improving delivery and execution at vantiv
TRANSCRIPT
World®’16
ImprovingDeliveryandExecutionatVantivTJCasey- VPPlanningandControls- VantivHenryNoble- ProgramDirector- Transformation- VantivSkipAngel- TransformationConsultant- CATechnologies
AMT38P
AGILEMANAGEMENT
2 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
©2016CA.Allrightsreserved.Alltrademarksreferencedhereinbelongtotheirrespectivecompanies.
Thecontentprovidedinthis CAWorld2016presentationisintendedforinformationalpurposesonlyanddoesnotformanytypeofwarranty. The informationprovidedbyaCApartnerand/orCAcustomerhasnotbeenreviewedforaccuracybyCA.
ForInformationalPurposesOnlyTermsofthisPresentation
3 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
Abstract
Vantiv hasmadesignificantprogressinthelastyear,becomingmorepredictableinitsdeliveryofpaymentprocessingsolutionswhileprovidingthesamehighqualitythecompanyhasbeenknownforsincelongbeforeitwentpublic.ThisisastoryaboutayearintoVantiv'sbusinesstransformationjourney,toldfromthreedifferentperspectives,andhowithasevolvedintoa"productcompany."
HenryNobleVantivProgramDirector,Transformation
SkipAngelCATechnologiesTransformationConsultant
TJCaseyVantivVPPlanningandControls
4 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
SkipAngelCATechnologiesTransformationConsultant
PanelSession
HenryNobleVantivProgramDirector,Transformation
TJCaseyVantivVPPlanningandControls
5 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
DRIVERSOFCHANGE
6 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
AligntoBusinessStrategyTransformation#1Priorityin2015
7 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
HearingFromDifferentPerspectivesWhatproblemsdoyouhopeanagileapproachwillsolve?
WHO WHY
TECHNOLOGYCIO/CTO/VPofDevelopment
Addressingthesechallenges:Technicalcomplexity,Technicaldebt,inconsistencyintooling,lackofautomation,poorquality
CUSTOMERChiefProductorMarketingOfficer,ProductSVPor
VPLevel
Addressingthesechallenges:Shiftingtocustomer-centricity,product- orsolution- focusedapproach,timetomarket,satisfyingcustomerneedsvs.takingorders
OPERATIONSHeadofPMO(Product,Portfolioand/orProject),
Operations,ReleaseManagement
Addressingthesechallenges:Needforconsistentdelivery,adheringtostandards,forecastdeliveries,riskmitigation,lifecyclemanagement
8 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
STARTINGOUTWELL
9 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
FORMATION PROGRESS MEASURES❑ Initial Product Vision Set❑ Team Working Agreements Set (incl. Acceptance Criteria for Team)❑ Initial KPIs Set (with Measurements)❑ Initial Story Map Set❑ User Stories in Rally❑ Initial Sprint(s) Planned
PREPARATION CHECKLIST❑ Product Manager (Team Formation Lead) Identified❑ Platform Manager Identified❑ Delivery Manager Identified❑ Team Roster Set (by Name and Estimated Start Date)❑ Agile Coach Ready to Engage❑ Agile 101 Training Attended
BuildingaStrongFoundationWheredowestartourefforts?
10 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
ProgressandBlockersHowdowegaugeprogress?
TargetedCriticalMassbyEOY2015
Level 1Dedicated Team Sprinting against Prioritized Backlog
ü Teamshaveformedandaresprinting
ü Sprintsofworkarehappeningagainstprioritizedbacklogs
ü Trainsareforming
BLOCKERSq Resource allocation
(Productivity)q Clarity on priorities
(Responsiveness)
Level 2Dedicated Team inside Formed Train with Established Cadence
ü TeamsareoperatingwithinformedTrains
ü Valueisbeingdeliveredviasmaller,moreiterativechunks
ü TeamKPIsarebeginningtodriveactions
BLOCKERS
q Adherence to roadmap and vision (Predictability)
q QA resources and alignment to teams (Quality, Responsiveness)
q Release management approaches (Predictability)
q Synch of work across trains within quarter (Predictability)
q Long test and release cycles (Responsiveness)
Level 3Healthy Trains and Teams
Planning Iterative Value per Business Outcomes
ü Trainsandteamsperformingquarterlyplanningperagreed-toroadmaps
ü UseofKPIhighlightingfutureproductandtechnologyneeds
BLOCKERSq Test automation
(Responsiveness)q Corporate planning using
Agile (Responsiveness)q Duplicate platforms and non-
rationalized asset base (Responsiveness, Quality)
q Customer feedback consistently part of product development (Customer Satisfaction, Predictability)
Level 4Full Organizational Agility
ü 2015plansdonotassumewereachthislevel;however,weshouldconsideritsneedsnow
ü Atthislevel,ourfutureplanswillbebuiltaroundvaluestreamsandtrainscreatedaccordingly
ü Tobeatthislevel,ourtechnologyassetbaseanddesign/engineeringdisciplinesallowfordecentralizedcodingandcontinuousdeployment
ü Thisiswherewetrulyunlockourabilityforrapidinnovation
BLOCKERSq Corporate behaviors
supportive of agile across enterprise (Employee Engagement)
q Critical technical debt related to speed-to-market (Responsiveness)
q Consistent engagement of functions outside of Product and Engineering in agile cadence
11 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
KEYSTOSUCCESS
12 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
Employee Engagement
Workforce of motivated employees with solid
leadership
ProductivityLandscape of
dedicated high-performing teams
QualityAbility to create stable
and sustainable solutions
PredictabilityLandscape of
consistent and reliable delivery
Customer Engagement
Meeting customer needs with innovative
solutions
ResponsivenessFaster
time-to-market with the right products
OrganizationalAgility
BUILDING IT FAST AND SUSTAINABLE
BUILDING THE RIGHT THING AT THE RIGHT TIME
BUILDING IT WELL AND CONSISTENT
EstablishingSuccessCriteriaQualitativeandQuantitativeMetrics
13 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
MeasuringSuccessProgressandPerformance
14 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
2015 Envisioneer Award
Core Processing Train
OneVantiv.OneVibe.
15 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
BRINGAGILITYTOTHEBUSINESS
16 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
ScalingUsinganAgileApproach
17 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
EnterprisePriorities PortfolioAlignment
FI&Merchant E-CommerceIntegratedPayments Operations Corporate AllOther CTO CIO Total LaborCashInvestment
CapitalizedLaborFixedAssetsTotalCapital
Non-Recurring
MSFI/Conversions
Enhancements
TotalRuntheShop
TotalNon-ProjectTime/PTO
TotalLaborPlug(Architecture&Management)
TotalLaborCash
StaffingUtilization
Budgeting,ReportingandFunding
18 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
WHAT’SNEXT?
19 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
AligntoValueStreamsInstillRelentlessImprovement
20 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
AgilityastheOperatingModelPartoftheOrganization’sDNA
21 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD
Thankyou.
Stayconnectedatcommunities.ca.com
@CAWORLD#CAWORLD ©2016CA.AllRIGHTSRESERVED.22 @CAWORLD#CAWORLD
AgileManagement
FormoreinformationonAgileManagement,pleasevisit:http://cainc.to/9Zed5W