a model for rapid, repeatable, predictable delivery

Welcome

#ITBoss

@CorecomITwww.corecomconsulting.co.uk

“Rapid, repeatable and predictable delivery”

https://twitter.com/CorecomIT

http://www.corecomconsulting.co.uk/

A model for rapid, repeatable and predictable delivery

www.corecomconsulting.co.uk


3

A model for rapid, predictable and repeatable

delivery

A collaboration between Glenn Crossley of Hitachi

Capital and Infinity Works Consulting



Presenters

Glenn Crossley Tom Walton Gary Green

Head of IT Delivery -

Hitachi Capital

Over a million individuals

and businesses across

the UK trust us to provide

innovative financial

solutions

Founder & Director -

Infinity Works Consulting

Agile, DevOps delivery,

consulting and training

Principal Consultant -

Infinity Works Consulting

Leader of Infinity Works

delivery community of

practice

3www.corecomconsulting.co.uk


Understand your domain

Business Model Canvas

IT Estate

5

Key Partners Key Activities

Key Resources

Value Propositions Customer Relationships

Channels

Customer Segments

Cost Structure Revenue Streams

Business Model Canvas Example:

Physical Infrastructure

Loan Assets

Cash

Telephone

Internet

Channel CostsJV Interest Expenses

Interest Income Fee IncomeBrand Promotion

Sub Prime CustomersTechnology

Vendor:LoanPlat Alpha

Data Vendor:Experian

Regulatory Agency:

FCA

Data Vendor:Callcredit

Call Centre Operations

Business Operations

IT Operations

Risk

Compliance

Marketing

Finance

HR

Debt Consolidation (Personal Loan Product -

Higher interest rates)

Automation (through Self-Service

where possible)



Understand your domain

Business Model Canvas

IT Estate

6

IT ESTATE Example:



Customer Insight(Segmentation, Personas, etc.)

Internal Insight(KPIs, MI, etc.)

Idea Generation

The Daily News

BREXIT Job Losses Expected!

Lorem ipsum dolor sit amet, est et lucilius

definiebas reprimique, ius dico suas vituperata te. In

diceret gubergren nec. Eos choro eruditi

erroribus id, eos mucius urbanitas efficiendi no. Cu pro vide viderer erroribus,

vel an dicam vidisse postulant.











XXExternal Insight

(PESTLE, Competitor Analysis, Industry Insight, etc.)

Operating Costs

Default Rates

Time

Profit

Business Insight Example:

Idea !I ve seen something cool

I wonder if we could use it here?

Product OwnerIT

Persona – Mercedes

MercedesLorem ipsum dolor sit amet,

est et lucilius definiebas reprimique, ius dico suas

vituperata te.

LikesLorem ipsum dolor sit amet, est et lucilius definiebas reprimique, ius dico suas vituperata te. In diceret gubergren nec. Eos choro eruditi erroribus id, eos mucius urbanitas efficiendi no. Cu pro vide viderer erroribus, vel an dicam vidisse postulant.

Ut justo falli qui, ex dicit vocent cum, solum antiopam ex eam. Mea populo comprehensam ea, mea suscipit explicari efficiantur at. Ea qui movet ceteros, no cum dico veniam impetus. Ex per mazim bonorum, homero feugiat quo an. Ex sea prompta gloriatur, quo ex choro oporteat.

Value: £££££

Persona – Chardonnay

ChardonnayLorem ipsum dolor sit amet,


vituperata te.


Ut justo falli qui, ex dicit vocent cum, solum antiopam ex eam. Mea populo comprehensam ea, mea suscipit explicari efficiantur at. Ea qui movet ceteros, no cum dico veniam impetus. Ex per mazim bonorum, homero feugiat quo an. Ex sea prompta gloriatur, quo ex choro oporteat.

Value: £££

Persona – Barry

BarryLorem ipsum dolor sit amet,


vituperata te.


Value: £

Gather Insight

Industry insight

Outside world (PESTLE)

Internal metrics (costs,

turnover, margin, waste)

Generate new ideas



Vision

Missions

Objectives

Strategies

Tactics

The future for us is a place where we are a sustainable, and profitable loans provider which operates within the UK and Ireland. We have the foundations in place to scale rapidly so that we can react to opportunities as they present themselves.

