Om DNB sin agile snuoperasjon. Ved Ivy Lotarev og Hanne Linaae

1. Ivy Lotarev and Hanne Linaae
Smidig Digitalisering 2019
Fra Fossil til Diamant

2. Agile in DNB
Agile transformation in DNB

3. Our vision and mission
In order to stay relevant and competitive we need to change, a lot.
- Technology company with a banking license
- Trust, security and reliability as a competitive advantage
- Building products that customers love
- Drive adoption of high-performing tech company practices
- < 3 months from idea to implementation
- 99.9% up time on all critical services
- Security and quality by design

4. Challenges
- Traditional waterfall development and project management
- Core banking (legacy) systems
- High grade of consultants and off-shoring
- Shift perspective on Agile from a method to agile as cultural foundation
- Distributed teams in Bjørvika, Bergen & Pune
4 h 30 min
time difference
Outcomes we aim for
- Teams with e2e responsibility for their products and services
- Agile and engineering culture – not necessarily techniques or
methods
- Adaptible and continuously learning organisation
- Attracting and retaining tech talent
- Turning refugatory demands into a competitive advantage

6. The New Mobile Bank
Key Principles
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

8. Agile in DNB
Agile in DNB

9. Limit work in progress (WIP) at team and
business level.
Aim for frequent deliveries of small pieces of work.
Build stable teams that shape their own
process and work method.
Experiment and learn rapidly.
Improve the way we work every day, and
create slack to make it possible.
Focus on customer experience and the full
value chain across DNB.
You build it, you run it, you fix it, you secure it.
Our ways of working apply to all types of work.
Engage employees and delight customers.
Gi slipp
Vertical slicing
Limit WIP
Reduce lead time
Adopt CI/CD methods
Make process policies explicit
Retrospective
Open communication
Frequent feedback
Community of practice (CoP)
Team agile health check
System thinking
Peer review
Reduce technical and organisational debt
WOW Principles Practices

11. The team
Andrea
Cathrine
Thorbjørn
Aditya
Christina
Thomas
Zia
Magnus
Hanne

12. Our Coaching Principles
Hug: 80% Dedicated coaching
Hand-shake: 40% focused coaching, Coach the team process facilitator
High Five: Light touch, 1-1 coaching, workshops, facilitation
We have an ambition to set aside 20% of our time for «slack»; reflection,
help each other, contribute to other teams, workshops etc. It’s difficult.
Our coaching levels

13. When no one is watching…
- Culture is fundamental - enhance behaviors that we value
- Pragmatic and evidence based approach to coaching
- Understand current situation…
- …and relief sources of pain and dissatisfaction
- Communities of Practice
- Slack – both time and the tool ;)

14. Exploring, doing, being
Showing productivity
Intro to agile
Team forming & storming
Finding your own way
Hitting impediments
Management bandwidth is high
Curious and baby steps
Continuous coaching support
Modern engineering practices
Management reducing impediments
Agile methods in place, roles, ceremonies etc.
More sure of my place
Agile method optimisation
Sustainable coaches
«I know I add value»
Servant leadership is set
Optimising a culture of learning
Continuous improvement

15. Transformation
Roadmap

17. Storming, forming, norming