My story at ING
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Transcript of My story at ING
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MY STORY AT ING DIRECT
By Angel Diaz-Maroto
@adiazmaroto
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MOUNT BANKLIMPUS
Hundreds of projects in progressTons of unfinished workRUP Methodology + UMLBig gap between business and ITUnhappy business…
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THE SPARTAN
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GETTING INTO MOUNT BANKLIMPUS
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THE CHALLEGE
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THE JOURNEY …
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… HAD JUST BEGAN …
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... THAN I EXPECTED …
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EPISODE 1 : THE CHAINS OF STATUS QUO
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TO IMPROVE, REMOVE!
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AWARENESS
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VISUALIZATION
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DRASTIC REDUCTION OF PROJECTS IN PROGRESS AND UNFINISHED WORK
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FIRST SCRUM PROJECT
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WHAT I DID RIGHT
Strong message Eliminar “To improve, remove!”
Soft landing
Respect the existing methodology
Brutally manage impediments for change
Lots of communication
Visualization
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WHAT I DID WRONG
Trying to be right
Trying to do it alone
Being too aggressive
Not looking for a reason for the people to change
Using buzzwords and complex concepts
I took trust for granted and I was a newcomer
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EPISODE 2 : THE PHANTOM OF CHAOS
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LIMIT WIP FOR ALL CLASSES OF SERVICES
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PROJECTS WHERE DEVELOPED ITERATIVELY, PRODUCT FLOW WAS
MANAGED WITH KANBAN
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DRASTIC REDUCTION OF UNNECESSARY ACTIV IT IES & DEATH OF RUP
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REORGANIZATION OF IT DEV & BUSINESS ANNALISTS ORIENTED TO
BUSINESS DEMAND
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AGILE PORTFOLIO MANAGEMENT
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WHAT I DID RIGHT
Hiring some help
I developed empathy for others and started working for them
Finding allies in top management
Creating a global community
Training, Training and more training
Gather some metrics
Simplify the message
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WHAT I DID WRONG
It was still MY change not THEIR change
Not finding a place/role/purpose/goal for management in the future organization
Don’t let people to do things “the wrong way” if they need to
Focus too much in the Agile practice rather than in the “whys”
Not properly manage the generated conflict
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CHAPTER 3 : THE SHADOW OF FEAR
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THE AGILE WAY OR NO WAY
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COM BIN IN G AGIL E WITH DESIGN THIN KING AND LEAN STARTUP APPRO ACH
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HIER AR CHY AND BUREAUCRACY REDUCTION
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REORGANIZATION INTO A CUSTOMER CENTRIC STRUCTURE
Reorganization of change management in “Event in the life of a customer” Multidisciplinary Streams:
MarketingStrategy Business processBusiness OperationsPOUXDevelopers
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PROCESS IMPROVEMENT AND OPTIMIZATION
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AGILE IN NON IT PROJECTS
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AND MORE …
From detailed plans to hypothesis and experiments
From annual to incremental budgeting
From keeping up with congestion to manage Flow
From project focus to continuously deliver value
Form hidden progression to radical visibility
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WHAT I DID RIGHT
Involving business
Expand Agile beyond IT
Seeing Agile from the customer perspective
Organizing 2 Open spaces (Management, Gemba)
Going outside of the picture
Coaching coaches
Getting trust
Build a committed change coalition
Develop competences and evangelists
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WHAT I DID WRONG
Not properly understanding my role in the Agile coaches team
Not accepting that my job was done
Not being proud enough of the effort of all my colleagues
Focus too much in other Business Units / Countries
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THE END
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SUMMARY
Yes, It’s possible
Yes, It takes time, effort an courage
It’s not about you
Don’t do it alone
Think from the business perspective
Give people a reason to change as people
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@adiazmaroto
TRANSITIONING TO AGILE IN A BANK, MY STORY AT ING
DIRECT
Angel Diaz-Maroto
@adiazmaroto
www.agilar.org