4. 03 About Global Payments
● Asia-Pacific Payments Group
The opinions and information contained within are those of the individuals and do not necessarily
reflect the standpoint of Global Payments
7. 06 Understanding Agility
Interpreting agile values, principles and
concepts
● Collaborating with customers
● Responding to change
● Fast
● Simple
● Continuously improving
● Self-managing teams
● Prioritised
● Complex
● Sustainable
● Technically excellent
8. Educate everyone, have open discussions
and drive out fear
Select a cadence, embrace retrospectives &
continuous improvement
Strive for transparency, understand team
competency, encourage volunteering
Form an agile vision, be honest about the
motivation, understand change dynamics
agile
07 Agile Culture
9. AVAILA
BILITY
SECURI
TY
ecom
merce
Integra
ted
Payme
nts
Stable teams are 60% more
productive
60% of the variation in team
effectiveness is in the design of the
team
30% is the way the team is launched
10% is coaching once the team is
underway
A finite but dynamic range of features at
play in the team
The assumption is that one dynamic is
the most important i.e. co-location
The reality is that it’s the complete “pizza”
that matters
If one slice decreases or is removed the
others need to grow to fill its place
TEAMDYNAMICS
THETEAMPIZZA
Self-managing
Cross-functional
Co-located
Long-lived
SharedBehaviours
Team
Culture
Sharedgoals
Thex
factor
08 Creating Agile Teams
10. 10
Shared
Teams are the core building block for organisational agility
Team Structure has a
huge impact on outcome
Managing
Stakeholder
Relationships
Work
Interdependent
distributed
leadership
Responsibility
Having a shared work
product
a set
of working
agreements
09 Creating Agile Teams
11. Self-managing teams
Authority to design, plan and execute
their work
The team has the responsibility of
deciding how to work to deliver on
their commitment
Team members monitor and manage
their own work process and progress
CASH OPERATING
MARGINS
CASH EPS
REVENUE
The team has the ability to deliver
end to end value to customers
The team commits to learning or
acquiring any needed knowledge and
skill necessary to deliver end to end
value to customers
Team and managers collaborate to
remove organisational barriers for the
benefit of value delivery to customers
Cross-functional teams
Commitment
Accountability
Trust
10 Creating Agile Teams
12. The 5 dysfunctions of a team (Lencioni)
● The 5 dysfunctions are interrelated
and reinforcing
● They are common to all teams
● Every team, no matter how great or
small requires continuous effort and
improvement to remain functional
● Agile teams are no different, not a
silver bullet
● Agile principles and frameworks
enable a culture that supports the
growth of healthy team dynamics
11 Creating Agility
13. Self-managing team adoption roadmap
● Provides a framework to guide team
maturity
● As the team progresses ownership and
responsibility transfer to the team
● Self-selection is a high-maturity activity for
teams that have already become
self-managing
12 Creating Agility
14. 13 Case Study
Jun 2014
Pilot
Two Scrum
Teams
Global Payments AU/NZ Agile Journey Timeline
Scrum Launch
Dec 2015
DevOps Added
5 more teams
added
(largely
component
teams)
Jun 2015
DevOps team
added in order
to accelerate
automation
framework
Launch of
Large Scale
Scrum with 7
Product
Development
teams
Jan 2016
LeSS Lauch
eWAY
acquisition by
GPAU/NZ and
Kanban
Journey
initiated
eWAY Kanban
Apr 2016 Apr 2016
Whole of
enterprise
agile journey
commenced
for GPAU/NZ
GPAU/NZ LeSS
15. Global Payments AU/NZ Agile Vision
● Continuous pace of features
● Continuous improvement of process and quality
● Shared priorities across the business and delivery teams
● Resilience to changing requirements
● Focus on developing a learning mindset
14 Case Study
“Teams that are as reactive as possible to the changing needs
of Global Payments Customers”