Agile PlayBook (6)

1. Agile Play Book

Classification: GENERAL

2.

What is the Agile
Organisation, why it’s so
popular and why
organizations transformes in
to it?
Sounds good, can
we implement it in banking,
we are so complex..
Well, the main thing which we want to
achieve by creacing Agile organization
is to deliver valuable product to
customers freaquently and efficient
Of course, in complex environment it's
crucial to learn and adopt as soon as
we can. Agile way of working it’s
always about adapting quickly to
changes, innovating better, managing
risk effectively, engaging emploees,
and delivering improved customer
sutisfaction.
For achieving it, there is a lot to do, let
me explain
Classification: GENERAL

3. In our continuous quest for improved agility, we are guided by the tried and true Manifesto for Agile Software Development.

In our continuous quest for improved agility, we are guided by the tried and true Manifesto
for Agile Software Development. Thus, we value:
Individuals and interactions over processes
and tools
Working software over comprehensive
documentation
Customer collaboration over contract
negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
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Classification: GENERAL

4.

Classification: GENERAL

5. Importance of continuous improvement

So, real agility isn't a one-time implementation, it's a culmination of
an ongoing, never-ending series of micro-improvements. To say
that you're truly Agile, you need to commit to continuous
improvement.
Our
chapters will
be dedicated
1. next
Organizational
structure
and to:
Roles
2. Events
3. Education
4. Measurements
5. Standart and Practices
6. Guidance
7. Agile Leadership
Classification: GENERAL

6. Bank Strategic direction

Classification: GENERAL

7. RICEs princeples for portfolio priorities and budget utilisation R=Reach I= Impact C=Confidence E= Efforts, and the last but

RICEs princeples for portfolio priorities and budget utilisation
R=Reach
I= Impact
C=Confidence
E= Efforts, and the last but not least S=Strategic
Classification: GENERAL

8.

OKR is a management and goal-setting system that enables organizations to break down ambitious
Execution and
transparency
goals into bite-sized, measurable and manageable tasks. Break down
OKR
Objective
Key Result
Concise statement outlining a broad
qualitative goal designed to propel the
organization forward in desired direction
Key results are success drivers of the
objective that can be influenced
Bank Strategy
Example:
Example:
increase digital CX and daily engagement
to stimulate loyalty
PI MAU - from 1 214 626 (RO+MyRaif) to 1
600 000 till YE 2024 and from 275k to
1.000k only in MyRaif.
Q2 target PI MAU 500k in MyRaif and 1,4
mln (RO+MyRaif)
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9.

Investment
1) Allocation budget
2) Tracking and post tracking investment and
hypothesis (...)
3) Changing priorities for investment (stop
investment, taking decision for new investment)
4) Burn chart cost utilization
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10.

Badget utilization
Trecking OKR
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11. OKR is a management and goal-setting system that enables organizations to break down ambitious goals into bite-sized,

CHAPTER 1. Agile Structure
and Roles
Classification: GENERAL

12. CHAPTER 1. Agile Structure and Roles

Organizational Structure
IT Structure
This is the organizational structure of the whole bank.
To enable quicker and more focused delivery of value from
software development in the bank, parts of this structure were
grouped into Domains.
Each Domain represents a specific sphere of business.
Each domain unites several cross-functional agile software
development teams. People in one team may come from multile
different departments from the original organizational structure.
Classification: GENERAL

13. Organizational Structure

Agile Structure and Roles
A team is a group of people united by one goal, who work together daily to achieve it. The team is the smallest structural unit in the Bank and can consist of
15
3 to 10 people. Document
Classification: GENERAL

14. Organizational Structure             IT Structure

Definitions
Client Facing Product - is something
to be sold, something customers pay
for.
Criteria:
- has real users (human)
- has features that solve the users’
pains and addresses their needs
- has a business model, revenues
stream, own PnL or ROI
- Is developed and maintained be a
system of components, processes
and people
Typical KPIs:
P&L, #clients, NPS, Time to Market,
level of digitalization, Team
engagement
Platform – a shared technology
component for other Products.
Set up in a way that other teams
can directly work on the
platform (i.e. does not create
waiting time or bottlenecks for
other teams)
Typical KPIs:
Dedicated Cost&Value, # of
users, ”internal NPS”, Value
dimension case by
case, e.g CI/CD coverage in
Agile
Service – process/service used by different
products, delivered by dedicated “central
Team”
Typical KPIs:
Dedicated Cost&Value, # of users, ”internal
NPS”, Value dimension case by
case, e.g financial impact of AA, Team
Engagement
Bank steering/Projects – bank steering or regulatory BoM or Regulator facing
Typical KPIs:
Dedicated Cost&ValueTime to report, Time to client related steering decision,
Team Engagement
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Classification: GENERAL

15. Agile Structure and Roles

IT Domain Owner
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Classification: GENERAL

