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Copyright © 2015 Deloitte Development LLC
‘AGILE STUDIO TRANSFORMATION & IMPACT
ON BUSINESS ANALYSIS COMMUNITY’ A journey to High Quality Delivery Excellence in
Global Technology Services (GTS), Deloitte.
Atul Shandilya | Achinto Sengupta
Deloitte
As used in this document, "Deloitte" means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal
structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.
This presentation contains general information only and Deloitte is not, by means of this presentation, rendering accounting, business, financial,
investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it
be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your
business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this
presentation.
Copyright © 2015 Deloitte Development LLC. All rights reserved.
Achinto Sengupta
Delivery Manager and USI BSA Lead
Global Technology Services
Deloitte Support Services India Private Limited
Atul Shandilya
US India Leader - Business Solutions Group
Global Technology Services
Deloitte Support Services India Private Limited
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Agenda
Introduction
Initial Organization Structure at Deloitte
CoE Structure and the drawbacks/challenges faced
Studio Transformation And Re-organization
The details of the changes and the benefits being derived out of it.
Communication Plan
How enterprise change communicated and training conducted
Evolution of Community of Practice
Key organization shift to enable greater practitioner productivity
How the BA’s have evolved to play hands on with the overall project delivery
process
Q&A
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Key Takeaways from the session
Get insights on how a Project Delivery model can be restructured to drive maximum value to our customers in the Agile world.
How to structure an organization in a constantly changing Technology world
Lessons learned in Change Management in larger Enterprise Organizations.
How to deliver faster and better without compromising on Quality.
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CoE Structure and the drawbacks/challenges faced
Initial Organization Structure at Deloitte
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CoE Focused Organization
• Organization structure was more aligned with the Centre of Excellence (CoE).
• Practitioners were allocated to a CoE based on their respective Role in the project
• Practitioners assigned to Programs/projects from their respective CoE’s (per
project needs) and came back to the CoE after the project/assignment completed.
DirectorCoE
Process & Tools CoE
Resource Management CoE
BA & UX CoE
Architecture & Development CoE
Innovation Design CoE
Quality CoE
Hyderabad Ops
BA & UX CoESr Manager
(US)
Talent
India Ops & SP
PMA SAP
O2E
SharePoint
Consulting
Tax
Illustrative only
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Business Analysis CoE
• Typical structure for a BA Manager in the organization.
• Managed/Led a pool of BA’s for a respective program.
Sample Org Structure for BA CoE Illustrative only BA & UX CoE
Sr Manager(US)
Talent
India Ops & SP
PMA SAP
O2E
SharePoint
Consulting
Tax
Program streams
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Challenges to the existing organization structure
Rewards for on-time performance
Allocating resources to ensure active engagement throughout
Becoming an integrated part of project delivery teams
Delivering On-time, Faster with Higher Quality
Enhanced level of stakeholder communications
Collaboration and Innovation – across teams (Silos formed)
Application Delivery
Delivery impacted due to
multiple teams and process
being followed.
Learning and Development Diversification limited, less exposure to multiple projects / exposure to stakeholders.
OR
GA
NIZ
ATI
ON
B
USI
NES
S A
NA
LYST
S
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New delivery process introduced
Studio Transformation and Re-Organization
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Radical Transformation in the Delivery Model C
oE
S
tud
io M
od
el
Organization evolved to focus on our individual strengths for larger impact.
DirectorCoE
Process & Tools CoE
Resource Management CoE
BA & UX CoE
Architecture & Development CoE
Innovation Design CoE
Quality CoE
Hyderabad Ops
Illustrative only
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A Delivery Studio Team approach
Engineering & Design
• Business Architect
• Application Architect
• Data Architect
• Infrastructure Architect (CTO)
• IT Security
• Systems Engineering
Delivery & Process
• Project Manager
• Engagement Leader
• Technology Delivery
Manager
Experience & Creativity
• Visual Engineering
Functionality & Features
• Business Analysts
• Systems Analysis
• Quality Assurance
• Communications
Project Manager
Engagement Leader
Technology Delivery Manager
Solutions/Application Architect
Designer
Engineering
Experience Functionality
Delivery
BSA
Magic happens when the right team comes together.
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Delivery Studio Team Approach
The Delivery Studio
Application Enhancement &
Support
(SEE)
Business Solution Delivery
(Channel Director)
Stakeholder Advocacy
(Global Technology Director)
Deployment
Client Facing Team
EL
Architect Design
PM
BSA
Technical Delivery Team
TDM Engineer BSA IT
Security CTO
Delivery Pod
Engineers
Tech Lead
BSA/QA
Delivery Pod
Engineers
Tech Lead
BSA/QA
PMO
(Portfolio Manager)
Illustrative only
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Overview of Role Interaction in the New Project Delivery Process
Studio Team
Each role plays an important and integrated part in the project delivery process
PMO Portfolio Manager
Global Tech Director
Channel Director
CTO
PMO Portfolio Manager
IT Security
PM
Engagement Leader
Project Delivery
Deployment
Deployment
Member Firm Deployment
EL TDM
Illustrative only
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Project Delivery Metrics Summary – Benefits derived
136
4.3
171 124
102 91%
VALUE ADD TO THE
BUSINESS STAKEHOLDERS
FYTD – here denotes the period 01 June 2013 – 30 May 2014
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How enterprise change can be communicated and training conducted for teams going through change.
