1. How to bring big
multicomponent
enterprise to single
backlog
How to bring big
multicomponent
enterprise to single
backlog

2. 2
Yana Bort
IT Strategy & Agile
Transformation
Mariia Abdullina
Transformation Office

3. 3
Payments
We had 10
Domains:
Loans
Cards
Customers & Accounts
Technology & Security
Bank Culture
Capital Markets
Data
Channels
Core Banking
with own priorities,
resources, plans & goals
own manager and focus
own teams, scope and
systems
lack of transparency and
understanding of
customer value
increase in dependencies
not obvious connection
between plans and
strategy

4. War happened
People leave their homes
Employees mobilized
Bank in survival mode – majority
employees dedicated to BCM
Cloud migration is 0 priority
Contracts with outstaff vendors
were stopped

5. 5
What to include in the Bank Backlog
Define bank backlog priorities
Resource allocation (PM/PO/SM)
Progress/status
Martial Law backlog was setup with the purpose to manage
the whole Bank Backlog (excluding BCM and IT Security tasks):
Priority
We started to think what we still can deliver for our clients within
existing situation & limited resources
Total issues% 64
Major
Minor
Medium
Trivial
Critical
16
16
13
10
9

6. 6
It's not a strategy, it's not a focus, it’s a task list
Approach
0
Priority 0
BCM & Cloud Migration
(not touched)
1
Priority 1
Critical
topics for asap
implementation within
1-2 sprints
2
Priority 2
Major
important topics
where analysis can
be started

7. 7
The war made the
problems we knew
about more urgent.
How to unite leaders of domains
and divisions around one goal?
What is our common goal?
What rules and principles should
we follow to achieve the goal?
What to do with the current goals
and how should we interact?
What does mean “team”?
Martial Law Backlog concept
showed that we can work with
dependencies as a team, we just
need more focus.

8. 8
Outcomes:
Define common
goal: what we want
to achieve
Goal Aggregation
Focus around value
KPI
Common KPI for all
teams
Priority
Give cross
organization priority
How to achieve?
What needs to be
done to achieve this
goal
Concept of value streams appeared, where the
main focus is on delivering value to the client.

9. 9
Planning for whole
domains and teams
We apply the best Agile
practices in order to improve
the interaction process Joint Planning
Joint Review
Joint Retrospectives
Common Demo for all
domains and teams
Regular retro for teams
It became a cool accelerator for team
building and evolution.

10. 10
Fails,
gains and
lessons
learned
Our success
aligned priorities with
strategy
joint agile ceremonies
transparency of priorities on
portfolio level
a single backlog at the level
of the entire organization
adjustment according to
external and internal factors
no hiden backlog
Challenges
Next steps
facilitation
decision making process
redefine team boundaries
so they can make
decisions
maintain transparency

11. Thank you!