16. Definitions

Tribe Lead
The Tribe Owner is accountable for maximizing the value of the Value Stream from the Tribe, including RoI, PnL, MAU, DAU etc.
To achieve this, the Tribe Owner must:
Develop Tribe's vision, strategy, and long-term roadmap aligned with the bank's business objectives.
Ensure that Discovery is done by PO, including market research and gather customer feedback to identify customer needs and pain points.
Make business decisions and set priorities based on market research results, and deep knowledge of domain area, market state and challenges.
Pitch Tribe's proposals and plans to the Invest Committee to secure budget for the Tribe.
Ensure that input and feedback from all stakeholders (such as management, board, marketing, sales, and customer support) is taken into consideration by all teams in
the Tribe
Define OKRs, product metrics and KPIs for the Tribe based on the Bank Strategic direction to measure Tribe success. Make data-driven decisions.
Ensure that Product Owners define OKRs, product metrics and KPIs on the products level, based on Tribe strategic direction, in order to measure product success
and make data-driven decisions.
Make sure that Product backlogs are transparent and aligned according to Tribe's priorities. Use prioritization techniques (e.x. RICEs).
Embrace frequent delivery. Ensure that Tribe's Release Plan is transparent, visible and understood by the Bank and relevant stakeholders.
Create Quarterly Plan on the Tribe level by collecting data, holding sessions and aligning with Tribe's teams and stakeholders.
Provide feedback and guidance to the Tribe's Product Owners.
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Classification: GENERAL

17. IT Domain Owner

Agile Coach
Agile Coaches purpose is to focus the Bank on bringing value for internal and external clients by increasing transparency and agility.
Increasing transparency of organization
1.Creating, implementing, and communicating a common set of Organizational standards, frameworks and policies for all leaders​ and teams (e.g. common
flow for Features and Epics, events, single Taxonomy & Vocabulary​ etc)
2.Highlighting system problems and improvements, and making proposals for solving them
3.Help to align OKRs of all organizational levels to the Bank's Strategic Goals
4.Facilitation of important discussions and decisions, when needed (e.g. quarterly planning, cross-domain activities, retros, prioritization sessions)
Increasing agility
1.Assessment of organizational agility (Adaptive Expert Assessment) every six month and it's reporting to Board, RBI, RBUA
2.Creating methodologies for organizational agility evaluation, conducting assessments, and ensuring continuous improvements (e.g. Team Development,
PO assessments)
3.Partnership between DO & AC regarding agility development, improvements implementation & progress review on Domain level​
4.Creating hiring standards for AC, SM & PO​, and participating in hiring process
5.Creating and providing trainings, mentoring & coaching on agility and related topics for teams and leaders
6.Create ideas and proposals for improving organizational structure based on Strategic focuses and current organizational challenges. Together with Board
and DOs define and setup organizational changes
7.Define e2e team setup based on Bank's strategic directions jointly with DO, recommendations on Team kick-off launching processes, team's functional
rules etc.
8.Focusing the organization on frequent delivery of value to client
9.Focus the organization on frequent hypothesis validation
The Agile Coaches should have such competencies as:
•knowledge of and experience in Agile frameworks and methods
•coaching
•facilitation
•training
•system thinking
•conflict resolution, mediation
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Classification: GENERAL

18. Tribe Lead

Product Owner (PO)
The Product Owner is accountable for maximizing the value of the product (e.x. RoI, PnL, MAU, DAU etc.)
Note: If the boundary between several products is unclear/overlapping, then all involved Product Owners should pro-actively discuss and reach an agreement about it.
To achieve maximum value, the Product Owner must:
Focus on Client and Product:
1.Conduct Discovery, including market research, and gather customer feedback to identify customer needs and pain points
2.Develop product vision, strategy, and long-term roadmap aligned with the bank's business objectives
3.Define and track product metrics and/or key performance indicators (KPIs) to measure product success and make data-driven decisions
Manage Stakeholders:
1.Collaborate with stakeholders, such as management, board level, marketing, sales, and customer support, to develop go-to-market strategies and ensure product success. Be ready to constructively decline the requests to change the
priorities, if that does not support overall business objectives
2.Act as the main point of contact between the development team and stakeholders to ensure clear communication and alignment
3.Ensure relevant bank documents are updated, such as public agreement, rules, regulations, procedures, instructions, etc.
4.Fulfil audit actions and recommendations within the boundaries of Product Owner responsibilities and competenes
Work with Team:
1.Ensure the development team's priorities align with the overall product strategy
2.Provide feedback and guidance to the development team during Sprint Planning, Daily Scrum, Sprint Reviews/Demos, Retrospectives, and/or other events required by the adaptive framework used by the team
Manage the Backlog:
1.Create and maintain a well-organized product backlog with clearly defined user stories and acceptance criteria. Do release Planning. Ensure the Product Backlog and Release Plan are transparent, visible and understood by the team
and relevant stakeholders
2.Prioritize backlog items based on business value, customer needs, and technical constraints (e.x. RICEs)
3.Continuously assess and refine the backlog, incorporating feedback from stakeholders and customers, as well as lessons learned from previous iterations - based on observations and feedback
4.Together with BA keep Product documentation up to date, such as feature requirements in Confluence and Jira
Product Owners may be assessed according to Product Owner Maturity Model https://jira.raiffeisen.ua/wiki/display/Agile/Product+Owner+Maturity+Model
The Product Owner Maturity Model includes such competencies as:
•Vision
•Goals
•Decision Making
•Roadmapping
•UI/UX
•Backlog
•Users
•RoI, PnL
•Stakeholder Management
•Product Metrics
•Hypothesеs Validation
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Classification: GENERAL

19. Agile Coach 

Product Owner Maturity Assessment
Frequency: 1 per year
The competencies are arranged to the following areas:
Product Vision and Communication - the product definition, communication, and roadmapping.
Customers, Market - the market, and users needs identification and transformation to the working items.
Business Efficiency - effective management of product life-cycle and finance.
Data Driven - the factual, quantitative approach to product management.
Hypothesis & Experiments (Empiricism) - working with the unknown to find the opportunities and design the product.
Team - work with the team - development, motivation etc.
Process and Delivery - delivery practices required to maintain product quality and delivery predictability.
The Product Owner Maturity Model (POMM) consists of 5 levels:
Proxy
Product Vision Executor
Product Visioner
Product Entrepreneur
Product Guru
More details can find here
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Classification: GENERAL

