Bank of Ireland

Agile in Audit @ ECIIA2019

Presented by:
Peter O’Neill, Internal Audit Portfolio Lead – Bank of Ireland UK
Glen Gauci – Audit Manager, Bank of Ireland UK
Agile Principles – The Agile Tree
Ra
Daily lly
m
Scru Sprint Re
tro
Po
Jira Iterations Sp
i ke
s t-it
Sto No
rie Tas te s
s k
De Practices orking
Av
at
m o Paired W Po
Sw a rs Scrum Master ke r
ar m
Visualisation
Velocity rd r
a n Boa O wne
t
an b duc
White Board
K Pro

Early and Continuous Delivery Technical Excellence and Good Design

Sustainable Delivery Deliver Working Product Frequently

Regular Reflection Maximise Work Not Done

People Support and Trust Agile Face to Face Conversation

Principles Welcome Change
Business and Auditor

Self-Organising Teams Working product as a measure of progress

Individuals and interactions Customer collaboration over

over processes and tools contract negotiation
Working software over Responding to change over
comprehensive documentation following a plan
Servant Leadership
Being Agile vs Doing Agile
Agile Principles / Overview – What is Agile?
 Agile Principles / Overview – What is Agile? – Which Flavour?

Source: VersionOne State of Agile Report

Agile Principles / Overview – What is Agile? – Which Flavour?

▶GIA is using Scrum:

▶ Scrum is a framework, not a methodology. It defines a set of boundaries and encourages free-
thinking within them;

▶ 3 distinct roles (Scrum Master, Product Owner (PO) & Development / Delivery Team)

▶ Five events in Scrum (The Sprint, Sprint Planning, Daily Scrum / Stand up, Sprint Review, and Sprint
Retrospective)

▶ Easy to learn

▶ Majority of Agile teams use it

▶ Introduces time-boxing
Agile Principles / Overview – Beyond Audit Execution – Scrum Roles
Beyond Audit Execution - Scrum Pillars

▶ Learning by doing
▶ Decisions are made based on observation and experimentation
rather than on detailed upfront planning
▶ Scrum relies on three main ideas of transparency, inspection,
and adaptation
Agile Principles / Overview – Beyond Audit Execution – Agile Framework with Scrum
Servant Leadership – Current BoI Structure

Deliver
• Empowerment to the
Management and Delivery teams

• Clear tollgates on when Head of

Manage Audit / Group Chief Internal Auditor
(GCIA) should be involved

Direct

GCIA
 Agile IN Audit

Old way: u s Delivery

C o n tinu o
Early and
Planning Deliver Work
ing Product F
requently
Fieldwork
Reporting
New way:

Plan Plan Plan Plan Plan

Delive Delive Delive Delive Delive

Retro Retro Retro Retro Retro
r r r r r

Revie Revie Revie Revie Revie

w w w w w

How Long?
 Team
Retro Benefits 1 Energiser The retro is a tool for teams to find new
ways of tackling old problems in a fun way

Teams should feel safe and comfortable using this “official” time
window to be listened to and provide feedback Let go of
frustrations 2
Stop and reflect! We do not do this enough as human beings. Teams should aim
Learn and help the
3 company/team
to avoid making the same mistakes in the future, and share their learnings
improve
Create a culture of seeking improvement by reflecting on past experiences and
Create Continuous
defining future actions
Improvement
4
If teams continuously improve, they will figure out the most effective
Increase
way to deliver the best value to the customer
5 Customer
Value
Teams can use retro results to raise a sense of
urgency for problems that need to be addressed
Communicate
in the organisation with 6
Management
Through retros, teams own
Empower their decisions and actions,
7 Teams creating more
empowerment
High performance
is linked to Raise Positivity
positive within the team 8
teams

Source: www.luis-goncalves.com
Retros
Agile Pilots - Retro
Agile in Practice
Q&A