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fin:Code Special Session:An Agile Overview – Fidelity InvestmentsSeptember 2018
“Agile transformation”— Pretty words. What does it mean?START HERE2From shareholder value toshared purposeFrom predicting and controlling toembracing complexityFrom directed groups toautonomous teamsFrom heroism totransformational leadershipFIDELITY INTERNAL INFORMATION
An agile PI organizational structure: building blocksSQUADSCHAPTERS Cross-functional Integrated Empowered AutonomousLed by squad leader Deep expertise embeddedfully into the work Carry the standardsof excellenceLed by chapter leaderGUILDLike-minded, similarareas of expertiseself-organizing, selfledTRIBESCollection of squads whowork to address asimilar ragilecoachSCRUM MASTERSupport team’s pursuitof maturation in agilepracticesFIDELITY INTERNAL INFORMATION
SQUADS: Multi-disciplinary teams define what you work on dailyDEFINITION: A small (8-12 people), cross-functional, empowered, dedicated andpersistent team delivering specific business goals. A squad is led by a squad leader.WHAT IT MEANS TO AN ASSOCIATE: This is “home,” where you spend most of your time Work alongside teammates from all parts of PI WHAT to do each day is defined by the squad in coordination with the squadleader, working from a transparent backlogWHAT WILL BE DIFFERENT FROM BEFORE: Multi-disciplinary (across business & tech), dedicated (focused solely on squad’sspecific goals) and persistent (not project driven)Squad leader4FIDELITY INTERNAL INFORMATION
TRIBES: Groups of squads working toward a common purposeDEFINITION: Similar squads working to achieve a business andclient goal.WHAT IT MEANS TO AN ASSOCIATE: Work with other squads to achieve common business goals In many cases, required capabilities will be located within the same tribe,reducing the number of dependenciesWHAT WILL BE DIFFERENT FROM BEFORE: Close interaction amongst multi-disciplinary teams Tribe leader helps squads align work to common goals of the tribe Greater alignment across squads with end-to-end accountability5FIDELITY INTERNAL INFORMATION
CHAPTERS: Functional expertise & line leadership to define how you workDEFINITION: Groups of squad members with similar expertise andcapabilities. Chapters: Drive consistency and define what good looks like Represent functional line reporting for squad members; provide skill andtalent development, and lead career growthChapter6WHAT IT MEANS TO AN ASSOCIATE: You will belong to a chapter and report into a chapter leader The chapter defines HOW you work while dedicated to your squad Your career development, standards and best practices will be shaped byyour chapterChapterleaderWHAT WILL BE DIFFERENT FROM BEFORE: Alignment on WHAT will come from your squad leader; direction on HOWfrom your chapter leaderFIDELITY INTERNAL INFORMATION
An Example TribeDIGITAL PLANNING & ADVICE EXPERIENCESquadsCompositionDigital Planning IntegrationIT EngineerBusiness roleDigital Planning & AdviceFront End ExperienceUXDContent ProductionSegment MarketingHybrid PlanningResearchHybrid Product Sales & ServiceSquad LeaderOther Digital PlanningExperience & DecommissionFIDELITY INTERNAL INFORMATION
The scrum framework – how stuff gets doneTHE AGILE: SCRUM FRAMEWORK AT A GLANCEInputs from executives, team,stakeholders, customers, usersSPRINT REVIEWSQUADLEADERScrumMasterTHETEAMDaily ScrumMeetingBurndown/up ChartsEvery 24 HoursRanked list of what isrequired: features,stories, Product BacklogTeam selects starting attop as much as it cancommit to deliver by endof SprintSprint PlanningMeetingTask Breakout1-4 WEEK SPRINTFINISHED WORKSprint end date and team deliverabledo not changeSprint BacklogFIDELITY INTERNAL INFORMATIONSPRINTRETROSPECTIVE
LEARNING: What We’d Do DifferentlyROLE ALIGNMENT: Be crisp on who is responsible for what: Squad Composition Interviewing / Hiring Player / Coach ModelPERFORMANCE REVIEWS: Evolving towards a team-centric model Team-level feedback for the individual Client feedback on the individual Team-centric KPIsCAREER PROGRESSION PLANS: Moving horizontally to move up Re-shape thinking towards skill accumulation and implementation Re-define career pathing to avoid rigid ‘tracks’9FIDELITY INTERNAL INFORMATION
Are we done yet? (in summary ) Think iteratively! Delivering client value each iteration acceleratesROI and shortens client feedback loops. Empathize with OBSESS OVER your clients! Don’t wait! There is never a “perfect opportunity” forchange. Pace Perfection. Start now. Agile is a journey, not a destination. Enjoy the ride.¡Viva la Revolución!To strike up a dialogue, email me:Jerome.Ruwe@FMR.com.10FIDELITY INTERNAL INFORMATION
Q&AFIDELITY INTERNAL INFORMATION
THE AGILE: SCRUM FRAMEWORK AT A GLANCE Inputs from executives, team, stakeholders, customers, users THE TEAM Product Backlog Sprint Planning Meeting Sprint Backlog Sprint end date and team deliverable do not change SPRINT REVIEW FINISHED WORK SPRINT RETROSPECTIVE DailyScrum Meeting Every 24 Hours Master Burndown/u p Charts Ranked list of what .