20. Product Owner (PO)

Development Team
The team is accountable for delivering value by creating a usable increment frequently.
Note: The team includes all roles who do the actual work, such as Back-end and Front-end developers, Business Analysts, QA engineers, UX designers and subject matter experts (risks, compliance, security, call-center etc.)
Focus on Value:
•Analyze, design, develop, test, deploy the highest priority backlog items to create the Product/Platform/Service increments
•Achieve the iteration goal in terms of time and quality
•Demonstrate the iteration result/increment on the Bank Demo Day and receive feedback
Focus on delivery:
•Communicate with other teams regarding dependencies
•Request accesses according to area of responsibility and role
•Resolve/escalate the impediments to avoid them becoming issues
•Mitigate/eliminate risks to get the increment done
Managing work:
•Do their part of Backlog management (for example, QA creates Bugs, Developers create Technical Tasks or Sub-tasks)
•Estimate Backlog items within the Team
•Manage their own work and process (for example, framework, communication within the team, workflow etc.)
•Make their own work progress transparent (using such tools as Jira, Miro and events like Daily meeting etc)
•Be adaptive and open to changes even at late stages of delivery
•Plan their own work for iteration based on team metrics, members availability (for example, capacity, velocity, throughput etc.)
•Coordinate vacations within the Team
Maintain Standards And Quality:
•Peer Review the code of other team members
•Make sure that Technical Debt and Technical Improvements items are added to Backlog, transparent, clear and ready to be prioritized by Product Owner
•Be an active part of the relevant Guild, participate in creation and following of standards, and share news and practices from the Guild to the Team
•Contributes to architecture and design decisions together with the whole Team
•Follow chosen agile framework or method for the Team (for example, Scrum or Kanban)
Growth and improvement:
•Contribute to continuous improvements (for example, shorter Time To Market, cycle time, lead time, lower number of incidents, higher code quality etc.)
•Go through Team Development Assessment, create action items together with the Team based on assessment results, execute of these action items
•Grow personally and professionally using internal and external courses/resources
Knowledge and skills:
•based on area of responsibilities
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Classification: GENERAL

21. Product Owner Maturity Assessment

Scrum Master / Delivery Manager (SM/DM)
SM/DM purpose is to increase Team maturity level and help Team to build delivery process as optimal, stable and predictable
Focus on Value
1.Help to align Team's OKRs and MBO with the Tribe's/Domain's OKRs (in cooperation with Delivery Director and Agile Coach)
2.Hight level estimation for Investment Committee (in cooperation with the Product Owner and the Team)
3.Focus the team on Sprint Goal, Product Goal, and Bank Strategic Directions to maximize value creation (in cooperation with the Product Owner)
4.Help the Team to prepare for Demo
5.Manage planning according to Team's capacity, which should be transparent and understood to all Team members and stakeholders. This includes refusing lower priority task if it doesn't fit into capacity
6.Focus on forecast dates with specific development scope
Maintain Standards And Quality
1.Build a new Team on demand, based on Guide on Launching New Product/Platform Teams or Guide on Launching New Teams, make proposals regarding composition and staffig
2.Ensure the Team follows organizational standards, frameworks and policies created and implemented within the organization (for example, by Agile Coaches, Enterprise Architects, QA Guild, etc.)
3.Setup and follow chosen agile framework or method for the Team (e.g. Scrum, Kanban)
4.Perform release management and follow Change Management Process
5.Perform incidents management and follow New incident management process
6.Take part in Product Decommission and Product Team Withdrawal process in case of product termination and team dissolution
Team Health, Cooperation, And Continous Improvement
1.Setup metrics according to the type of work and agile framework/method, and educate the Team to use them (velocity, capacity, TTM, Lead Time, Cycle Time etc.). Get assistance from Agile Coaches, if needed
2.Facilitate Team events, and important discussions and decisions
3.Mediate conflicts within the Team and cross-team
4.Help build Trust and healthy environment within the Team
5.Establish and maintain a delivery process within the team (for example, ground rules within the team, clear expectations of team roles, etc)
6.1-on-1 meetings with Team members on a regular basis, if Delivery Director doesn't cover this function
7.Ensure continious improvements process takes place and followed in the Team
8.Ensure that the team goes though Team Development Assessment, create action items together with the Team based on assessmnet results, and support execution of these action items, to ensure Team's Maturity growth
Enable Team and Remove impediments
1.Focus on resource management, including hiring, onboarding, rotating between teams, and retention.
2.Removing impediments and leading Team by example to do so. Stepping in and taking action in case of any issues with 3rd parties (other teams and departments) that endanger the Team's progress
3.Identify system problems, which appear during development process, team collaboration etc. and make proposals for solving them
4.Help team members to get access according to their area of responsibility and role, including technical accounts
5.Coordinate and pre-approve team members vacations schedule
6.Inform Delivery Director, IT Domain Owner, and Business Domain Owner about risks, which appear during development process (both within the team and outside the team). (For example, losing a key team member, blockers or dependencies)
Note: If a team does not have a dedicated Scrum Master/Delivery Manager, then the IT Domain Owner and the Delivery Director need to ensure that all of the responsibilities listed above are fulfilled. It's best if the Team and the Delivery Director
discuss and reach a decision how these responsibilities will be shared among different roles in the team and domain. The Agile Coach should be involved in this discussion.
The SM/DM should have such competencies as:
•Knowledge of and experience in Agile frameworks and methods
•Knowledge of PDLC, SDLC, SSDLC and change management process
•Facilitation
•Conflict resolution, mediation
•System thinking
•Decision making driven by facts and data
•Technical background is preferred
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Classification: GENERAL