Communication Plan
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Sample: Transition timeline
June July
Week 6/10 6/17 6/24 7/1 7/8 7/15
Engagement/Channel leaders define
new structure and transition plans
Leadership briefed on new roles
Studio Team briefings for all roles
Managed migration to new studio
structure (PFP, budget, migration
plans)
Stakeholder communications
Team town halls
Leadership hub visit
Project Delivery Training (details
on subsequent slide)
Milestone
Team Meetings
BSG CTO BizOps
8/1 hub visits
July - October
PMO
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FY 2014
May June July Aug Sep
Prepare Training
EPM 2013
Tools Training
End to End Agile Project Delivery Training
Role specific deeper dive training
Audience: PMO, EM, non-PMO PMs)
3 Versions Full Day on-site across
Deloitte office locations 2 half day virtual sessions 2 hour overview for leaders Audience: Project Delivery teams (Jul-Sep, others Sep – Dec)
End to End
Project Delivery Training
Leadership Training
EM/PM (2 hrs)
Scrum Master/TDM Training (4-8 hrs)
BSA Training (4-8 hrs)
Project Delivery
Soft Skills
Training
Tools
Training
FY 2013
Non-PMO PM Training (2 hrs)
Role specific
deep dive project delivery training
(as needed)
PDP/SDLC Training
All (Delivery Teams)
PM Training (4 hrs)
Sample: Project Delivery Training Schedule
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Key organization shift to enable greater practitioner productivity
Evolution of Community of Practice
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Evolution of CoP
Revived Leadership Focus Background CoP Up skilling
• Post Studio transformation of execution, CoE structure replaced by CoPs
• Organization wide survey & focus group reveals the need for greater skills development and process/methodology guidance by practitioners across various channels
Q1 FY14 Q4 FY14 & FY15
CoP Governance structure revised - Sponsor and Leader roles established
across Deloitte .
BSG Leadership decision to co-
locate CoP leadership with
the delivery teams based in USI
CoP to Emphasis on :- Increasing CoP
Efficiencies
Leveraging common
Synergies
Sharing Industry methods
and practice
Continuous Process
Improvement
Competency and Career
Development
Process Compliance
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Communities of Practice
Business Analysis
Quality
Engineering
Solutions Engineering
Design Great Experiences
Methods and Tooling
Vendor Management
• A clear commitment to
building core competencies
• Drive learning &
development of our
people, best practices &
methodology
• Build strong communities
& connection.
• Drive cross-organization
strategy
Fostering a Community of Practice instrumental to consistency
and organizational success
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BSA CoP – Aspiration
• Enable upskilling of GTS wide practitioners across BSA CoPs (BA +QA)
• Establish unified framework of Process/Templates/Governance for seamless client service execution
• Establish and spread eminence across Industry
• Strive to be effective and establish mature practice across all the CoP’s
• Continue effective collaboration across locations (US and USI)
Aspiration
Need
Strategy
• Redefining BSA CoP FY15 execution and revamped Roadmap
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BSA CoP Framework – Areas of Focus
COMMUNICATION & COLLABORATION Manage communication and collaboration among the BSA community including email communications, BSA Yammer group, and building a BSA website.
TOOLS & METRICS Continue improving tools usage, and refine BSA metrics and status reporting
STANDARDS & METHODOLOGIES Focus on defining standards and methodologies, including automation and agility, and domain specific process improvement and innovation.
LEARNING & CAREER GROWTH Focus on BSA learning and career growth opportunities including certifications and trainings (both internal and external)
BUILD EMINENCE Manage the BSA CoP brand and communication outside the BSA community including collaboration with Design Thinking CoP, relationship management with business stakeholders and member firms
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BSA CoP Initiatives
Additional Areas for ramping up CoP practitioners
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of GTS practitioners are familiar with the CoP initiatives and are actively participating in the CoP initiatives.
Practitioners have found effective the BSA Certification initiative and the Study group sessions ( CCBA,CBAP,ITQSB etc..)
84% 78%
BSA Practitioners attending BSA Hour sessions in FY15
Survey Demographics
The goal of the survey was to gather feedback from BSA participants across GTS on what we
should continue and what we could improve as part of our BSA CoP. In addition, the survey
responses will serve as an input into the focus areas for the BSA CoP strategy.
55 Responses
76 %
BSA Practitioners finding the BSA hr sessions useful for their Role/Career growth
78%
BSA CoP Effectiveness : Survey Highlights
In Dec 2014, GTS BSA CoP conducted a survey across its BSA community (141 practitioners) across NA and USI practitioners in Deloitte.
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BSA CoP Effectiveness : Survey Highlights (contd..)
BSA’s able to effectively utilize the
key BSA competencies in their current role
BSA’s able to leverage COP
resources/knowledge in their day-to-day core BSA activities
BSA’s aware of their CoP Channel support contacts/Office
champions/Core BSA CoP team
BSA’s who are a BSA CL4 and above, and got an
opportunity to play a BA and a QA role in your
current Studio
BSA’s engaged in peer review
activities of BSA deliverables within
in your Studio
53% 63% 63% 69% 49%
25
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Key Takeaways
Insights on how the Project Delivery model was restructured to drive
maximum value to our customers in the Agile
world.
Structuring organization in a constantly changing
technology world and Role of Community of Practice.
Lessons learned in Change Management in larger
enterprise organizations.
Delivering and achieving faster and better without compromising on Quality.
Copyright © 2015 Deloitte Development LLC
Learn more. www.baconvention.com
Thoughts, Questions??
Copyright © 2015 Deloitte Development LLC
Learn more. www.baconvention.com
Thank You!