Create a lean, customer centric organisation

Increase Net Promoter Score Increase Customer feedback Reduce Call centre waiting times Increase Staff feedback / engagement scores Reduce Cost Per Loan Reduce Staff Costs Increase speed of delivery (idea to live)

Focus On

Improving Customer Touch Points

VMOST Mission Board Example: Strategic direction for a loans provider

Diversify to offer loans to near-prime customers

Increase Volume of Business Increase Number of Customers Increase Customer Margin Reduce number of defaulting loans (bad debt)

Focus On

The Technology

Future-proof the current IT estate

Reduce TTD / TTR levels for live issues Reduce platform costs Reduce partner on boarding time

Focus On

Partner Integration

Focus On

Reducing Overheads

Focus On

The Team

Focus On

The needs of the new customer base

Focus On

Go-Live(Near Prime Brand)

Focus On

Business Integration

Online capability to chat to CSA

Re-train current CSA staff in

livechat

Responsive My Account site for

people with loans

New HR Portal

Org Design

Training for Line Managers

Responsive Loans App

(Get a Quote)

Train Devs in Responsive

coding techniques

Hire Team

TV Marketing Campaign

Change financial reporting process

MI Data Mart

Scale current Infrastructure

DR Process

Build new platform

Document & circulate On

Boarding process

White Label Product

Ben:

150

Cost:

100

Ben:

250

Cost:

125

Ben:

50

Cost:

250

Ben:

200

Cost:

125

Impact:

25%Cost:

£2m

Impact:

10%(SMT-1)

Ben:

1,000

Cost:

450

Ben:

40

Cost:

50

Ben:

500

Cost:

1,000

Ben:

1,000

Cost:

400

Budget – Squad Points

Assumes: 1 Squad = approx. £1m per year1 point = £2k

500 points = £1m = 1 Squad per year

x3 squads = 1500 points to spend

Tech Debt – Delivered by squad so measured in Squad points (cost / benefit)

Deliverables – Delivered by squad so measured in Squad points (cost / benefit)

Marketing / Comms Changes – cost measured in financial cost to org

People / Process / Org Changes – cost measured in % impact to productivity

VMOST

Understand your Vision,

Mission, Objectives,

Strategies and Tactics

(VMOST)

VROM estimates

VROM benefits

8

http://www.vmost.tools/



Mis

sio

n 1

: C

rea

te a

lea

n /

cu

sto

me

r ce

ntr

ic o

rgM

issi

on

2:

Off

er lo

an

s to

ne

ar-

pri

me

cust

om

ers

Mis

sio

n 3

: F

utu

re

pro

of

the

IT e

sta

te

Improve Customer Touchpoints

Reduce Overheads

The Team

New Customer Base

Go-Live with the new brand

Business Integration

The Tech

Partner Integration

VMOST Mission Planner Example: Strategic direction for a loans provider (future plan)

Ben:

Cost:

Ben:

Cost:

Ben:

Cost:

Ben:

Cost:

Ben:

Cost:

Ben:

Cost:

Ben:

Cost:

Ben:

Cost:

Dependancies

Non Strategic (JDFI)

DEC JAN FEB MAR APR

Powercurve Integration

MAY JUN JUL AUG SEPT OCT NOV

Online Chat with CSA

Responsive My Account Site New HR Portal

Responsive Quote Generation

MI Data Mart

Infrastructure Scalability

Fixes

White Label Product c/fwd to end of Jan ...)

Squad 2

Squad 1

Squad 3

Org DesignTraining 1

for Line Managers

Train Devs in

responsive coding

DR Process

Marketing Campaign

Partner Integration

Training 2 for Line

Managers

Other TacticsChange Reporting

Process

Hire Team

TV Marketing Campaign

Livechat Training

VMOST Mission Planner

Based on standard

squad size and

indicative budget

Based on prioritised

tactics within Missions,

mapped to expected

capacity

9

http://www.vmost.tools/



Squ

ad

1Sq

ua

d 2

Squ

ad

3

Discovery Seed Funding Inception FundingConstruction & Elaboration

Transition Validation Done

Responsive Loans App

New Loans

White Label Product

MI Data Mart

Response My Account Loans Site

Online Live Chat with CSA

Infrastructure Tactical Fix Project

Programme Board Example: Status of current (in-flight) work

Marketing Changes

Tech Debt – Delivered by squad so measured in Squad points (cost / benefit)