22. Development Team

CHAPTER 2. Agile Events
Classification: GENERAL

23. Scrum Master / Delivery Manager (SM/DM)

Revieing progress and results on Tribe level. Comparing what was
planned with what was done.
Quarterly Retro
Retrospective regarding process during the quarter. What worked,
what didn’t? What helped achieve results, what caused delays?
Product day
A bank-wide event to immerse everyone in a common context, show
products, our market status and plans.
Increase transparency and involve everyone to the global mission
Invest
Committee
Balancing investment portfolio. Linking investments portfolio to bank
strategic direction. This is a required step to confirm the plan for the
quarter.
Quarterly Planning
Quarterly Review
Quarterly Retro
Planning within the Tribe for the upcoming quarter.
Quarterly Review
Quarterly planning
Quarterly Planning
Organization Level Events
р
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Classification: GENERAL

24. Teams Classification

Team Level Events
Sprint planning
Determine what we plan to do and how we are
going to do it. Create Sprint Backlog connected to
the Sprint Goal​
Daily
Align activities and impediments. Make a plan for
the next 24 hours
Sprint Review
Inspect the delivered Increment. Get feedback from
Stakeholders.
Retrospective
To inspect and improve work process
Refinement
Make sure the highest priority items in backlog
are "Ready" to be taken into Sprint planning
DEMO day
A bank-wide event to present of completed features to end
users, representing the collaborative efforts of our teams.
Segments: FOP, Legal Entities(LE), Private Individuals
(PI), Internal client, Internal IT client
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Classification: GENERAL

25. CHAPTER 2. Agile Events

CHAPTER 3. Product
Development Lifecycle
Classification: GENERAL

26. Organization Level Events

Product Development Lifecycle
Key attributes:
Complete – starts with an Idea, ends with the Product Decommission.
Marries the Business and the IT – Product Discovery and Product Development are tightly bound, and the Discovery process is perpetual.
Comprehensive yet minimalistic – it includes everything as a guide, but you employ only the essential and necessary things that you really need.
Fail-safe – embeds gateways and requirements from the key functions (IT Security, Compliance, Risks, etc.) early on, so a team will not be surprised by nonconformance just before the release.
Regulatory changes built-in – PDLC embeds Regulatory changes into the process, so these changes will disrupt the working process as little as possible.
Automated – the Jira workflow is designed to reflect the PDLC and automate the process, avoiding human error in execution.
Product Initiation
Quarters
Decision to terminate the product
Product Design
Product
Decommission
Sprints
Support and
Maintenance
Period Planning
Release to
Production
Agile
Development
Change request
process (for
urgent requests)
Regulatory
Changes/MLC
Process
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27. Team Level Events

PDLC steps
Product Initiation
• We start with the hypothesis, shape it into the Product outline, and decide
whether we should proceed with the implementation or stop now.
Product Team Forming (an optional step)
• The sooner we allocate the team for Product implementation, the higher–
quality product we’ll get. The Team is the co-creator of the Product.
Product Design
• We create and test prototypes, define the architecture, requirements, test
approach. We end up with actionable items for implementation.
Period Planning
• We roadmap our releases for a given period (currently – a quarter),
prioritizing Product features and understanding their costs and effects.
Agile Development
• Here, we work on planned features implementation, employing Agile &
engineering best practices, following the quality, security, compliance, API
governance, Data governance requirements, etc.
Regulatory/Change request process
• This section describes how we deal with regulatory changes and change
requests.
Release to Production
• Now, we are ready for release. This section describes how to properly
release a public version, strictly following all the processes to maintain
high quality and security standards.
Support and Maintenance
• This is a perpetual process. It starts after the first release and ends
with Product Decommission. While the team returns to the Agile
Development phase, it still monitors the Product live and addresses
incidents and bugs. The Product Owner and CX team analyze product
usage and discover further improvements and functionality for the
Product.
Product Decommission
• This is the final point of the Product's life. Here, we perform the
actions to properly shut the Product down and process all related data
and information. We do the post-mortem analysis and case studies to
use the knowledge we obtained during the Product’s life in the future.
Product Team Withdrawal
• We decide what to do with the Product team and perform the
required actions to implement the decision.
Final notes:
The Investment Committee step currently does not directly impact the Product, as its primary focus is on Extra Costs, New investments, and the Impact on top priorities.
Starting with the Product Initiation step, the Product Owner works in a continuous Product Discovery Process to improve the Product and achieve its goals. The Discovery
Process ends with the decision to terminate the Product.
The PDLC embeds the gates from all the key functions to streamline the release process. This avoids situations when the value delivery to the customer is blocked because
the Product doesn’t meet Security, Compliance, API, and Data governance requirements, etc. The work with the respective functions is weaved into the PDLC from the early
steps.
Classification: GENERAL

