Case Study: Agile Maturity Assessment for a Commercial Bank
Our client is a commercial bank whose main activities include consumer lending, accepting deposits, and investment platform. The bank has approximately 150 branches.
To assess the maturity of its current processes, provide methodological support, and improve overall efficiency in software development and deployment, the bank engaged AgileLAB. During the consulting engagement, our specialists provided support in forming teams, configuring role models, establishing open and delivery processes, implementing metrics, and resolving motivation issues. Opportunities for growth were identified, including misalignment, unclear role definitions, low team motivation, and insufficient product focus. These areas were critically important for the bank to improve its development and deployment processes to deliver value to its users.
Throughout the collaboration, our consultants participated in the following activities:
It allowed us to identify growth opportunities and propose actions for Agility development in different areas, including the following:
To assess the maturity of its current processes, provide methodological support, and improve overall efficiency in software development and deployment, the bank engaged AgileLAB. During the consulting engagement, our specialists provided support in forming teams, configuring role models, establishing open and delivery processes, implementing metrics, and resolving motivation issues. Opportunities for growth were identified, including misalignment, unclear role definitions, low team motivation, and insufficient product focus. These areas were critically important for the bank to improve its development and deployment processes to deliver value to its users.
Throughout the collaboration, our consultants participated in the following activities:
- Conducting Agile maturity assessments
- Providing guidance and support in implementing Agile methodologies
- Training and coaching teams in Agile practices
- Facilitating Agile ceremonies, such as daily stand-ups, retrospectives, and demos
- Supporting the bank in tracking and reporting progress using Agile metrics
It allowed us to identify growth opportunities and propose actions for Agility development in different areas, including the following:
- Goal Setting
- Ensure clarity and alignment of team member's goals
- Shift to collective business goals at the team level (instead of individual IT goals)
- Roles
- Creation of a RACI matrix of key roles (at the team and stream level) in collaboration with production process participants
- Redesign of key team events based on the RACI matrix
- Metrics
- Introduce relative estimation of tasks by the whole team using historical data
- Team training on task decomposition and MVP identification
- Lack of product approach at the company level
- Training product owners on hypothesis testing practices
- Setting up the Discovery process at the Value Team level
- Communication Framework
- Setting up team level meetings
- Synchronizing team meetings within the stream
- Setting up stream level meetings
- Long Testing Cycle
- Allocating testers to product teams
- Shift left in testing
- Testing automation
- Low IT Landscape Maturity
- Training in DevOps practices and development of an engineering culture
- Introduction of the DevOps leader role, working closely with development and operations teams to drive collaboration and improve processes
- Implementation of DevOps tools and processes to automate and streamline workflows, increase efficiency and enhance quality
- Release Cycle
- Transition to a simplified release process for certain systems
- Shift to platform development
- Adoption of automated integration testing practices
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