Deliverables – Delivered by squad so measured in Squad points (cost / benefit)

Marketing / Comms Changes – cost measured in financial cost to org

People / Process / Org Changes – cost measured in % impact to productivity

Build a Programme View

Simplification of VMOST

Planner

Map tactics to expected

Squads

Utilise VROM estimates

mapped to standard

Squad indicative capacity



Problems & Opportunities

Inception Elaboration & ConstructionTransition &

Evolution

Estim

ate V

aria

bility

4x

2x

1.5x

1.25x1x

.8x

.67x

.5x

.25x

Phase

2 - 4x 2 - 1.5x – 1.25x

Themes, Epics and initial story set known, as is the team, the

tech stack and approach. Estimate variability further

reduced at a relatively low cost.

Understand estimate accuracy

At tactic level we can

be wrong by as much

as 400%

We use low cost

phase gates to get

closer to real cost

and real benefits



Discovery Inception

Elaboration & Construction Transition

EvolutionAlpha Iterative Beta Delivery

Risk

Operating Cost

Use small team to reduce risk

Initial two phases are to

reduce risks and

increase predictability of

costs and benefits

Consider prototypes and

POCs to de-risk scope

and technology



Why:

Who:

How:

What:

Idea (From VMOST):

If we Build a responsive My Loans website that gives people self service functionalityThen we will reduce costs as customers will not call the contact centre as much

Reduce number of calls that go through the contact centre (both inbound & outbound)

New Applicants Active Customers(single and multiple loans)

Defaulting Customers Outbound CSA

Offer support during application

process

Simplify the application

process

Update Details Manage Active Loan(s)

Make debt recovery process

easier

Upsell loans to existing customers

Live Chat How To Guides

Pre-Populate

Data

Integrate data with Comparison sites (i.e. Money Supermarket)

Re-design Application

Flow

Mobile

IVR

Web

Self Service Account

Management

Historical Data Mine (MI)

Address Change

Name Change

Contact Details Change

Manage Loan Details

Change Payment Details

Change Payment

Date

View Statement(s)

Make Payment

Ad-hoc Payment

Settle Loan

Auto-email functionality

Integrate with debt recovery

companies

Targeted Marketing messages

Concept Scope

This functionality equates to 52% of all calls that pass through the contact

centre

Auto Payment Holidays

Full Scope

All functionality would equate to 70% of all calls that pass through the

contact centre

Additional Benefit

This functionality could equate to c. £500k per year in additional

revenue

Impact Map a Tactic

Why, Who, How, What

Helps us understand the

product users, the

activities they need to

perform and how they

perform them

High-level scoping

exercise



How will our customers know that we have delivered what they need?

E-mail marketing campaign will be needed to inform customers that the functionality is available.

It is expected that this will be a multi stage messaging campaign. i.e.

1) functionality is coming 2) functionality is here

3) why aren t you using the functionality 4) etc.

Single sentence explaining what the idea is. Format: If We Then

If we Build a responsive My Loans website that gives people self service functionalityThen we will reduce costs as customers will not call the contact centre as much

Name of the person who takes on responsibility for the idea and will push it through.

Bob Smith

(Customer) Demographics

Who do we want to target with this idea?

Customers with 1+ loans

Customers who use Apple Mobile Devices

Who do we want to avoid / exclude from this idea?

New Applicants (those without a loan)

Fraudulent Customers

Business Driver

What do we hope to get out of this?

Reduction in calls to contact centre (41%)

Increase in upsell to customers with only one loan (10%)

Why should we do it now?

Decrease in value of pound means that our monthly offshore contact centre costs have

gone up by 30%

Plans are in place for next FY to scale business by moving into the near prime

market.

Reasons for Confidence in the Idea:

Why do we (internally) think that it will give us what we expect?

80% of customers who call the Contact Centre use an IOS device

52% of all monthly calls to the contact centre are to manage basic account functions

Why will our targeted customers think this is a good idea?

1) Call answering / issue resolution time is in top 3 of complaints logged. 2) The ability to self serv on basic account functions has been top of our customer

feedback survey for last 8 months.