28. CHAPTER 3. Product Development Lifecycle

CHAPTER 4. Education
Classification: GENERAL

29. Product Development Lifecycle

Agile Academy is a set of program, trainings and workshops for Agile
PO Academy
Facilitation
tools, life hacks
and practices for
effective meetings
- Upskilling Bank's Product Owner to
increase focus on end-users and value for
them
- Increase competency on Team/PO level to
have more ownership on middle-level
management
- Maintain and growth product development
expertise in the bank
Lean
school of lean
process
management,
where you will
learn to notice
losses and
optimize the
flow
Raif-Zen Community
is a meeting place for
people with similar
interests, where you
can discuss your
current challenges,
share knowledge
with each other
and learn about current
market trends.
Agile Fundamentals Basic
Thematic workshops
- Workshop on problem decomposition
- Workshop on assessment in relative and
absolute assessments (including in Story
Points)
- Workshops from team Scrum meetings
- Building a Kanban system, etc.
Agile Fundamentals:
where in 2 days you will gain
knowledge about Agile, Scrum
and related practices. This
training is offered in two
setups:
for beginners and those
who want to systematize
their knowledge and
experience.
Agile Fundamentals Pro
For the more advanced.
Recommended after completing
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Agile Fundamentals Basic.
Classification: GENERAL

30. PDLC steps

Communities and guilds
Community - is a group of people who have common interest in a
specific technical, business topic, or a topic not related to work (like
book's club, sport community etc.).
Guild - is a cooperation around the professional function for
creation and following standards.
Goal:
Fostering professional development and knowledge sharing across
the organization to enhance skills, minimize redundancy, and cultivate
a culture of collaborative learning.
Goal:​
Establishing unified guidelines and standards, collaboratively
addressing functional challenges, sharing expertise within a
specific function across teams, and executing targeted strategies.
Which community and Guilds do we have?
Agile
community
Data
Community
FinOps
Community
Bank Product
owner
community
Architecture
Community
QA (Test)
Community of
Practice
Android Guild
Reading Club
IOS Guild
Sport
community
UX Guild
Classification: GENERAL

31. CHAPTER 4. Education

CHAPTER 5. Measurement
Classification: GENERAL

32. Agile Academy is a set of program, trainings and workshops for Agile maturity growth

Business metrics:
Average Bank Time To Market - is a measure of average time in the bank taken to
develop and deploy a feature or product from conception to the customer
Key Result/Initiation (to achieve Objective (OKR)) - it is metrics for improvement on
domain and tribe levels. You need to have Key Results which you need to check one time
per week or biweekly. How is you initiations influence on the Key Result and Objectives?
Do you have a progress or not and how is your goal setting
KPI metrics - is support operationg metrics for the domain and tribe level. Which metrics
need to measure should decide every domain/tribe seperatly
Gross income - income after production costs have been subtracted from revenueю. This
metrics should calculte on the organization level for the whole product (for instance
MyRaif gross income, UFO gross income, RBO, aresas of the business and etc)
Return of Investment - measures a the return generated from an investment relative to
its cost (it shpould measure connection to every Platform or Product or aresas of the
business
Revenue - represents the total earnings of a business from selling its products or services
within a specified timeframe, typically a month or a year, excluding returns or refunds
Nett Promoted Score - used to determine of how likely customers are to recommend
product to others and their loyalty to the organization with the average degree of
satisfaction
Customer Satisfaction Score - used to measure customer satisfaction levels
Customer Effort Score - used to measure customer satisfaction levels by focusing on the
efforts customers make to interact with your business’ services and products
Average Tribe/Value Time To Market - is a measure of average time in the tribe or
domain taken to develop and deploy a feature or product from conception to the
customer
Product Metrics
Monthly Active users (MAU)- is the number of unique users who used the product
during a calendar month
Daily Active Users (DAU)- is the number of unique users who used the product during a
calendar day
Feature usage - is the number of unique users who used certain feature during a
calendar day/month or the percentage of users who use different product feature
Feature/Product Time To Market - is a measure of time taken to develop and deploy a
feature or product from conception to the customer
Conversion Rate - rate measures the percentage of users who make it from one step to
the next by using the product or The percentage of leads or website visitors that carry
out a desired action, such as making a purchase, completing a form, or subscribing to a
service or is the percentage of leads who move down the sales funnel and become
paying customers
Feature adoption rate - measures a time users taken to start using a feature or Indicates
the rate (velocity) at which user start using a feature (or how fast the usage grows)
Severe defects quantity - number of incidents appears during feature deployed to the
production. Every incodent should be in the Jira in ticket view. We have incident board
general for whole bank, where we can see quantity of the incidentes in the Bank
general Statistic board. And in this statistic you can see quantity of the incidents for
every product seperate
Note: Choosing which Product and Business metrics to use or not is up to Tribe Lead and/or Domain Owner
Classification: GENERAL

33.

Team Metrics
Mandatory:
Sprint Goal Rate -Scrum metric indicates how frequently the objectives of the business are met in a given timeframe
Velocity - estimated amount of work team completed within a given time frame
Time to Market (Lead Time) - used to measure the time it takes to complete a process from the moment a customer request is made until the request is fulfilled
Cycle time - used to measure the time it takes to complete a process from team's commitment point is made until the request is fulfilled
Capacity - total amount of work that a team can realistically accomplish within a given period of time
Delivery ratio - % difference between planned versus delivered scope by team within a given time frame
Recommended:
Throughput - the number of work items that entered the “Done” step per given time frame
Burndown chart - Scrum metric indicates the amount of work that has been completed in a sprint, and the total work remaining
Cumulative flow chart - a visual metric used to analyze the stability of the workflow
Backlog Health - indicates the quality of updated and prioritized Product Backlog
Identified to Scheduled - indicates the time it takes to start implementing the tasks/features
Release frequency - number of releases deployed to production within a given time frame (according to planning cadence)
Team Happiness - level of satisfied team members with their work to avoid warning signals about team conflicts or process issues
Total Blocking time - measures the total amount of time when issue/task was blocked until it is done
Builds per iteration (CI/CD) - measures number of successful builds within a given time frame
Classification: GENERAL

