by Regina Martins
Banking, governance, legislation and regulations are synonymous. How is Scrum succeeding in a large bank whilst still meeting these needs. Often people say “Scrum will never work in a large corporate” or “Scrum will never work in a bank”. At this bank, a large corporate, it is working, across geographies.
This session will deal with 3 main parts:
- The fears inherent in a corporate that are barriers to entry for Scrum
- The 5 important issues to tackle head on
- Distinguishing between the baby and the bathwater
The reality of working for a bank are the daily challenges of navigating corporate life, which means regulations, potential audit findings and IT change control. New ways of working that challenge the status quo are questioned, criticised and put under the microscope. Being able to balance the “command and control” with the new is important until everyone is on board. It is not just an IT thing; for sustainable Scrum, the business and other stakeholders have to be part of the process of change.
Regina Martins is a CSM and CSP, an IT professional of 15+ years experience in the financial services and telecommunications industries. She has managed projects in South Africa, Namibia, Uganda and Germany.
Until 2010 she had used waterfall methods, when she discovered Scrum. She is also a Kanban practitioner. Her talents lie in building self-organised teams and facilitating those teams to deliver value to business stakeholders. She daily navigates governance and processes to make Scrum work in a traditional corporate environment and is fiercely protective of her teams.
Before she fell in love with Agile, Scrum, to be specific, she had been a Project Manager delivering projects rather successfully using traditional or waterfall methods for 10 years. She resisted Scrum for 3 months and when the magic started happening, despite her confused feelings about letting go and not trying to control everything all of the time, she became an instant convert.
At about this time two things happened that defined her conversion to Scrum. She attended the Certified Scrum Master Course and read Patrick Lencioni’s The Five Dysfunctions of a Team. She came back to work and laid down her conditions for what she’d termed “a new way of working” – that the team do things properly, or not at all! No Scrum-buts. No half-hearted attempts. No scrumming-waterfall. And this meant that the Agile Principles ruled supreme!
She aims for continuous improvement in her personal and professional lives. She’s now comfortable not having all the answers, nor all the questions. Retrospectives are her favourite of the Scrum sessions and the one which she consider the most important.
Her Agile journey started 4.5 years ago and because she aims for continuous improvement personally and professionally, this journey will not be over any time soon.