KeyBank & Agile Relationship: A Journey of Transformation

1. KeyBank & Agile An Interesting Relationship Scrum Gathering Spring 2009 Tom Seffernick Lalit Talesara

2. Agenda • Who Are We • History Lesson – How has our relationship evolved? • Dr. Phil – on Relationships • Real Life Relationship Counseling Sessions • Conclusion – for your consideration • Q&A

3. KeyBank Who Are We? • Financial Services Company • Recognized by Business Week as 11th best Company for Customer Service • Not a Software Development Organization • Highly Regulated • 2 major US Development Centers • 2 major Off-shore Development Centers • 75MM+ Plus in new software development investment

4. Who are we? • Tom Seffernick • Lalit Talesara

5. KeyBank Prior to Agile - 2004 • Slow Delivery • Fast Paced Business requirements • Growing Economy • Highly matrixed teams • Metrics Driven with metrics that measured other metrics • Dependant Teams • Strong Centralized PMO

6. History Lesson

7. KeyBank and Agile Relationship The Timeline • The Spark for Agile – Set a vision for a new culture • Nov 2004 - New CIO joins Key – Breaking barriers between technology and business • May 2005 - New Development Director joins Key – Our people are justifiably proud of, and recognized for, their contribution to the business • Jump In Head First • June 2005 • Two pilot Scrum project teams begin • Ken Schwaber introduces Scrum to development management team • Make removing impediments to agile adoption a passion • June 2005 - Agile Enablement Teams form to remove organizational impediments to agile development • July 2005 - PMO disbands • Aug 2005 - Software Development Support Center emerges Mission – Help development build better software, faster

8. KeyBank and Agile Relationship The Timeline • Empower the Organization • Sept 2005 - Internal ScrumMaster training begins • Oct 2005 – • Initial Scrum pilots communicate results • Dedicated Teams become Common • Project Management Framework becomes the Management Framework (Agile Manifesto) • Jan 2006 - Performance review process for development changed to focus on stretch and results • Sept 2006 - All Development Managers attended coaching workshop • Oct 2006 - Team rooms available for dedicated project teams to move in • Nov 2006 - Final Agile Enablement sprint review conducted • Feb 2007 - Regulatory audit of development and acquisition practices completed • July 2007 – Introduced Team Self Assessments and Project Health Checks • Aug 2007 – Piloted Capacity Driven Portfolio management in the Consumer Bank

9. KeyBank and Agile Relationship The Timeline • Developer practices were proven to work • March 2006 - Technical Agile Coaching joins Development Support • June 2006 - Brian Marick introduces TDD and begins coaching first 2 development teams • Oct 2006 - Pilot team demonstrates TDD success and informs management they have several zero defect sprints • March 2007 - Game room/coffee shop grand opening • April 2007 - Agile mainframe Open Space conducted • Product owners are connected from the start • Oct 2006 - Initial Product Owner Workshop conducted (later evolved into Agile Connections) • Dec 2006 – Ken Ruben facilitates first Agile Connections workshop • May 2007 - User Story and Agile Estimating Workshop introduced • June 2007 - Pay it Forward Concept Adopted • Oct 2007 - Managers facilitated Agile Connections Workshops for Each Other

10. KeyBank and Agile Relationship The Timeline • Focus on Planning • Nov 07 – Connected lack of planning to project miss • Jan 08 – Started Rotating Project Coaches • Feb 08 – Started Coaching Project Teams Through Planning • May 08 – Shared Coaching Experiences with Management Team exposing impediments – Making Commitments for Teams, Projects with Multiple Owners, lack of release planning. • June 08 – Switched focus from Project to Engagement Planning • Oct 08 – The Management Team took back Project Planning Coaching • Perform while transform • March 09 – • Project Lifecycle Framework reintroduced • Project Management Fundamentals reintroduced • More to Come

11. Dr. Phil

12. What might Dr Phil Say about Personal Relationships? • The health of any relationship is dependant: • The Values of Relationship Participants • Dealing with the every day things that push and pull against the relationship • The push and pull come from • Extended Family • Environmental Factors • Addictions • Self Beliefs

13. What Else? • What gets you through • Trust • Common Values • Recognizing Different beliefs and compromising • Seeking to understand • Perseverance • People willing to make it work by trying different things • What Prevents you from getting through • Win / Loose mindset • Forcing your values on others • Fear • Lack of commitment • Lack of involvement • Lack of communication