34. CHAPTER 5. Measurement

Maturity Assessments
Product/Platform team
Service team
Adaptive Expert Assessment
Frequency: every 6 month
Frequency: every 6 month​
Frequency: every 6 month
Assessor: Team
Area: Team
The Development Model for Product Teams structurally consists
of three blocks:
Assessor: Team
Area: Team
1. Product and users
The team tracks and influences the Costs and the value
proposition is clear and understood by the team. The
team forms and implements a product development
plan.
2. Working process
The team's work process is clear to all team members
and described. The team has regular refined cycles of
introspection and improvement. The team includes a
Product Owner, Scrum Master, and other engineering
and non-engineering specialists to resolve any required
tasks. The team creates value in each iteration. Backlog
quality
3. Cycle Time/Deployment Frequency
4. Automation instruments
We have CI/CD process in the team and we own it. The
team covers code by unit test
5. QA Process & Test Automation Development
More details can find here
Assessors: Agile Coaches
Area: Domains
The Development Model for Service Teams structurally
consists of three blocks:
The Development Model for Organization structurally consists of six blocks:
1. Practices. They include the regular activities, tools,
measurement methods/metrics, habits, and structured
interactions observed within the team. In other words,
practices are how we work.
1.Organizational Enablement
i.e. level of empowerment, impediments treatment, budgeting &
controlling, governance, leadership, agile training
2. Focus and Values. Which are part of the formed culture
in the team and determine what people actually value the
most, and which cultural aspects motivate the team, which
further affects the behavior and actions of each team
member. In other words, focus and values are exactly how
we live within our team.
3. The results. They demonstrate exactly what the results of
our work and processes look like for customers,
stakeholders and end users. Including that the results of our
activities correspond to the purpose of creating a team and
its value proposition that it provides. In other words, results
are what our team has achieved and what opportunities it
has to realize its potential.
More details can find here
2.Coverage Agile Settings
% of “Change the bank budget” (as reported to RBI)
3.Coverage Business Processes
% of RtB processes (non IT) organized with agile teams (rough
estimation)
Team level
4.Product & Value
i.e. business goals, KPIs, end2end value delivery, fluency model used,
time to market
5.Engineering & Architecture
i.e. architecture, cross functional/t-shaped team, DevOps, Test
Automation
6.People Skills & Methodology
i.e. Polaroid (or other) survey, skills & capabilities for PO/SM/Team
members and its development, training & methodology
More details can find here
Classification: GENERAL

35.

CHAPTER 6. Best Practices
Classification: GENERAL

36.

Scrum
Scrum Values:
- Commitment
- Focus
- Openness
- Respect
- Courage
Scrum pillars:
Scrum Artifacts:
Scrum Roles:
Scrum Events:
• Product Backlog (Commitment:
Product Goal)
• Sprint Backlog (Commitment:
Sprint Goal)
• Increment (Commitment:
Definition of Done)
- Scrum Team
- Developers
- Product Owner
- Scrum Master
-The Sprint
-Sprint Planning
-Daily Scrum
-Sprint Review
-Sprint Retrospective
- Transparency
- Inspection
- Adaptation
Scrum is a lightweight framework that helps people, teams, and
organizations generate value through adaptive solutions for complex
problems.
Scrum is usually used in product teams or platform teams with constant
testing of hypotheses.
Link for more details 39
Classification: GENERAL

37. Maturity Assessments

Kanban
Kanban Principles:
Change Management Principles:
- Start with what you do now
- Agree to pursue improvement through evolutionary
change
Kanban General Practices:
- Visualize
- Limit Work in Progress (WIP)
- Manage Flow
- Encourage act
- Make Policies Explicit
- Service Delivery Principles:
- Implement Feedback Loops
- Understand and focus on customer needs and
expectations
- Improve Collaboratively, Evolve Experimentally
- Manage the work; let people self-organize around it
- Regularly review the network of services and its policies
in order to improve outcomes
Kanban is method means applying a holistic way of thinking about
your services with a focus on improving them from your
customers’ perspective.
Kanban usually use in service team but not only
The Systems Thinking Approach To Introducing Kanban (STATIK) is a
repeatable and humane way to get started with Kanban.
The STATIK approach should be applied to each service. Throughout
the process, systems thinking should be applied. The (future) system is
always considered as a whole, with the goal of improving the flow of
value to customers.
Kanban's roles:
- Service Request manager
- Service Delivery manager
40
Classification: GENERAL

38. CHAPTER 6. Best Practices

Engineering practices help to get early feedback.
Code Review
Prototyping
Quality Assurance
Review of source code to identify
and fix mistakes, improve code
quality, and ensure adherence to
coding standards and best
practices.
Creating a preliminary version of
a software system to evaluate
its design, gather feedback, and
validate requirements before
proceeding to full-scale
development
Systematic process of ensuring
that products and services meet
specified requirements and
standards
CI/CD Process
System Design
And Much more
Practice that involves regularly
integrating code changes into a
shared repository, automating
testing, and deploying code to
production environments,
enabling rapid and reliable
software delivery.
Process of defining the
architecture, components,
modules, interfaces, and data
for a system to satisfy specified
requirements
Classification: GENERAL

39.