Approach / Solution

What are we going to do / build / change? Can it be delivered in phases?

IOS native app that lets the user:

- manage account details (address, etc.)- manage payment details (payment method, direct debit date, etc.)

- make a payment (single payment / settle loan)

The app will also contain banners / upsell promotions that will be tailored to the individual users (ie different users will see different banners based on their borrowed amount / APR rates / etc.)

Post Launch

What does success look like for this project? What are the metrics we need to think about during delivery?

Project delivers agreed scope

Multiple releases (MVP, R1, etc.) used to deliver the project

What will we do to Test & Optimise the delivered functionality?

Design / look and feel of upsell banners

Location of upsell banners within the app

Business idea Idea Owner / Sponser

There are 3 options available to us after delivery – Evolve the idea and build on it, 2)Remove the functionality or 3) Leave it and pivot onto the next idea. What will make us choose 1,2 or 3?

Evolve reduction in calls, >8% increase in upsell

Pivot - reduction in calls & 0.1 - 8% increase in upsell

Rollback... <2% reduction in contact centre calls & <0.1% increase in upsell

What touch points / impact will it have on existing business functions? Do we need any new capabilities?

Impact on Contact Centre - Head count- Office Space

Will need for mobile device strategy / policiesWill need to consider app store brand presence (reviews, etc.)Provides an increase in customer analytics (in app behaviours)

Success

Evolve / Roll Back / Pivot

Business Impact

MVT / Optimisation

Marketing

Pros

Paper prototypes had 78% acceptance amongst IOS users

Cons

1) Limited (but some) IOS development experience in Team

2) Complicated App Store submission process

Questions / Concerns

Future support (how do we support the next version of IOS / device / screen

resolution / etc.)

Concept Card Example: Native IOS my account app for a loans provider

Concept Card

Help everyone

understand the problem

/ opportunity

Customers, Business

Drivers, Confidence,

concept and post-launch

activities



Risk Management

Finance

Collections

Business Capability Heat Map Example:

HR & Facilities Product OperationsTechnology

Product Development Marketing Sales Customer Service

Primary Business Capabilities / Value Chain

Secondary Business Capabilities

RecruitmentStarters / Movers / Leavers

Training & Development

Performance Management

Web TV

Radio Print

Social Media E-mail

Telephone Support

Postal Support

E-mail Support Chat Support

High Value Customer Support

Document Storage

Debt Collection

Fraud Management

Building management

Equipment Management

Support / Service Desk

Technology Procurement

MI Invoicing

Customer Segmentation

Strategy Delivery

Business Insight

Ideation

Product Optimization

Retail Client Onboarding

Retail Client Management

Security & Compliance Leadership

Content Management

Transaction Management

Corporate Responsibility

Group Alignment

Shareholder Management

PCI ComplianceTreating

Customers Fairly

FCA ComplianceData Security Management

Payroll Management

Procurement

Expenses Management

Health & SafetyEmployee

Satisfaction & Engagement

...

...

...

Business Architecture Component Changes

Changes to existing

Removal of existing

New

Mobile Device Strategy

External Analysis

Social Media Support

System / Ops Monitoring

Application Management

Corporate Risk Management

KYC

Create products that interest the customer... Offer them to the customer... Facilitate customer purchase of the products... Manage our risk levels ... Collect Revenue...

Payment Processing

Support the customer

Contract Management

Decision Processing

Understand the impact on Business Capabilities

Visualise the impact on

the business processes,

organisation, etc.



Responsive Front End

Web Mobile IVR

Payment Service

Application Logic

Decisioning Engine Service

Marketing CRM Service

Current Web Front End

IQ Data

Payment Provider 1

Payment Provider 2

Mobile Gateway IVR Service

Bureau Feed 1

Bureau Feed 2

Internet

Networks

...

...

...

Changes to existing

Removal of existing

New

Design Passport Components

Customer

Scale?

Scale?

Scale?

Scale?

