Case Study: Agility and Benefits: How KBC transformed conventional PPM

Ann Mertens, Sr. Project ManagerPieter Reijniers, Head ePMO

Gartner - PPM & IT Governance Summit, 13th of June 2016

KBC : An integrated bank-insurer

10 000 000 clients

36 000 employees (FTEs)

1 560 bank branches, insurance sales via own agents and other channels, various electronic channels

Projects

PMO Support capabilities

2008 2013

Support Gap

The Financial Crisis and the PMO?

A new challenge for the PMO

Disciplined Agile is key

Digital transformation

Focus on the Customer & User Experience

Unclear PM Standards

Outdated Training Material

PMO unfit for the challenge

A new vision on Support

Self-Service

Development/Engineering

ProductManagement

AssistedSupport

Communities and Social Media

Support becomes a network that connects :•People with content•People with peopleIn a highly relevant way

Deliver faster (time to market)Keep Focus on Value

With a strong link to the customer

Have the business in the driver seatDeliver a minimum viable product at the right cost throughout the entire

lifecycle

And do this in an agile way

Deliver at a lower cost

How can Project Managers @ KBC play an important role in this VUCA world ?

Deliverables ?

Activities ?

Timings ? Reporting ?

…

The story : it all started with…

business in driver seat, short time to market, focus on value

Project Life CycleQuality

!

Project Life Cycle

How to create a Minimum Viable Product at the right cost ?

BDN

Ready? Ready?Done? Done?

backlogMVP

Incremental and iterative

deliveryQUALITY

BDN & Agile approach

Step 1: Identify the motivation for change

Step 2: Define the benefits and impact of the change

Step 3: Classify the added value

Sprint 0 Sprint SprintSprint

FeasibilityIdea Rollout and evaluationExecution

Adjust/Refine and use BDN

Align MVP and BDN

Define 1st

draft BDN

Use BDN

BDN & Agile approach

Increaseuniformisation

Provide knowledge & know how (métier/job) via new way of learning

IntroducingStimulation of a

Networked organisation

1020

70

Starting the cycle

Embraced by a community

Project Management College

Built by

People of the community.

PM CollegeFirst Run

GenericPLC

PLCIIT

PLCK2020

PM CollegeBasic

Gebouwd doorGebouwd doorBuilt by

People of the community.

contributors

steering members

readers (follow)

Interested members but no target

Not a member but target

PM CoP Council

Project Management Community

We build on three pillars

ProjectManagementCommunity

ProjectManagementCollege

We work as a community

to support each other

A framework built on Agile, is

known and adopted by all

project managers in KBC

Trained in a college that is

built and supported by

the community

Proud KBC Project Managers are powered byProjectManagementCommunity

ProjectManagementCollege

More efficient & effective Project management @KBC in a VUCA world

How do we support the KBC’s strategy?

Increase and have control on the success of projectsBusiness In the Driver’s seat

Projects that deliver value for the customerFocus on Value

A minimum viable product with the right costShort time to market

2008 2013

How did the PMO evolve as organisation?

A Distributed PMO : Our new capabilities?

Relatedness

Autonomy

Mastery

Purpose

Search

Work Out Loud

Follow

Cocreate

CocreationMotivation Digital Collaboration

Attract Practioners

Do not go 4 perfect

Finish what you started

Participation

A Distributed PMO : Our new struggles?

Be visible

It all starts with a first step

Celebrate your Successes

Create a safe environment

Lead your Community

Find Expertise

CocreationMotivation Digital Collaboration

Be patient but not too much

Attract new people

Keep Business in the lead

Questions?