Decomposition
Right decomposition is a main point to reduce time to market and check the
hypothesis
We strongly recomend to slice feature horisontal (have end@End feature by the
end of the Sprint which we can show Customer and which customer can use in
the Application) , not vertial (BackEnd, FrontEnd, Testing.....)
When you are doing decomposition you need to use method I.N.V.E.S.T
• Independent - means that the work done in the previous stories is
independent of the work done in other tasks
• Negotiable - discussed - you can't expect everything from Business analytics,
it's a subjective for each team
• Valuable - the story should bring business value. At the organizational level,
we agreed that V is the necessary minimum with INVEST
• Estimable – task can be rated in Story Points , man-hours, or ideal days
• Small - the estimate does not exceed the duration of the Sprint
• Testable - acceptance criteria are described and test cases can be written
from them. Task is broken well if you can test it
Classification: GENERAL

40.

CHAPTER 7. Guidance
Classification: GENERAL

41. Engineering practices help to get early feedback.

Rules of Backlog Management
We shoud manage product Backlog in Jira. Every team has own Project in Jira.
We working in the next structure:
New Feature
- an element of the backlog that exists by itself and brings value to the customer, and characterized by
a single functionality that is implemented for customers. The feature should be End to End and focus
on the role of the client, they business goals and functions.
EPIC
- backlog element that describes large bodies of work that can be broken down into a number
of smaller tasks (called stories).
- a backlog item that is difficult to implement entirely due to the size and level of
incompleteness typically characterized by an end-user product feature will be implemented by one or
more teams in more than one sprint.
Task or User-story
- a backlog element that describes large bodies of work that can be broken down into a number of smaller tasks (called
stories).
Add dependency on the other team for Change the Bank you can on the project BSD
More details you can read here
44
Classification: GENERAL

42. Decomposition 

Team API
If you want to find all information about team you can use Team API.
Team API is universal team description to build well-defined team interactions as ways to produce a coherent, dynamic network of cleanly
communicating teams.
The purpose is to identify team dependencies for each team to clarify and provide visibility to the whole organization.
There is a list of existing Team API pages. The list of all teams on SharePoint here.
In the Team API you can find next information:
-
Team Focus: Why should we do this activity?
-
Team type
-
Software owned and evolved by this team
-
Contact person and communication channels
-
Product/ Platform Vision and/or Roadmap
-
Team KPIs / Product Metrics
-
Release Plan & Backlog Structure
-
IT Architecture Schema/Solution
-
Team Events
-
Teams we currently interact with
-
Technical stack
-
Team structure
Classification: GENERAL

43. CHAPTER 7. Guidance

How to launch e2e Product and Platform
teams
Business Prerequisites for Cross-functional Team Setup.
Before launching new teams, business focus for the team should be defined:
Use cases for team are defined for the visible future.
Use cases have clear value and RICE score.
E2e flow for use case is defined (for example, c2c money transfer should
include money transfer itself, push notifications, transaction history changes to
cover this functionality for user e2e).
Decision how to work with each component of e2e flow is made and
transparent for each involved team.
All management roles are defined.
Technical Prerequisites for Cross-functional Team Setup:
Based on Business needs, technical analysis should be done before launching
new teams:
Architectural schemes for upcoming business functionality should be provided.
The ownership boundaries of the team should be defined based on the past
experience and architectural findings (for example, which services lies under
the team's responsibility).
Development roles are defined (BE, FE, QA, SA FTE).
Communication takeaways.
The communication with teams and people to transfer should be handled in
a way, that gives people time and opportunity to process all the changes
they are about to face.
Communication strategy should include few steps:
1. General and transparent communication on a domain level about
changes to come. The communication should be provided from B-1 or
B-2 level.
1. For example, if Speedboat is created by merging people from several
domains, communication should be conducted by the IT owners of each
domain separately during Domain Townhalls.
2. Self-Design Session.
1. The list of people who can potentially work in the newly created team
2. Limitations which influence future team setup should be provided before
session (for example, feature boundaries, roles and amount of people in
each role, people who will definitely stay in the team if we have those,
services team will definitely work on etc.)
3. Team Setup Finalization during the session
3.1-1 Communication with each team member from the current line
manager about how changes will affect their lives.
4.Kick-off meeting for newly created team.
5.Sprint 0 start.
Classification: GENERAL

44. Rules of Backlog Management

How to launch service team
Business Prerequisites for Cross-functional Team Setup.
• Before launching new teams, business focus for the team
should be defined:
• Use cases for team are defined for the visible future.
• Use cases have clear value and RICE score.
• All management roles are defined.
Technical Prerequisites for Cross-functional Team Setup:
• Based on Business needs, technical analysis should be done
before launching new teams:
• Architectural schemes for upcoming business functionality
should be provided.
• The ownership boundaries of the team should be defined
based on the past experience and architectural findings (for
example, which services lies under the team's responsibility).
• Development roles are defined (BE, FE, QA, SA FTE).
Details you can find here
Communication takeaways.
The communication with teams and people to transfer should be
handled in a way, that gives people time and opportunity to process
all the changes they are about to face.
Communication strategy should include few steps:
1. General and transparent communication on a domain level about
changes to come. The communication should be provided from B-1
or B-2 level.
2. Detect the role inside the team
3. Align with stakeholders with whom team will work – what need to
expect, which type of the task w should expect
4. Described process which we expect to support in the team
5. Start with what you do now – session: describe current process in
the team. And use S.T.A.T.I.K. look with more attention to the
process in the team
6. Agree to persue improvement throught evoluation changes –
detect metrics
7. Encourage acts of leadership at every level - to do workshops
regarding changes and highlight that every can change the team
process, every can be a leader
8. Understand and focus on customer needs and expectation
9. Manage the work, let people self-organize around it
10.Evolve policies to improve Customer and business outcomes –
create rules
11.Create a cadence and events which should be in the team
12.1-1 Communication with each team member from the current line
manager about how changes will affect their lives.
Classification: GENERAL

