NOVEMBER 2022CIOAPPLICATIONSEUROPE.COM9The JourneyThe journey to going agile included exploring the current setup and limitations, followed by these steps: Define Refine Scale Improve models and processes. It was a two-step process of simultaneous adoption and transformation. The entire agile transformation took a bespoke approach rather than retrofitting an off-the-shelf model. This was done in an incremental way to avoid major disruption in organizational structure and processes, and for greater participation from all stakeholders. Phase 1 - Laying the foundationThe initial phase focused on helping the Bank skill and ramp up on the agile way of working and mindset across the board. A two-track approach to engagement was taken:Key Initiatives· Setting up the Agile Center of Excellence (ACoE), which would take the reins going forward· Series of trainings, workshops, and maturity assessments· A set of pilot projects for testing adoption· Collaborative approach to designing the tools, processes, artifacts, and templates relevant to on-the-ground needs and fit· Consolidated, bespoke Agile Playbook creation for teams to refer to and adoptPhase 2 - Deep Dive and Going Enterprise ScaleOnce there was baseline acceptance and adoption of the standard agile model (Scrum and Kanban), the next logical step was taken to build a scaled agile model for enterprise-level multi-team projects. The process here was to again go incremental with:· Alignment and buy-in from management stakeholders on approach, impact, and implementation· Designing a bespoke scaled agile model with suitability being taken into account· Identifying and putting together a delivery structure based on on-the-ground reality · Train and ramp-up participating teams· Identifying value stream-based team structures· Phased implementation, starting with four pilot programs· Pilots being led by experienced consulting team staff for more effective, hands-on implementation and adoption· Realignment of delivery teams and execution structure as necessitatedKhan Bank has now identified four value streams that are ready to embark on a scaled agile journey with an overall team span of 90+ members.Key Outcomes of Transformation· A self-sufficient CoE team to continue the agile journey and expand beyond pilots· Documentation of customized delivery structure, processes, templates, and metrics· Departments/teams that were on the fence initially are now ready to take the plunge· Interdepartmental silos are being broken down· Closer collaboration with more cross-functional teams· Roadmap and template for the execution of standard and enterprise-grade projects · Agile practices being adopted beyond IT development projectsKey Learnings· Have top leadership buy-in and be involved· Bring the entire organization under the purview of transformation · Take an incremental and bespoke approach, don't go "Big Bang"· Take a bespoke approach and don't go for off-the-shelf models· Have a build, operate, transfer model with your consulting partner· Choose an implementation partner with a hands-on approach (preferably with delivery experience) and who is not just consultative. The delivery challenge has been accentuated by the dynamic nature of business and the ever-changing technology landscape and shorter cycles for time to market
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