14. KeyBank and Agile have similar pressures as our personal relationship • Extended Family • Banking Operational units • Technology Operational units • Struggling Business Units • Very Profitable Business Units • Risk and Compliance • Environmental Factors • HR • Finance • Addictions • Process • Specific Technologies • Vendors • Strong personal beliefs • Risk Aversion • Order Takers

15. So this is easy right? • Not Really!! Because of : • It’s not just about software development • It’s Size • It’s Politics • It’s past history • It’s conflicting objectives • It’s all that stuff you can’t control

16. 7 Strategies for Successful Relationship • Deal with past Failures • Choose a winning Attitude • Learn to speak your business partner’s language of Love • Develop the Power of empathetic Listening • Discover the joy of helping you Business Partner succeed • Maximize your differences • Implement the power of positive influence

17. Real Life Relationship Counseling Sessions

18. RBCDD (Engagement Level Relationship) • Original State of Relationship • Multi Year / Multi Million Dollar • Significant pressure on bank to address OCC concerns • Significant Offshore Components • New Technologies and Skill set • Unknown Solution and requirements • Early Failures • We faked Agile • Relationship Counseling • Deal with past Failures • Choose a winning Attitude • Learn to speak your business partner’s language of Love • Develop the Power of empathetic Listening • Discover the joy of helping you Business Partner succeed • Maximize your differences • Implement the power of positive influence

19. Key Business Online (Project Level Relationship) • Original State of Relationship • Brand new product • Too many stakeholders with conflicting objectives • Highly skilled team • The Software was the Product (It was all about Software) • Relationship Counseling • Deal with past Failures • Choose a winning Attitude • Learn to speak your business partner’s language of Love • Develop the Power of empathetic Listening • Discover the joy of helping you Business Partner succeed • Maximize your differences • Implement the power of positive influence

20. Agile connections (Organization Level) • Original State of Relationship • Product Owners did not understand their role changed • It was all about software • Slow to Start • Project Managers were drivers instead of business • Finger pointing between PO and PM • Roles, Responsibilities and techniques were misunderstood • Relationship Counseling • Deal with past Failures • Choose a winning Attitude • Learn to speak your business partner’s language of Love • Develop the Power of empathetic Listening • Discover the joy of helping you Business Partner succeed • Maximize your differences • Implement the power of positive influence

21. Community Banking Development (Portfolio Level) • Original State of Relationship • Frustration with bureaucracy • Repetitive development needs • Business and Development were slow to engage • Unpredictable needs coupled with Annual budgeting cycle • Relationship Counseling • Deal with past Failures • Choose a winning Attitude • Learn to speak your business partner’s language of Love • Develop the Power of empathetic Listening • Discover the joy of helping you Business Partner succeed • Maximize your differences • Implement the power of positive influence

22. OCC Development Practice Audit (External Level) • Original State of Relationship • Lacking Trust – Seeking To Find a Problem • Lacking Understanding • Feeling of Helplessness • Relationship Counseling • Deal with past Failures • Choose a winning Attitude • Learn to speak your business partner’s language of Love • Develop the Power of empathetic Listening • Discover the joy of helping you Business Partner succeed • Maximize your differences • Implement the power of positive influence

23. Current Financial Crises (Industry Level) • Original State of Relationship • Risk aversion high – Scrum Agile seen as risky practices • Software is taking a back seat • Unsettled Organization • Perform while Transform • Agile Blamed for Project Misses • Reduction in budget • Relationship Counseling • Deal with past Failures • Choose a winning Attitude • Learn to speak your business partner’s language of Love • Develop the Power of empathetic Listening • Discover the joy of helping you Business Partner succeed • Maximize your differences • Implement the power of positive influence

24. Conclusion – For Your Consideration

25. What we have learned about relationships • Give managers something to do, be very explicit hold them accountable. • Once you get the organization bureaucratic processes out of the road is about the same time the honeymoon is over. The real relationship work begins. • Set some visible expectations that teams can meet to demonstrate progress • Don’t take empowerment and judgment too far. • Enable a culture of Quality; if you don’t have that work hard to get it, if you can’t get it this is hard or you are forced to fake it. • Push and pulls are harder in non software development organization • Dead Scrum Master worth nothing - Don’t make this a religious battle

26. GROUP THERAPY