45. Team API

Jira and Confluence
Jira is the instrument where a team can create and manage Backlog not only they own team.
They can create a dependency on the other team or see where their feature is on the general Bank Backlog.
The main Bank Backlog you can find here
The Road Map for the all Bank here here
In the bank we have two separate backlogs:
Change the bank - IT resource is consumed for both growing the business with the same product or/and introducing new product that
is bringing new value
Run the bank - IT resource is consumed and focused on the continuing operation of the business. This is more likely to
include nondiscretionary expenses (costs)
Confluence is a spaces which can help your team structure, organize, and share work, so every team member has visibility
into institutional knowledge and access to the information they need to do their best work.
Your content lives in pages – living documents you create on your Confluence site. You can create pages for almost anything,
from project plans to meeting notes, troubleshooting guides, policies, and more.
Pages are stored in spaces – workspaces where you can collaborate on work and keep all your content organized
Jira and Confluence are our main instrument where we are working.
One Instrument for hall bank can give us transperency and standartization.
Every team member knows where he/she can find information about team and Backlog
48
Classification: GENERAL

46. How to launch e2e Product and Platform teams

How to start Agile transformation in your Team/Tribe/Department
1. Define the problem.
2. Conduct research of the Team/Tribe/Department, identify their specific strengths and
weaknesses.
3. Brainstorm hypotheses of how this problem can be solved with the help of agile.
4. Prioritize and choose one or several hypotheses to implement first.
5. Identify the Leaders who will drive the transformation, and define their roles.
6. Create transformation goals and success criteria. Present them to all stakeholders and get
feedback.
7. Conduct basic training on the agile methodology.
8. Implement new adaptive practices gradually.
9. Review changes and effects in teams and with stakeholders regularly, and decide if further
corrections are needed.
Classification: GENERAL

47. How to launch service team 

CHAPTER 8. Agile
Leadership
Classification: GENERAL

48.

What is Agile leadership?
Agile is about both behavior and mindset: Agile practices and roles is essential, it's equally important to cultivate an Agile mindset. This
includes understanding and embodying the values and principles of Agile in how teams approach their work and interact with each other.
Transformation is about more than just doing: Simply going through the motions of Agile ceremonies and practices isn't enough.
True transformation requires a shift in mindset, which takes time and effort.
Leadership is crucial: Leadership plays a critical role in supporting Agile transformation. Leaders must model the desired
behaviors, create an environment conducive to Agile practices, and empower teams to self-organize and make decisions.
Change takes time and effort: Changing mindset and culture isn't a quick or easy process. It requires dedication, patience, and
ongoing support.
Coaching and experimentation are key: Providing guidance and support through coaching, and encouraging experimentation
allows teams to learn and adapt as they embrace Agile principles.
Supporting environment: Creating an environment where teams feel safe to experiment, fail, and learn is essential for Agile
transformation.
New type of leadership: Agile leadership differs from traditional leadership styles. It involves servant leadership, where leaders
support and empower teams rather than dictate tasks and decisions.
Classification: GENERAL

49. How to start Agile transformation in your Team/Tribe/Department 

Agile mindset:
• We live in a complex, changing world so we inspect and adapt
frequently
• We are customer centric, rather than sales & process centric delighted clients and motivated workers make sales targets happen
• We value all inputs and balance different needs- collective
intelligence of all workers, clients and stakeholders (business &
market) creates WOW success
• Our leadership exists to support teams not control & correct them
• We make space for experiments and improvements to create
sustainable excellence and ensure market leadership
Classification: GENERAL

50. CHAPTER 8. Agile Leadership

Core of Agile Leader
Servant leadership - is a leadership style and philosophy whereby an individual
interacts with others—either in a management or fellow employee capacity—to achieve
authority rather than power.
KEY TAKEAWAYS
•Servant leadership seeks to move management and personnel interaction away from
controlling activities and toward a synergistic relationship.
•The authority figure in servant leadership environments attempts to promote
innovation, empower employees, and assure the well-being of those around them.
•Servant leadership also aims to develop leadership qualities in others.
•This leadership style requires an individual to demonstrate characteristics such as
empathy, listening, stewardship, and commitment to the personal growth of others.
•Servant leadership is not suitable for all situations. A military commander must
assume complete authority in order to make swift life and death decisions
System Thinking - is a holistic approach to analysis that focuses on the way that a
systems and its elements operate withing complex context
System thinking approach can help identify system problems and consequences of
influencing different element of the system.
System thinking in the Bank is the one of the main instruments to maintain Agile
transformation in the organization.
You can use next instruments:
Causal loop (aka Feedback Loops) - fins the result of one of the action and how it can effect
other system
The Iceberg models: events which we have -> as a result which pattern we have -> structure
system how build boarders - > mental models in every participants influence on the problem
Ownership
We understand Ownership to mean being responsible and accountable.
Ownership includes being decisive, solve problems, delegating, abstaining
from blame, taking responsibility and regular objective reflection on events
and their own actions.
Leadership is not fixed and many individuals within an organisation can
make a difference – both alone and together.
Empowerment
Empowering leadership is understanding the importance of being able to
fully support a team by giving them the tools needed to be effective. Team
members who are empowered feel more confident in their abilities and
tend to deliver projects with greater care. By implementing an empowering
leadership strategy, leaders allow employees to take ownership of their
work, resulting in increased productivity, happier employees, and a healthy
workplace culture.
Classification: GENERAL