API

API

API

API

Size = 350 Points

Complexity = HighConfidence = K Medium

Size = 200 Points

Complexity = MediumConfidence = J High

Responsive mobile site(Original VMOST Tactic)

IOS native app only(Replaces Responsive Front End)

1 2

Implementation Options

Design Passport Example:

Native IOS App

1 2

Understand the technical impact

Initial model of how

this product is likely to

change the IT

architecture

High-level initial

architecture



Consider paper or lo-fi prototypes

Paper prototypes,

whiteboards

Consider doing this with

friendly customers &

suppliers, they are who we

really need to support



Key to the types of work items:

My Loans(Native App)

Project Mapping Example: My Account functionality for a loans provider

Project

Theme

Epic

Story / Bug / Spike / Tech Debt

FrameworkReports

System Access

Account

Loan(s)

Static Content

Phase 0(Setup Tasks)

Site Structure

App Deployment

Login(Basic)

Login(Enhanced)

Registration

View Account DetailsUpdate

Account DetailsMarketing Preferences

Settle Loan

Update Direct Debit

Info

Make Payment

Statements(Enhanced)

Statements(Basic)

Static Pages

Tailored Banners

Banners(Basic)

MI ReportsUsage Reports

Set Up Test Environment

Set Up Dev Environment

Set Up Test Data

Create Grid

Site Footer

Site HeaderDownload

Report

App Usage Report

Deployment Mechanism

Login

Logged In Header Bar

Logout

Forgotten Password

Captcha

LDAP Integration

Remember Me

Find Account

Register (Set Password)

View Personal Details

View Contact Details

View Address

Change Surname

Change Address

Change Contact Details

Update Preferences

View Current Preferences

Settle Loan

Get Settlement Quote

Change Payment Date

Change Card

Make Late Payment

Make ad-hoc Payment

Show last 6 statements

Find Statement

Show Current Statement (Balance)

Export Statement

Auto Display rules (AB Testing)

Tailored Offers Banner

Time Critical Offers Banner

Cross Sell Banner on Home Page

Cross Sell Banner on Statement

Contact Us Page

Help Pages

T&Cs Page

Map out the scope

Initially identify the key

product areas (Themes)

Break down into

candidate strategic steps

to build them

incrementally (Epics)

Prioritise Epics and

decompose into

deliverable items

(Stories)



Month

Capacity

Epics

Depend-encies

JULCapacity: 72 days

Holidays, etc.: 6 days

Available (estimate): 66 days

JUNCapacity: 72 days



MAYCapacity: 72 days



APRCapacity: 72 days



MARCapacity: 72 days



FEBCapacity: 72 days



JANCapacity: 72 days



Launch Tasks

DECCapacity: 72 days



Epic Board Example: My Account functionality for a loans provider

Release 2I Can Update DD details / view

all statements / see promo banners

Bugs (Placeholder)

Enhanced Banners

Launch Tasks

MI Reports

Launch Tasks

XS J S J

Release 4I Can view detailed MI Reports

Release 3I Can see tailored promo

banners

Registration

Enhanced Statements

Marketing Preferences

Basic Banners

Update Direct Debit Details

Settle Loan

Launch Tasks

Bugs Placeholder

Usage Reports

Release 1I Can Make an ad-hoc

payment / settle my loan

Launch Tasks

Make Payment

Bugs Placeholder

Enhanced Login

MVPI Can login / view statement /

view and update my account details

Basic Statements

Update Account Details

Static Pages

App Deployment Mechanism

View Account Details

Phase 0 – Set up Tasks

Basic Login

Site Structure Framework

S J

S J

S J S K

S J

S K

L L XS J

XL L

XL J

L LL J

M L

S K

L L

L K

L J

M J

L K M K

L J

M J

M J

M J

L J Estimation Calculation Table (Days)

Complexity

T-Sh

irt

XS 1 3

S 6 8

M 11 13

L 16 18

XL 21 25

5

10

15

20

30

10% Call Reduction

23% Call Reduction8% Call Reduction

3% Increase in upsell

7% increase in upsell

Bugs / Fixes

Deliverables (Strategic)

Releases

Other work (Non – Strategic)

Technical Enabler / Debt

Key:

Build and Epic Board

Plot Epic delivery by

month

Based on Epic ROM

estimates and

estimated Squad

capacity

Revise once true

capacity has been

evidenced



MVP

I Can

Login View a statement View my account Update my account

details

(On an IOS device)

