A Case Study of Technological Intervention

Challenge

Banks’ people, process, and technology were not efficient in delivering customer value

The Bank was packed with talented and motivated people. Unfortunately, their efforts to meet marketplace demand were hobbled by their process, software development life cycle (SDLC), organizational structure, tooling, funding models, lack of Continuous Delivery practices and other factors

Approach

Assessed Culture

It was imperative that we change the bank’s traditional thought culture. Our beachhead strategy involved education as well as removing real and perceived obstacles, addressing failures, and celebrating successes

Examination of the company’s systems and practices

Created a small team for specific, targeted missions. Their mandate was to take a trial and error approach to solving identified problems.

Fact-based conversations

Used data, metrics, and analysis to gain insight into a multitude of points and processes along the SDLC

A two-speed delivery approach was required

SDLC maturity was improved through automation, continuous integration, continuous delivery, metrics, and other methods

Key Milestones

Delivery Efficiency

Releases went from quarterly to twice monthly, while the release payload more than tripled in value

Ready for marketplace demands

The bank is now able to quickly respond to marketplace demands, and insure their customers have the absolute best online banking experience

Efficiency increased

Maintained predictability, automation rose, defects dropped, and cost stayed largely constant