Legacy financial organisations (viz. BFSI – Banking, Financial Services and Insurance enterprises) operate in a regulatory and high-risk environment. This session discusses some of the organisational dysfunctions such companies experience during their Agile transformational journey.

The session will help you understand and empathize with such dysfunctions and some possible mitigation patterns. Sample dysfunctions below:

• There are multiple middle management layers which are redundant and mostly resistant to change.
• Huge upfront planning and big-bang delivery model is practiced.
• Rewards and Recognition of individual performances still exists.
• Command and Control mode of working still exists. For example, Scrum teams do not have the liberty to conduct Retrospectives.
• Business teams are not aligned with IT teams.

The speakers’ experience is accumulated over the years while working with multiple and large financial organisations across the globe.

Want to discuss and share the Manifesto which a group of coaches including myself have written.

Please refer to www.vendormanagementmanifesto.org for details

1.1 The Governance
The delivery team is governed by contracts. There are 2 types of contract we will be considering
•The Master Contract : This is a contract signed between the Customer and Supplier Management teams and governs the entire set of Scrum projects being executed.
•The individual work order level contracts: This is a contract which will govern the detailed work to be done by teams.

This manifesto will take into account both the type of contract

1.2 The Roles
The roles covered under this Manifesto are as follows
The Customer Management This is the management team of the customer
The Vendor Management Team Vendor Management team will work on behalf of the Customer Management team in preparing the contract and negotiating the same with the Supplier’s management
The Team The team will consist of multiple Scrum teams working on the projects governed under the Master Contract. They will end up working under the individual Work Orders signed up with the customer.
The Supplier Management The Supplier Management team will negotiate the terms and conditions of the Master Contract of the contract along with the The Customer Management team (and the Vendor Management team).

1.3 The Objective of this Manifesto

The Objective of this Manifesto is to define guiding principles around the Customer-Supplier working environment with regards to working on Scrum projects. The assumptions made are
•The environment is customer-supplier (i.e. an outsourced environment)
•The environment is distributed and may not be co-located
•The environment involves multiple vendors

The Customers and Suppliers are integrated elements of a working environment in a project. The Customers and Suppliers will work together with a common goal and that is “Producing Value for the End Customer”. This manifesto supports the Agile Manifesto Value “Customer Collaboration over Contract Negotiation”.

There are 12 principles which will support the Agile Value and are presented below in a format of Left over Right. The items on the left are valued more than the ones on the right.

It is very unfortunate that we are becoming Hi-Tech every single day at the cost of Being Hi-Touch.

Recently i took a photograph of my family sitting in a room and not talking to each other but busy with their gadgets,This Paper is to help propagate the Agile Manifesto value "Individuals & Interactions over Process & Tools"

to provide techniques and Help Leaders, Coaches, Change Agents, Team members to understand people better in their teams and work with them more effectively. This talk is based on the DISC human behaviour model.

As a saying is It's not what you say It's what they listen and understand Matters.

This presentation is on the journey of Agile and DevOps transformation within the Core Banking & Payments division in RBS. This division forms the heart of the banking and Payments technology of RBS. The division has around 25 platforms supporting 150+ applications with most of their technology base being IBM mainframes.

These are critical platforms as 1 in 4 of all payments in the UK are processed by RBS' payment systems, with the total value of RBS UK & International payments in 2016 being around GBP 55 trillion.

RBS has embarked on an audacious journey to change their way of working through the adoption of Agile and DevOps in their legacy mainframe applications.