Release 1

I Can

Make a payment Settle my loan

(On an IOS device)

Release 2

I Can

Update my payment details

View all statements See basic promo

banners

(On an IOS device)

Release 3

I Can

See tailored / personal promo banners

(On an IOS device)

Release 4

I Can

View detailed MI reports

– weeks – weeks – weeks 2 - 3 weeks 1 - 2 weeks

23% call reduction

10% call reduction

8% call reduction

- -

- -3% increase

in upsell7% increase

in Upsell-

Release Proposition Example: My Account functionality for a loans provider

Benefits

– weeks – weeks 16 - 21 weeks 18 - 24 weeks 19 - 26 weeks

23% Reduction

33% Reduction

41% Reduction

41% Reduction

41% Reduction

3% Upsell 10% Upsell 10% Upsell

Timeline

Build a release plan

An initial view of

how Epics might be

delivered via

incremental

releases

More predictive on

the left

The right is more

open as plan may

change



Marketing Business Other

£25k n/a n/a

Cost Statement:

ProposedCurrent

Cost Benefit

Squad Cost

Business Analyst

Project Manager

Scrum Master

Tech Lead

Developer

Tester

Dev-ops

BI Analyst

x 0.5

x 0.5

x 0.5

x 0.5

Rate Card

RoleDaily Rate

(£)

Business Analyst

Project Manager

Scrum Master

Tech Lead

Developer

Tester

Dev-ops

BI Analyst

400

540

540

665

445

320

445

420

x 4

x 2

x 0.5

x 0.5

Role QuantityDaily Total

(£)Monthly Total

(£)

200

270

270

332.50

1780

640

222.50

210

3,600

4,860

4,860

5,985

32,040

11,520

4,005

3,780

Squad Total 3,925 70,650

Project Duration c. 7 months

Estimated Cost: £500k

Customers No. of Loans MPC (£) Total (£)

500k 1 £240 £120m

240k 2 or more £296 £71m

£191m

Customers No. of Loans MPC (£) Total (£)

450k (-50k) 1 £240 £108M

290k (+50k) 2 or more £296 £86M

£194M

Increase in UpsellCurrent

Proposed

Expectation: 10% of customers with 1 loan to take out a second loan

£3MBenefit

£800kBenefit

Reduction in calls

100% of calls

Answered by:

100 CSAs

At a cost of:

£2.7M p.a.

59% of calls

Answered by:

70 CSAs

At a cost of:

£1.9M p.a.

Expectation: 41% call reduction would free up

30 CSAs

x 1 CSA =£27k per annum

Wages... £20kBenefits & Training £7k

Estimated Benefit:

£3.8M p.a.

Estimated Cost:

£525k

Other Costs

Squad Costs

Have a Squad Scorecard

Understand cost

and burn rate

Understand goals

and benefits

Keeps the Squad

focused



Key:

Jan Feb Mar Apr May Jun Jul Aug Sept Oct

250 k

500 k

750 k

1 m

1.25 m

1.5 m

1.75 m

£

Project End£500 - £750k Benefit

Basic Banner(3% upsell)

£75 k

£325 k

£575 k

x

x

x

x

x

x

£825 k

£1 m

£1.3 m

Reduction in 15 CSA s per month

(£33k p.m.)

Personal Banner(10% upsell)

Reduction in 30 CSA s per month

(£67k p.m)

£135 kx

£202 kx

£269 kx

£336 kx

£403 kx

£67 k x£33 k

x

Benefits from Upsell (Cumulative)

Benefits from Cost Savings (Cumulative)

Predicted Benefits Example:

