Agile transformation of China's banking curtain has been opened, "12 + 5" banks are vigorously promoting. Agile and DevOps (R & D operations integration) is understood to be independent and merging of the two concepts has become a prairie fire in the banking industry. Led and participated in a number of large banks and DevOps Agile transformation, we summarizes the more effective models and methods, help enterprises quickly and efficiently start the transition.
---- Prepare for the unpredictable
EDITORIAL
quickly become mainstream in global industries, but China Banking agile journey is long overdue. Understandably, under strong financial regulatory, compliance and Striving mainstream culture and behavior patterns is the bank; before the rise of Internet banking, China's banking industry did not feel a greater crisis. In recent years, users of financial disintermediation has become a trend, market data and disintermediation in the ascendant, how to become the primary task of breaking the major banks.
Agile and DevOps transformation in the banking industry has become a prairie fire. 2018 ICT Institute released the "R & D operations maturity model integration", collecting firewood for the fire Agile and DevOps cheer of. Agile transformation of China's banking curtain has been opened, "12 + 5" banks are vigorously promoting. Why paper emphasizes "Agile & DevOps"? Because the pattern is widely accepted banking, Agile and DevOps (R & D operations integration) it has been understood to be independent and merging of the two concepts.
( "5 + 12" bank)
I led the large banks and DevOps Agile Transformation and participated in numerous, rapidly and effectively start on the transition, we share some of the models and practice several times after verification extracted from the hope that useful to you.
First, agile & DevOps transformation Quick Start milestones
in promoting transformation, be sure to answer transformation solve the problem, to achieve what goals, some of the features of both the framework and large banks of information worth considering:
● Change element model: organizational transformation is also a change management, change management is a professor of traditional MBA programs, changes in eight steps can bring us what enlightenment?
● Features large banks: large banks What are the characteristics? How these characteristics affect the start of the transition?
1.1 large-scale organizational change element model
is essentially a large-scale enterprise transformation of complex change management process, the father of the leadership of change, a Harvard professor John Kotter twenty years ago in his book "Leading Change" was discussed in detail the eight-step change law, who was later regarded as a change management Bible.
(Change in eight steps)
head three steps collectively referred to as "Creating the climate for change", that is, to create a sense of urgency for change, there is enough to establish a guiding coalition forces, create a strategic vision and Start Program. Therefore, the subsequent recruitment of volunteer forces, that is, we often say that the pilot team, critical to start the change.
1.2 features a large banking organization
based on the author's many years of experience in banking transformation, a large banking organizations have the following characteristics:
● Established a long time: the financial sector has been thousands of years of history, there were many large state-owned banks a hundred years old;
● mature business model: Assets large-scale, profitable, state-owned big firms have assets of 10 trillion or more, ICBC year exceeded 30 trillion yuan; national joint-stock banks, asset size is the smallest trillion or more; global bank rankings in 1000, state-owned there are four lines before entering the top 10, the country's 12 joint-stock banks all on the list, and are discharged into the top 200;
● large-scale enterprises: a full line of hundreds of people, the head office, branches and more bodies, offices and more;
● multi-level management, division of fine: the most typical hierarchical management, organization department set up complex, personnel division refinement;
● partial obsolete technology: more purchasing system vendors, software architecture is not flexible enough. Therefore, large banks in the startup process of transformation, stakeholder management, trade-offs, introduction and integration platform tools are difficulties, worthy of further consideration and layout as soon as possible.
In short, based on the meta-model change, after taking into account background banking start-up phase needed to achieve the following objectives:
● understand the expectations of all parties to the current situation, identify constraints in transition;
● determine the transformation vision, goals (for example, annual) and key results;
● clear transition path, blueprints and key initiatives;
● effectively manage and promote the transformation to make it fall.
Second, a key step in the transition quick start-up phase and the corresponding model
in order to achieve their goals fast start, the general will take the following four typical steps:
1, field interviews & extract information Interview: first through field interviews, alignment transformation goals and expectations. After a large number of interviews, rapid convergence, transformation goals and identify key issues;
2, set the blueprint for the transformation path: Large bank restructuring must stand organization level height, consider not only the goal of the year, but a 3-5 years, or even more long-term development planning;
3, refinement stage (for example, annual) plan: refinement of specific plans based on cooperation cycle, including annual goals, key results, initiatives and change management methods;
4, a clear change management: even the best plan, without an effective management organization and operation within the organization, it is difficult landing.
(Implementation of the transition path)
2.1 Field Interview & Interview information extraction
process is divergent interview, the interviewee difficulty lies in the screening, interviews outline comb. Interview extract information is convergent part, how to effectively organize large amounts of information and extraction? How quickly locate the transformation goals, summarized existing line problems and challenges? These require conceptual thinking to organize structural analysis. We share two ways:
PMS model: Although the interview process, we will strive to clarify and confirm the contents of the issue heard, access to information is still divergent, such as containing background information or subjective speculation, rather than just a description of the existing problems. Therefore, we propose a model of PMS: the directional target (Priority), to refine the vision and setting milestones; sub-goals (Minor), and the corresponding directional target, but more specific; solutions (Solution), the relevant recommendations about the goals or solutions to guide key initiatives. As shown below, a small box listed are some of the demands they put forward or suggestions in the interview process management, after careful analysis can be summarized in three categories: directional goals associated with this sub-goals and recommendations of resolve program; lateral re-grouped into four dimensions, with such a classification, the demands of executives at a glance.
