Financial Services Transformation Through Scrum@Scale Case Study
Financial services firm faces challenges like compliance mandates, dissatisfied customers, long release cycles, and low quality. The transformation approach involves launching a pilot, removing impediments, and scaling product ownership. Cross-team coordination improves through ad hoc discussions and agile community practices, while the Executive MetaScrum faces challenges in establishing a vision amidst compliance focus.
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Scrum@Scale Case Study: Financial Services Launching Scrum@Scale Case Study by Steven Martin
Current Challenges for Financial Services Firm Compliance mandates Long lists of enhancement requests Severely dissatisfied customers Long release cycles Low quality Primary transformation driver. 18 months estimated worth of work but less than a year to implement. Case Study by Steven Martin
Initial transformation phase approach Phase Duration Teams Product Site Executive Action Team Focus Launch Site A Transformation Pilot Focus on operations at Team level, setting Teams up for success Site A only 2 Execs (CIO, COO) ~6 Managers Agile Coach ~ 3 I 1 & 2 Prod X Site A Months Launch Site B Pilot Teams Remove organizational, procedural, or tech impediments Ensure consistency in Team execution approach and mindset Sites A & B 3 Execs (CIO, COO, EVP) ~15 Managers Agile Coach ~ 4 Sites A & B II 3 & 4 Prod Y Months Strategic organization transformation (beyond Teams) Spin-off tactical actions to Agile Practice oRun as a set of Scrum Teams Own and prioritize transformation backlog Sites A & B 3 Execs (CIO, COO, EVP) Agile Practice SM Agile Coach ~ 8 Sites A & B III 5, 6, & 7 Prod Z Months Case Study by Steven Martin
Cross-Team Coordination Attempted Scrum of Scrums Perceived low value due to vast differences in product and technologies Replaced with: Ad hoc discussions easy to do since physically co-located Natural coffee time pre and/or post daily scrum Combined sprint reviews with one view of the product demos Agile Community of Practice Regular scheduled touchpoints between POs and CPOs (more on this in next section) Case Study by Steven Martin
Scaling the Product Owners CPO Z CPO X CPO Y PO X1 PO X2 PO Y1 PO Y2 PO Z1 PO Z2 PO Z3 Product X Product Y Product Z Product Backlog Z Product Backlog Y Product Backlog X Case Study by Steven Martin
Executive MetaScrum (EMS) There were challenges with establishing EMS With heavy focus on compliance mandates, longer term vision and roadmap of product prioritized lower EVP did two actions: Partner with clients executive teams to ensure participation in Scrum Team reviews and giving feedback via UAG Culled four-to-five year list of enhancements to most recent 18 to 24 months Remaining items prioritized; only high priority items investigated further Case Study by Steven Martin
Outcomes Prior to Transformation After initial Transformation 18 months of work anticipated Software done in half the time; customers not quite ready for solution! Compliance date met Low quality (80+ bugs in prior release) Improved quality by ~95% (4 bugs in release) 40% time in spent maintaining and merging code 20% time spent maintaining and merging code Low client satisfaction Clients became advocates for the product and Scrum Next step: Internally wanted to expand to further Teams Case Study by Steven Martin