Plot performance

Plot proposed

benefits and costs

Indicate actuals



Month

Capacity

Epics

Depend-encies

JULCapacity: 72 days



Additional Holidays, etc.: 4 daysAvailable (actual): 62 days

JUNCapacity: 72 days



Cancelled Holidays: 6 daysAvailable (actual): 72 days

MAYCapacity: 72 days



Additional Holidays, etc.: 4 daysAvailable (actual): 62 days

APRCapacity: 72 days



Illness: 18 daysAvailable (actual): 44 days

MARCapacity: 72 days




FEBCapacity: 72 days




JANCapacity: 72 days




Launch Tasks

DECCapacity: 72 days




Epic Board Example (final): My Account functionality for a loans provider

Release 2I Can Update DD details / view

all statements / see promo banners

Enhanced Banners

Launch Tasks

MI Reports

Launch Tasks

XS J

S J

Release 4I Can view detailed MI Reports

Release 3I Can see tailored promo

banners

Registration

Enhanced Statements

Marketing Preferences

Basic Banners

Update Direct Debit Details

Settle Loan

Launch Tasks

Post Launch Bugs

Usage Reports

Release 1I Can Make an ad-hoc

payment / settle my loan

Launch Tasks

Make Payment

Post Launch Bugs

Enhanced Login

MVPI Can login / view statement /

view and update my account details

Basic StatementsUpdate Account

Details

Static Pages

App Deployment Mechanism

View Account Details

Phase 0 – Set up Tasks

Basic Login

Site Structure Framework

S J

S J

S K

S J

S K

L L

XS J

L L L J

L LL J

S K

S K

L L

L K

L JM J M K

M K

L J

M J

M J

M J

L J

Estimation Calculation Table (Days)

Complexity

T-Sh

irt

XS 1 3

S 6 8

M 11 13

L 16 18

XL 21 25

5

10

15

20

30

Live Issues

S K

Mop-up Tasks

L J

Enhanced Banners

XL L

Post Launch Bugs

XS J

Enhanced Statements

M L

Usage Reports

XL J

Settle Loan

S L

Partner Integration

M J

Post Launch Bugs

M K

Live Issues

S K

Live Issues

M K

Update Account Details

L K

Marketing Campaign

M J

Basic Login

S J

10% Call Reduction

23% Call Reduction

8% Call Reduction3% Increase in upsell

7% increase in upsell

Bugs / Fixes

Deliverables (Strategic)

Releases

Other work (Non – Strategic)

Technical Enabler / Debt

Key:

Keep the Epic Board up to date

Delivery will change

Plans will change

Opportunities or

threats will arise



BACKLOG COMING NEXTANALYSIS

In Done

ELABORATION

In Done

TEST ANALYSIS

In Done

Update email address

ML-125

Update Acc. Details

Update phone numbers

ML-124

Update Acc. Details

Update surname

ML-123

Update Acc. Details

View Previous Address

ML-64

View Acc. Details

System logs out after 10 mins (not 20 mins)

ML-717

Live Issue

Change Address

ML-126

Update Acc. Details

View Personal Info(names, dob, etc.)

ML-61

View Acc. Details

View current address

ML-69

View Acc. Details

View contact details

ML-68

View Acc. Details

Tracking token on email 2

ML-669

Marketing Campaign

Add email open rate to marketing dashboard

ML-665

Marketing Campaign

Tracking token on email 1

ML-666

Marketing Campaign

Show last logged in time

ML-62

View Acc. Details

Update marketing report

ML-687

Marketing Campaign

Delivery (Sprint n+1) Board Example: My Account functionality for a loans provider

XX

Visualise Squad Planning

Have a board

that shows Epics

being

decomposed into

Stories & Tasks

Measure flow

across the board



BACKLOGIMPLEMENTATION

In Done

DEPLOYED TO TEST ENVIRONMENT

EXPLORATORY TESTING

In Done

UAT

In Done

LIVE

Improve DB query performance

View Balance

View Last Statement

Export Last Statement

ML-93

ML-89

ML-90

ML-91

Basic Statements

Basic Statements

Basic Statements

Basic Statements

Can not generate quotes for TS17

postcode

ML-715

Live Issues

Quote Response Time > 5 mins

ML-719

Live Issues

Re-factor Go Links

ML-92

Basic Statements

Special Characters (ñ) note being passed via

API

ML-714

Live Issues

View Header Bar

Log Out

ML-71

ML-118

Basic Login

Basic Login

Print Agreement does not work on IE10

ML-711

Live Issues

Login

Homepage

ML-100

ML-101

Basic Login

Basic Login

Delivery (Sprint n) Board Example: My Account functionality for a loans provider

X

Visualise Squad Delivery

Show Stories &

Task delivery

Measure flow



Squad Healthcheck

Sprint Burn Down Chart

ROI Totalizer

Actual

Predicted

Days

Sto

ry P

oin

ts

Cumulative Frequency Diagram (CFD)