Interview extract information (PMS model)
root cause analysis: When front-line team for interviews, research and development from the perspective of the value stream, focusing on operational requirements, development, testing, commissioning and operation and maintenance as well as the whole process. We use the key issues associated with the root cause and then layer by layer map to find prominent challenge to root cause analysis. As shown below, we can see many problems in the current team of software development mode, the picture shows the top of the "outstanding challenges", there is a demand, code management, testing, schedule, and production and so on, but what is the root cause of these problems under the surface of that? Usually there are four categories of analysis after induction. With the root cause to be able to prescribe the right medicine, to develop solutions in transition planning.
Interview extract information (root cause analysis)
2.2 Transformation path provided with the blueprint
large organizations consider transition pull-through lateral and longitudinal extensions. From the lateral pull-through, the general experience from development integration testing, business-driven R & D operations to integration of four stages. We half-jokingly named this model "candied fruit" model.
● The first phase loop: development and testing integration, internal R & D department set up cross-functional teams to enhance the level of automation, reduce repair costs;
● The second stage closed loop: the integration test requirements development, product research and development, testing, integration and other roles, the formation of cross functional teams to deliver value and enhance product quality;
● The third stage loop: R & D operations integration, product implementation from operations, from operation and maintenance, breaking the barriers between markets, development, operation and maintenance department, more roles into the delivery link, improve business responsiveness, build value feedback flow;
● phase IV closed loop: the goal is to gradually achieve all business lines with cross-functional teams is the smallest organizational unit to achieve business agility, continue to improve the market competitiveness of enterprises.
Lateral pull-through ( "candied fruit" model)
business experienced agile generally follow the "team Agile, product-level agility and business-class agility," the transformation of the route, we also refer to a similar principle, summed up in the following figure A, B, C three typical path.
A. Agile team: a small agile team as a unit to carry out the transition, when the end of the pilot, organizations often will continue to expand the scope of agile transformation, encourage more agile team to join the camp;
B. Agile Product: The entire product value stream as a unit to carry out agile transformation. Agile product is intended to pull the product through value stream upstream and downstream, the interdependent team into the same agile framework;
C. Agile Business: experienced team to Agile Agile products, products from scratch, until the product released throughout the process have been incorporated into the scope of agility. But that was not enough, a number of support departments, such as human resources, administration, finance, marketing and sales departments should also be included in the scope agile transformation.
Scale up ( "ladder" model)
2.3 refinement phased plan
in order to quickly extended to the entire organization, "agile" approach requires banks to take a series of measures, as an essential measure in most banks transition, they play a key "leverage" effect:
● new and develop key role in the team, let it grow into the vanguard of change and continuous promoters, such as new product manager team, to enhance the CI / CD team at;
● improve the development process, so that the process is product delivery services, together with the personnel capacity building to enhance the delivery of value and efficiency, good process in order to integrate large-scale staff collaboration. Such as support for agile and waterfall development process of combining;
● the ability to build platforms and tools, such as building energy efficiency mention for the delivery platform.
These correspond to a series of initiatives and Transformation Path, and define the stage target. We recommend to think from the team (Teams), process (Process), platform (Platform) three dimensions (referred to as TPP model). For example, in the transition process started, we set milestones in accordance with the following first stage goal:
Team (Teams is):
● Pilot team product manager, team empowerment, to have effective performance of product planning, requirements analysis capabilities
● establishment of CI / CD team of experts, develop test automation, build and release capability
process (process):
● key and practice agile and waterfall combination
● agile requirements management process
platform (platform):
● open Jira and other tools platform, complete agile requirements management support
● integrated into continuous integration automated testing lines, the establishment of access control
2.4 Definition of change management mode
transformation is essentially a change, and therefore need to be managed. We set up the transition office as follows (in transition do) to ensure that the process of transition from management to the grassroots team goals consistent, efficient communication, rapid response, so as to effectively achieve organizational transformation goals. The key point is to ensure that organizations involved in the management depth. The following examples are scenarios in external consultants, external consultants directly, on a regular basis the progress in the transformation of synchronous project office, to solve the problem. If there is no external consultant, also recommends a similar structure.
In order to facilitate memory, the transition office referred to as LAMP (Leadership Group: Lead, manage group: Management, execution group: Amplifier, platform Group: Platform), the original meaning of the word is "a lamp, light-emitting", meaning intended as a guide before the change line.
In order to enable effective functioning LAMP, essential and efficient communication mechanism, the following is an example of communication mechanisms (Sprint length: 2 weeks):
Summary of what, in order to achieve the four goals of the quick start, at each stage we correspond to the models and methods used are:
These models and methods are after I led and participated in a number of large banks and DevOps Agile transformation, summarizes the and proven effective. Lean on the value of the tree without making this article describes, interested can look at the previous article: "In the vision and goal-driven, so that innovation is everywhere."
Written on the back
Upon completion of this article, to coincide with ThoughtWorks new book, "getting to the core of agile practices" hot, we have to think the basis of the value of Agile practices again, they are not complicated, but in the beginning of the transition quick start to play a significant role, can adopted as a best practice, such as stations and will maximize visualization, lean value tree.
The first step in driving agility & DevOps transformation is reshaping IT organizations often collaborate to enhance value delivery efficiency. The core transformation no means limited to efficiency, but rather to enhance business responsiveness, thus requiring the bank to achieve "end to end" digital, multi-channel such as improving the customer experience, rich and comprehensive customer analysis to simplify customer processes to achieve business agility, IT agility docking technology, R & D operations integration. This article stems from a number of large banks in transition real case experience, focusing on the key steps in the corresponding stage of transformation model fast start, I hope the readers benefit from it.
(Source: ThoughtWorks Business Insight)
