Scaled Agile Transformation - FinTech

PUBLISHED: Sept. 15, 2021
CATEGORY: Consulting /
CLIENT: FinTech Startup

An international fin tech startup had engaged Miros Tech to help with an agile transformation for its software delivery approach.


Scaled Agile Transformation

    • 100+ people across product and technology impacted by the change  
    • Multiple products supported, with the main focus on a digital banking alternative for under-served markets  
    • Multiple offices and locations across the US, Europe, and Asia  
    • An aspiration to become one of the leading innovative financial technology company in a highly regulated industry


Transformation Drivers

MirosTech worked with the client to initiate an end-to-end agile transformation, changing its cultural DNA and delivery capabilities


Supported by Agile

Get features out to market faster Increased speed to market through a two-week release engine  Ability to design, develop, and test iteratively throughout the process
Support decoupled component releases Product-based agile teams that can innovate and deploy their products independently across the platform  Feature toggling to reduce technical debt around code branches
Decrease hand-offs and coordination Agile teams that think, act, and deliver as a single, fully integrated product and technology unit
Improve quality of code base and platform Product model to drive code ownership and service-based thinking to improve quality  Testing at every step of the process to encourage quality through increased accountability
Enhance reusability and integrity of components A unified architectural vision to drive component integrity and reuse of common components



The result was a broad-based transformation across the enterprise 


New end-to-end agile method 

      • Intake, program, product, software, and release processes were all made agile
      • Releases became “nonevents” occurring every two weeks

New platform componentization based on SOA

      • Platform was refactored into a discrete set of platform services and applications
      • Supported teams to focus on product stewardship and technical debt reduction to drive quality improvements

New organizational and team structure

      • Product and technology were reorganized into 35+ cross-functional scrum teams
      • Each scrum team has ownership of a platform service/application and is responsible for a set of platform key performance indicators

New agile management and automation tools

      • New tools setup for managing programs and product backlogs
      • New tools setup for automating continuous integration and deployment


Challenges & Solutions

Miros Tech delivered effective solutions to overcome common challenges tied to scaling agile


Large programs


E2E experience

Risk and compliance


  • Broke large programs down into low-level business epics grouped into Minimum Viable Products (MVPs) using agile practices, such as story mapping to limit work in progress and increase speed

  • Setup a collaborative approach to MVP definition involving scrum teams, architects, and other support services, such as UAT
  • Empowered scrum teams to decompose epics together and to define user stories touching their product area

  • Setup prioritized queues throughout the value stream to inform future work initiatives

  • Maintained global priorities for scrum teams to pull from based on capacity

  • Empowered scrum teams to prioritize their own product backlogs with dedicated product owners
  • Setup E2E delivery managers to carry a program from inception to completion and to coordinate delivery dependencies

  • Engaged UAT group upfront in the definition of epics and authorized them to validate and accept E2E functionality delivered by scrum teams

  • Setup governance mechanisms, such as an Impediment Removal Board to resolve global impediments and keep scrum teams moving
  • Setup a series of controls check points, including an engagement review early in the program life cycle, a review of epics associated with each program, and a controls demo day to provide feedback/acceptance on delivered functionality
  • Supported scrum teams in decoupling owned components from other teams to support independent releases

  • Drove automation of new functionality to help with rigorous and fast regression testing

  • Coached teams on getting ‘code clean’ each sprint to help improve product quality
  • Automated build and deploy processes for new functionality and defects

  • Established a twoweek cadence for releasing software


Value Delivered

Within 3 months, the business results were already apparent:


120% Increase in output. Team output increased by from the start of the transformation

50 Reduced cycle time. Teams are producing and releasing ~50 user stories every two weeks

88% Reduced defects. Improved quality with no cost to performance, reducing production defects by 88% 

3 hrs Shortened testing time. Platform-level testing went from seven days to under three hours with automated testing

80th High predictability. Scored in the 80th percentile for predictability according to an industry standard survey

7 Greater coordination. Established agile as the new norm, with more than 7 stand-ups run in parallel each day

4 Faster time to value. Delivered 4 versus 2 releases and 3 versus 1 major initiatives from the previous year