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5

Product Owner

Mission

Validation

Scrum Master

SDLC

Team

Ease of Release

Org. Support

£

Agreed Evolution Point

Agreed Roll Back Point

Delivery Metrics Examples: Visualise Progress

Sprint Burndowns

Release Burndowns

Squad health

Cumulative Flow

(speed of delivery)

Benefits temperature

gauge



r

Head of Channel(Business Unit)

Provides channel vision Responsible for channel P&L Owns Client / Partner Relationships

Product Owner

Customer Focused Creates and prioritised backlog Responsible for due diligence (finance, risk,

legal) Drives customer centric concepts /

innovation

UX Designer

Creates personas Runs focus groups / workshops Builds prototypes (rapidly) Validates findings

Project Manager

Impartial delivery view Focused on key metrics (Cost, Time, Scope) Co-ordinates 3rd Party dependencies Co-ordinates internal dependencies (ie

other squads)

Scrum Master

Rapid, Repeatable Delivery Visualises progress (Success & Failure) Empowers team to optimise delivery (ways

of working / SDLC)

Business Analyst

Decomposes product backlog (PTEST / Acceptance Criteria)

Prioritises on value Aids visualisation of benefits received Acts as proxy Product Owner

Technical Lead

Pragmatic tech implementation Solution focused (Platform / Application /

Performance / Security) Focused on delivery of value & future

capability

Tester

Tests the solution Verifies against the acceptance criteria UATs with the Product Owner

Dev-Ops Engineer

Ensures code and be deployed rapidly and regularly

Platform / Pipeline tools are optimized Alerting / monitoring / logging is in place Rapid TDD / TDR

Developer

Builds / codes the software solution Ensures the product is production ready Provides estimates / demos / retros UATs with Testers and Product Owners

Relationship Network Diagram Example: For a Single Squad

Squad Organisation Structure

Centred on a dedicated

Product Owner reporting to a

Head of Channel

Squad sits together



x2 Product Owner

Customer Focused Creates and prioriti sed

backlog Respon sible for due

dil igence (finance, ri sk, legal)

Drives customer centric co ncepts / innovatio n

UX Designer

Creates personas Runs focus groups /

workshops Bui lds prototypes

(rapidly) Validates findings

Scrum Master

Rapid, Repeatable Del ivery

Visualises progress (Su ccess & Failure)

Empowers team to optimise delivery (ways of workin g / SDLC)

Business Analyst


Priori tises on value Aids visual isation of

benefits received Acts as proxy Pro duct

Owner

Technical Lead

Pragmatic tech implementation

Solutio n focused (Platform / Application / Performance / Security)

Focused on del iver y o f value & future capabili ty

Tester

Tests the solution Veri fies against th e

acceptan ce criteria UATs with the Product

Owner

Dev-Ops Engineer


Platform / Pipeline tools are optimized

Alerting / monitoring / logging i s in place

Rapid TDD / TDR

Developer

Bui lds / codes the software solution

Ensures the product is production ready

Provides estimates / demos / retros

UATs with Testers and Product Owners

x3 Product Owner





UX Designer




Scrum Master




Business Analyst




Owner

Technical Lead




Tester



Owner

Dev-Ops Engineer




Rapid TDD / TDR

Developer





x1 Product Owner





UX Designer




Scrum Master




Business Analyst




Owner

Technical Lead




Tester



Owner

Dev-Ops Engineer




Rapid TDD / TDR

Developer








Head of IT(Change)

Head of IT(Delivery)

Head of IT(Architecture)

CTO

IT Change

Co-ordinates

Business Change

Co-ordinates

MD

V

M

O

S

T

V

M

O

S

T

V

M

O

S

T

V

M

O

S

T

VMOST of VMOSTs

MTP / Quarterly Update

V

M

O

S

T

Group IT VMOSTMTP / Quarterly Update

Requests from Supporting Services

(Risk, Finance, etc.)





IT Projects

Scaling

Multiple Head of

Channels

Each with multiple

Product Owners sitting

in multiple Squads

Head of Channel

supported by a Head of

IT partner reporting into

the CTO



[email protected]

[email protected]

[email protected]



32

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33

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