08.03.2019 - Bjørn-Kåre Huseby

Rigging for rask og agil

utvikling Norsk Forening for Prosjektledelse – Temamøte

Bjørn-Kåre Huseby

Telenor – 10 år

EVRY – 5 år

Avinor – 1,5 år

DNB – 4 år

Flytting til Green Mountain - 0,5 år

Vipps – 2 år

GDPR – 0,5 år

MinBank – 1 år

2

Hvorfor haster det

med ny mobilbank

Hvordan har vi

skapt vår «Way of

Work»

DNB Min Bank sine

suksess kriterier

Styrende prinsipper

gjelder alle

Hvilke utfordringer

gir DevOps i en

organisasjon som

DNB

Organisering for

DevOps

Mobilkanalen blir stadig mer viktig, samtidig som web fremdeles brukes av mange

Mobil er den viktigste driveren for digital vekst, selv om dagens mobilapp kun tilbyr

relativt enkel funksjonalitet

Nettbanken er fremdeles foretrukket av mange og er en viktig kanal for store

kjøpsbeslutninger

Vi ser at flere kunder tar i bruk både web og mobil, og bruker den kanalen som passer

best i enhver situasjon

Forventer at web og mobil vil fortsette å leve i samspill fremover

Daniel Kjellén, gründer og CEO i Tink

Hvorfor ny Mobilbank

Hverdagsbanken er sentralt i første lansering

Veiledning

tips og triks

Superenkel

pålogging

Oversikt over

konto

Administrere

kort

Gjøre betalinger

enkelt

DNB-produkter

og tjenester

Universell

utforming

Vi skal bruke 2019 på å utvide tjenestetilbudet slik at kundene i enda større grad

kan selvbetjene seg på mobil

DNB got a lot of

experience in doing

Vipps

DNB changed the

organization in 2018

to be more

customer oriented

Where were we as an organization when My Bank started

DNB have a

complex project

portfolio, that has a

lot of common

interfaces

DNB have through

the last years

delivered projects

according to a well

defined toll gate

model

Key principles of the Min Bank fleet

Value creation through ships, and the ships are our primary

means of day-to-day steering

We focus on personal competences, not adherence to role

descriptions

Each ship has strong autonomy, product ownership and all

necessary competences to deliver

Cross-ship collaboration is facilitated through chapters and

dedicated chapter leads

Light management-layer secures alignment to long term

direction and PM / IT strategy

Move decisions to work,

Not work to decisions

It started with some theory Safe and Sound

But why do it by the book We used what we experienced as working

We added some inspiration But signed it with our signature

Scrum

● Product owner

● Cross-functional team

● Scrum master

● Time-based sprints

● Sprint planning

● Daily stand-up

● Sprint review

● Sprint retrospective

● Product backlog

Kanban

● Visualize workflow

● Limit Work in Progress

● Measure cycle time

XP

● Pair programming

● Planning game

● Test-driven development

● Continuous integration

● Refactoring

● Small releases

● Coding standards

● Collective code ownership

● Simple design

● System metaphor

● Sustainable pace

We blended the theories By using what we experienced was working

● Product owner

● Cross-functional teams

● Daily stand-up

● Visualize workflow

● Test-driven development

● Continuous integration

● Behaviour-driven development

● Small releases

● Coding standards

● 50-50 Features/”Fixing”

● Product backlog

● Limit WiP

● Measure speed

● Structure feedback loops

And made our own Under construction

Modern Agile with

DevOps

Optimized Org

Model

April 2018 June 2018 Aug 2018 Sept 2018 Jan 2019

Optimized Org

Model

Mo

del

Optimized Org

Model

V2

Smaller tribe organisation,

competence in squads

V3

Product autonomy

V1

Large Tribe organisation

with cross-squad roles

V4

Balanced with product ships,

focus on autonomy

Making adjustments to the Min Bank organisation and our way of work is important to maintain speed and quality in deliveries

The storyline We are now on the 4th Generation of construction

16

Waterfall vs. Agile

From phases to flexibility

Fleet vs Project/Program

From sequences of hand overs to autonomy and ownership

Releases vs. Continuous Deployment

From reports to demo

From sequenced testing (UT, ST, SIT, UAT, Performance test, Security Test to Test driven

development and Beta

Organizational dilemmas When major parts is still in the old delivery model

17

More leadership than manager, Needed to let go

No more Steering Committee reports

Empowerment through teams

Difficult to keep track of everything that happens

Decisions are now more distributed and based on higher level directions

Status is replaced by demo

Short lines between FO and IT

Product Managers are empowered to control their own set of services

Challenges for me meeting Agile as a Program Manager

Why we succeed

18

Motivated

autonomous teams

Knowledge and

knowledge sharing

Ownership

Trust

Shared

understanding of

the goals