling
revenues
Spark Delivery
Challenges
We need to Re-engineer
ourselves

9. Presentation Title Date 9
MOMENT OF ACTION

10. Presentation Title Date
MOMENT OF ACTION – What did we do?
Set our Vision –
Definition of
Success
Built a Blueprint
– Scale Out
Model – We see
our
transformation as
Inside Out rather
than Bottom Up
or Top Down
Pilot
Implementation
Agile Training –
Inhouse – 75% of
the organisation
Scrums for
Technology
Teams – Scaling
within
Technology
teams
Product
Management –
Work Breakdown
to technology
teams (Projects +
BAU Work
management)
Agile across
Business
Streams (HR,
Procurement,
Legal, Sales,
Operations, etc.)

11. Presentation Title Date
MOMENT OF LEARNING
11

12. Presentation Title Date
MOMENT OF LEARNING
It is difficult
It is not how good the model, technology
or tools are, it’s all about the people – Are
our people happy with this? - Change
Management has to happen holistically
and not just the teams to start with -
Scrum is good for Technology teams, but
what about the big picture – end to end
customer experience?
Its not about Products, everything is
work / feature that contributes to building
the product – What about our Customer
Experience and Customer Journeys?
Scrum as a process / framework works,
but what about Automation? We are
getting slowed down…Is it just the Scrum
implementation we are maturing our
something else too?
Product Ownership and Product
Management – Numerous products,
numerous stakeholders, numerous
product owners – things are getting
messy
There is always a push and resistance –
There is a constraint in the system –
Respect them for “NOW”
Where is the work coming from, where is
going? – We need more visibility
Support functions are slowing us down –
WBSE culture needs to be changed

13. Presentation Title Date
WHAT WE DID NEXT?
13

14. Presentation Title Date
CAPABILITY ASPECTS
• Built a current state maturity assessment for our technology and practices which are enablers for organisation to
be agile
• One Size does not fit all – We used more than SCRUM – we leaned towards the basics - LEAN
• Implemented the CI-CD practices rolling out a standard toolset across the organisation. Building the practice &
culture
• Automated Test – Progression, Regression and E2E
• A single backlog management tool – visibility of work
• Provided self feedback loops for the dev community to assess their code quality – Metrics for teams, not
organisation
• Brought CX/UX and architecture together to work with the business – Product Management Function
• Went from projects to releases – everything can be broken down as work packets and be part of the release
• Simplified our Finances – Rather than timesheeting, focus moved towards ROI

15. Presentation Title Date
CAPABILITY ASPECTS
•Built a current state maturity assessment for our technology
and practices which are enablers for organisation to be agile
One Size does not fit all – We used more than
SCRUM – we leaned towards the basics - LEAN
Implemented the CI-CD practices rolling out a standard toolset
across the organisation. Building the practice & culture
Automated Test – Progression,
Regression and E2E – Shift Left
A single backlog management
tool – visibility of work
Provided self feedback loops for the dev community to assess
their code quality – Metrics for teams, not organisation
Brought CX/UX and architecture together to work
with the business – Product Management Function
Went from projects to releases – everything can be
broken down as work packets and be part of the release
Simplified our Finances – Rather than
timesheeting, focus moved towards ROI

16. Presentation Title Date
PEOPLE ASPECTS
• Model Personas
• Culture surveys to assess the health of the organisation
• Focus on building and improving on our eNPS
• Breaking the barriers – Designing more co-located teams or providing ways to
do it
• Build vendor partnership models for teams to work more effective
• Incorporated principles of Holocracy within our Operating Model
• Simply…..working towards keeping our people HAPPY

17. Presentation Title Date
PEOPLE ASPECTS
•Model
Personas
•Culture surveys to assess
the health of the organisation
•Focus on building and
improving on our eNPS
•Breaking the barriers – Designing more
co-located teams or providing ways to do it
•Build vendor partnership models
for teams to work more effective
•Incorporated principles of Holocracy
within our Operating Model
•Simply…..working towards
keeping our people HAPPY

