Facing DISRUPTION by disrupting a 150 year-old enterprise...PMO Governance, PMO, BI and portfolio...

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Facing DISRUPTION by disrupting a 150 year-old enterprise

Lindsay Wirthlin /lindsay-ann-wirthlin

@LA_LindsayW

Christine Babowicz/christinebabowicz

@ChristineBabowicz

Leading global provider of insurance, annuities, employee benefit programs and asset management

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One Metlife. Digital. Simplified.

150year heritage

Serving

90million

customers

MetLife: Who are we?

5Our Purpose:

Building a more protected world

Countries

60

Across the Americas,

Asia, Europe, Middle

East and Africa

@LA_LindsayW @christinebabowicz

Confidential – for MetLife internal use only

Heritage companies tend to be like this

3@LA_LindsayW @christinebabowicz

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The power of three ignites

the power of many



Our humble beginnings…

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*”Train” is defined as a program team of agile teams



First question was “Will it work here?”

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StartConduct

Pilots

Demonstrate

Value & Results

Earn Buy-in-Practitioners

-Executives

(regional VPs)

Trust

Demand

Momentum

Competency

Compelling Case

for Change

Organize

Around

Opportunity

Piloting Agile Execution at MetLife

12 Months2017 2018


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PMOGovernance,

PMO, BIand portfolio management

ProductJoint venture

between IT and business

AutomationL1 and L2 operations

automation

Early successes earned opportunities


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Power of three

Stick close to the front line

Early wins fuel the push



Scaling “Scaled”

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2016 2017 2018 2019

Product train

SPC Certs

aka “Finding

Religion”

PMO

trainAg

ility

at M

etL

ife

Automation

train

OMG!

We’re an

agile team!

DevOps

Incubators

Begin

OMG we’re

global

“Agile to run

the shop”

Currency

train

Business

Intelligence

train



Connecting teams through a network

10Map source: slidemodel.com

Meerkat source: iStock@LA_LindsayW @christinebabowicz


Applying increased rigor to our funnel

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On L

ea

de

rship

…• What level of

senior leadership support do you have?

• Is leadership attending training?

• Invest in talent? Certs, travel, job rotation, etc O

n C

ollo

ca

tio

n…

• Are your teams collocated or distributed?

• If distributed, what locations?

• What technology do your teams have? VTC?

On O

uts

ourc

ing

…

• What is the vendor/FTE ratio?

• If using vendors, where are they located?

• If using vendors, what part of the value stream is outsourced?



We started to feel the capacity crunch

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3 people → 13+ in 6 months



We know it works; how do we pace ourselves?

StartConduct

Pilots

Demonstrate

Value & Results

Earn Buy-in-Practitioners

-Executives

Trust

Demand

Momentum

Competency

Compelling Case

for Change

Organize

Around

Opportunity

App Dev

Infra

Regions

Value Stream

Alignment

Establish

Patterns-Org Model

-Funding

DevOps

LPM1

Multi-modal

Talent

Optimizing

Flow of Value

Fully

Maximize

Value &

Success

Piloting Agile Execution at MetLife

Extending to the Enterprise

12 Months2017 2018

What is the right pace for the organization?

1Lean Portfolio Management.13

2018


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Harness the power of the network

People may not equal capacity

Success is not easy



Move from pushing to steering



Rocking the messy middle



Systemic Impediment: DevOps

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Transformation

OfficeIncubators

Technology &

Architecture

• Community of Excellence

• Guidelines/playbooks

• HR/Communications

• Training

• Toolchain

• Communities of Practice

• Break silos and deploy faster than before

• Pair programming, BDD, and TDD



Systemic Impediment: Funding

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• Set “Not To Exceed” Limits

• Validate Epic Hypothesis (Proof of Concept)

• Deliverables Commitment of 1st Increment

• Committed Epic Roadmap (Schedule & Funding)

• Committed KPIs (Quantitative Value)

• Set Incremental Funding & Approval

• Demo Approval

• Approved Increment Deliverables (Quantity & Quality)

• KPIs & Value Assessment/Approval to Start Next Increment

Future State (Agile)

Annual Plan

Budget Allocation

Discover, Analysis, Design

Funding RequestFund

Increment 1 DE

MO Fund

Increment 2 DE

MO Fund

Increment 3 DE

MO Fund

Increment N

Delivery STOP

• Project approval cycles reduces ability to pivot quickly

• Funding change requests inhibits flow

• False precision of progress

• Limited leading indicators



Systemic Impediment: Talent Readiness

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Attract/Recruit

Onboard

Develop/Performance

Engage/Retain

Off board

Agile for HR | HR for Agile

Creating

experiences

Hire for culture

Ambassadors

and alumni

Shared accountability =

shared outcomesInspire, career mosaics


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Beware of the whiplash

in agile transformation

“

”Cheryl Crupi, AVP MetLife Execution Excellence



Slow down to speed up: keeping pace with demand

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SELL

INFLUENCE

OWNMethodology

Global

LACE

SM Learning

Pathway

Agile

Training +

Deployment Benefits

Realization

Large

Programs

HR

PracticesCoPs

DevOps

Finance

Process

Lean Portfolio

Management

Audit / Risk

Compliance

Agile

Tooling

Vendor

Management


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You are not going to have an

operating model… it will

continue to evolve.

“

”Christine Hudson, Co-founder and Principal Elevate.to



Speaking “leadership language”


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Take a systems view

Bring HR in from the start

Executive support is critical to scale


Copyright 2019 Elevate.to.

Optimizing Agility

(Agile as cultural norm)

?How Soon?

!Aspiration

+Ideal

Our journey is pretty common

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19 Internal Departments

1KEmployees Trained

MetLife: Agile-at-a-glance

5Active Agile

Initiatives

Countrieswith high agile concentration

including US, Bangladesh, Japan,

India Malaysia, Argentina, Mexico,

Ireland

12 Organizations

24+

40+@LA_LindsayW @christinebabowicz

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Thank you! Lindsay Wirthlin/lindsay-ann-wirthlin

@LA_LindsayW

Christine Babowicz/christinebabowicz

@ChristineBabowicz

Facing DISRUPTION by disrupting a 150 year-old enterprise...PMO Governance, PMO, BI and portfolio...

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Transcript of Facing DISRUPTION by disrupting a 150 year-old enterprise...PMO Governance, PMO, BI and portfolio...