Case study about agile project management in a German Savings Bank:
Recognizing that bank account fees will no longer hold as the main revenue stream in the future and in a digital world, a German savings bank started to create a life companion chatbot as a pilot for innovative new digital services. The team started using Scrum but transitioned to Kanban to speed up product development even more. This session will cover topics such as the pain points the team had with the Scrum framework, the transition to Kanban and its huge benefits.
Target Audience: Project Leader, Manager, Developers
Prerequisites: Basic knowledge in agile methods
The banking industry must find new innovative revenue streams.
The finance industry is massively influenced by the digital transformation as all other industries. Not only new payment methods are rising (PayPal, AliPay, WeChat, Google Pay, mostly through NFC), the finance sector will lose bank account fees as one of the major revenue source. A German savings bank had identified those risks and started to kick-off new innovative digital services to create new revenue channels. Thus, the bank decided to develop a local life companion chatbot for iOS and Android smartphones. The project team consisted of business development, content, marketing – and frontend and backend developer teams.
Complications with the Scrum methodology slowed down product development.
Unfortunately, the product development did not go as smooth as the theory of Scrum predicts. Meetings and reviews slowed down the progress, constant re-prioritizations of features changed the scope of the sprint backlogs which resulted in not achieving the sprint commitments. Constant re-prioritizations were caused by parallel concept and development work which was a huge challenge for applying a methodology like Scrum as it is defined in theory. This led to a difficult measurement of velocity which is critical for reliable future forecasts. The developer teams had difficulties to focus on their current tasks because of scope changes as they were never able to reach their sprint commitments.
Transitioning to Kanban was the solution.
To be able to respond to changing customer demands and competitive behavior, sprints were replaced by continuous development with releases in regular cadences. The lead time of developing new features from idea generation to live deployment could be reduced by a significant amount of time through limiting work in progress (parallel work on user stories). Limiting work in progress reduces partially done work, extra features, lost knowledge, handoffs, task switching, delays and defects which are considered as the seven wastes of lean software development. Furthermore, Kanban offers massive analytics possibilities, e.g. the development team can predict with 70%, 80%, 90%, etc. probability when a feature will be available for the customer. Thus, the product owner can calculate when the backlog will be ready for the live environment based on his desired probability. The positive aspects of Scrum were still used in the Kanban process, such as the Scrum ceremonies like Daily Scrum and Retrospective Meetings, to combine best of both methods. Besides the gains in speed and predictability, the development team was more satisfied with the process because they could react to demands at any time without having the feeling that they did not stick to commitments.
An insider's case study perspective on ING's radical agile enterprise transformation from a bank, to a tech company with a banking license. What is ING trying to accomplish? Why go through the turmoil? And what is their approach to systemic change? Eric Abelen is an Enterprise Lean Agile Coach at ING Netherlands. He will share his personal insights on applied transformation approaches at various organisational levels in ING's IT and non-IT departments, including lessons learned.
Target Audience: Project Leader, Manager, HR, Executives, Agile Coaches