18. Presentation Title Date
WAY AHEAD
Move to building end to end feature teams
Enhancing our strive for quality and speed – Investing heaving in
Automation and Test and Dev practices (Environments, TDM, Test, etc.)
– Shift Left focus
Build quality from user stories to defects – An integrated tooling
landscape
Sensing Framework – Sense the causal factors to improve your
outcomes
Next level of people empowerment – Moving from Customer
Journeys to Employee Journeys – Building a Coaching
Network

19. Presentation Title Date
WHAT DID WE ACHIEVE
19
• Increasing trend of mNPS – Increase in
revenue from our products
• Higher Velocity across Releases – Delivering
more with less
• Shorter release cycles – faster time to market
• Higher Quality – Less defects, less incidents,
lesser calls
• Higher eNPS – HAPPY PEOPLE

20. Presentation Title Date
MY KEY LEARNINGS
Drive Agile Mindset within
the organisation over any
process frameworks – Go
back to the basics – Agile
Values and Principles

21. Date
APPENDIX
21

22. Presentation Title Date
SCALE OUT MODEL
CORE TEAMS
EXTENDED E2E TEAMS
ENTERPRISE TEAMS

23. Presentation Title Date
SPRINT
CADENCE
SCRUM OF
SCRUMS
CONTINUOUS
TESTING
CI-CD
AGILE
MINDSET
A TYPICAL RELEASE TEAM
ARCHITECTU
RE AND CX
TEAM
RELEASE
TRAIN
DRIVERS
E2E TEST
MANAGEMEN
T
PORTFOLIO
MANAGEMEN
T
AGILE COACH

24. Presentation Title Date
TEAM
BACKLOGS
RELEASE
BACKLOGS
ARCHITECTU
RAL
ROADMAP
CX
ROADMAP
RELEASE
TEST
STRATEGY
SYSTEM
TESTED
INCREMENT
READY FOR
SIT
ONGOING
RELEASE
SUPPORT
ONGOING CARE
AND
MAINTENANCE
OF
APPLICATIONS
ARCHITECTU
RE AND CX
TEAM
RELEASE
TRAIN
DRIVERS
E2E TEST
MANAGEMEN
T
PORTFOLIO
BACKLOGS
PRODUC
T
ROADMA
P
PORTFOLIO
MANAGEMEN
T
RELEASE
PLAN
PROGRAM
PLANNING &
SUPPORT
AGILE
COACHING
PORTFOLIO &
INVESTMENT
SUPPORT
VALUE
REALISATION
FUNDING
MANAGEMENT
RELEASE
INTEGRATION
SUPPORT
RELEASE
INTEGRATION &
BUSINESS CHANGE
HIGH QUALITY
PRODUCT
READY FOR
UAT / LAUNCH
FUNDING
MANAGEMENT
TECHNOLOG
Y ROADMAP
SPRINT
CADENCE
SCRUM OF
SCRUMS
CONTINUO
US
TESTING
CI-CD
AGILE
MINDSET
FLOW OF
WORK -
RELEASE

25. Presentation Title Date
PORTFOLIO
MANAGEMENT
ARCHITECTU
RE & CX
PRODUCT
MANAGEMENT
DELIVERY
MANAGEMEN
T
ENTERPRISE
AGILE – WOW
TEAM
TYPICAL
PORTFOLIO
VALUE DRIVEN
DELIVERY
ENGINE

26. Presentation Title Date
PRODUCT
MANAGEMEN
T
ARCHITECTU
RE & CX
PORTFOLIO
MANAGEMENT
DELIVERY
MANAGEMEN
T
PORTFOLIO
BACKLOGS
PRODUCT
STRATEGY
PRIORITISED
LIST OF
INITIATIVES
PLANNING AND PROGRAMME
MANAGEMENT
ENTERPRISE AGILE
ROADMAP AND
SUPPORT
TECHNOLOGY
ROADMAP
PRODUCT
ROADMAP
CUSTOMERS
AND USERS
ENTERPRISE
BACKLOG
MANAGEMENT
INVESTMENT AND
FUNDING
VALUE DRIVEN
DELIVERY
INCREMENTAL
DEPLPOYMENTS
VALUE
REALISATION
VALUE
REALISATION
INTEGRATED
RELEASE
TRAINS

27. Presentation Title Date
STARTER FOUNDATIONAL EVOLUTIONARY OPTIMISING INNOVATE
Building the mind-set –
cultural shift
Providing the foundation to be
agile and improve delivery
Business focussed agile organisation Improving the value and
efficiency
Innovating into a new
age world
• Agile Mind-set
• Iterative
Development
• Kanban
• SCRUM
• User Stories
• Prioritisation
• Cross functional teams
• SCM practices
• BU / Enterprise Portfolio
Management
• Backlog Management
• Automated Build
• Automated Deployment
• Initiative Planning and
Tracking
• Agile Project
Management
• Evolutionary design
• Paired Programming
• Automated Dev and ST
• Refactoring
• Strategic Themes and
Investment – Lean Portfolio
Management
• Portfolio Kanban
• E2E Work Management
• Test Driven Development
• Frequent Releases, Daily
Build
• Continuous Integration,
Deployment and Testing
• Parallel Testing
• Performance
Analysis
• Business Driven
Development
• Prediction Models
for performance
tuning
• Real Time Sensing
• Adhoc Practices.
Reactive mode of
operations
• Limited
environments &
Manual environment
provisioning
• Consistent Environment
Configuration
• Standard Environment
setups for all levels of
SDLC
• Incident & Event
Management
• Problem Management
• Test Data
Generation
• Batch
Automatio
n
• Automated environment
provisioning
• Auto Data Refresh and
Provisioning
• Test Data Management
• Supplier Management
• Decommissioning Management
• On demand environment
provisioning
• Infrastructure as a code
• Availability Management
• IT Service Continuity
Management
• Demand Management
• Financial Management for
Environments
• Environment Performance
Analysis
• Performance Tuning
• Real Time Environment
Dashboard
• Hardware and Software
Virtualisation
STARTER FOUNDATIONAL EVOLUTIONARY OPTIMISING INNOVATE
Managing Environments
on adhoc levels
Structuring the basic practices and
configurations across environments
Standardisation of practices across
the organisation and building
automation
Automating to the next level and
building efficiencies
Predictive Analysis for further
innovation and optimisation
• Adhoc Builds
• Adhoc Build
Repository
• Unplanned and
infrequent manual
deployments
• No Unit Test
coverage
• Manual Code reviews
and tests
• Source Control and
Versioning and team specific
branching strategy
• Planned Manual
Deployments
• 0-50% Unit Test automation
and coverage
• Automated code quality
checks
• Planning and backlog
management Tools
• Standard source
Control tool
• Build & Deployment
automation with
standard practices
invoked by CI
• 50-80% Unit
Test
automation
and coverage
• Regression
Automation
available and
invoked by CI
• Triggered Continuous
Integration, Test and
deployment
• Automated Test Data
replication
• Release Management
integrated as a code
• Integrated backlog to
deployment traceability
• Parallel Build Management
• Real Time Environment
Dashboard
STARTER FOUNDATIONAL EVOLUTIONARY OPTIMISING INNOVATE
Minimum to no automation Structuring the basic practices
and configurations across
environments
Standardisation of practices across the
organisation and building automation
Automating to the next level and
building efficiencies
Predictive Analysis for further
innovation and optimisation
• Random test
practices
• No test management
framework / test
management across
teams
• Manual test management
• Manual defect tracking
• Test Management Framework
• Integrated Test Management Tools
• Dev Level Test Practices
automated
• Test Driven Development
• Continuous Testing practices
embedded within teams
• Automated acceptance tests
• Business Testing part of the
team
STARTER FOUNDATIONAL EVOLUTIONARY OPTIMISING INNOVATE
Adhoc Test Organisation Basic Test Management
Practices in place
Test Practices build on a Standard Test
Management Framework
Test automation practices for High Level
Test practices
Business Testing part of the team
PRESENT
AGILE
ENVIRONMENT
DEVOPS
TESTING
MATURITY ASSESSMENT

28. Presentation Title Date
SENSING MECHANISMS