Common governance and prioritisation across the payments business and IT development.
Peter headed the task to create a common transparent IT prioritisation. This was done in close collaboration with the Head of Payments in Danske Bank, founded by a relationship of trust. The formula for success for Peter was to establish an equal partnership with Peters business counterpart – the Head of Payments. Peter did this by frequent meetings to build a personal relationship upon which trust grows and mutual understanding of each other’s priorities is established. This enabled the work to be successful, as the leadership across business and IT jointly empowered and supported their organisations to collaborate successfully towards a common goal.
The purpose of the new governance and prioritisation was to ensure that the IT prioritisation was done in accordance with the strategic priorities in business as well as IT, and ensure an agile approach to prioritisation, to accommodate a volatile environment of new regulation, compliance and new business opportunities to pursue. It was vital to create a transparent and consolidated overview to allow all stakeholders a common and always up-to-date overview of the entire roadmap and backlog of prioritised work.
The result was one common backlog – prioritised in three months releases, containing both business prioritised work and IT prioritised work, to ensure alignment to the business strategy and the strategic IT architecture. The work on the backlog was done across teams in accordance with the Agile Architecture that Peter implemented as part of the setup. The Agile Architecture sets the intended direction of the IT-work, founded in the IT strategic, to make sure the underlying IT platform is sustainable and future proof.
Peter used both his business acumen and deep understanding of the IT discipline, to ensure the new setup brought together both business and IT in one common work-process, and he used his strong communication skills to create transparency and support among all stakeholders.
Main participants: Business and IT leaders, lead architects, team leads, product owners and SME’s
Definition of modern IT architecture and transition path from existing legacy IT architecture.
Peter headed the task to define a target IT architecture for a card payment platform, transitioning from existing legacy IT architecture. The target IT architecture was a cloud-based platform, using API’s and microservices, based on an updated Domain Model, with the purpose of enabling low-cost changes and expose enterprise API’s for others to consume.
The existing legacy IT architecture was a mainframe-based monolith, with a tightly coupled highly interdependent data- and system-model, which made changes very time-consuming and costly due to an extensive test-effort. The target IT architecture was made in adherence to the IT strategy and based on principles for co-existence of the legacy and the new architecture, taking the following aspects into consideration: strategic drivers, target architecture, choice of technology, type of transition, domains, data migration, API’s, cyber security, and competencies.
Main participants: IT leaders, Business leaders, vendor stakeholders, lead architects, enterprise architects
Optimisation of ITIL processes for higher service availability and improved quality of development.
Peter headed the task to optimise central ITIL processes to improve the service availability towards customers, while improving the entire Change Management process. Peter led this task together with the leaders of IT operations by bringing together lead architects and infrastructure experts to identify improvement points in the development process from development work, infrastructure design, ITIL processes Service Design, Change Management, Major Incident Management, Incident Management, Problem Management in a ServiceNow based setup.
Peter used his ability to understand the entire process across the IT disciplines to improve KPI’s as Customer Availability %, Service Availability and Impact, Change Success rate, Median Time to Restore. Root Cause analysis integrated into the Problem Management process was also related to the overall Risk Management process, to enable an updated Risk level of the involved IT systems.
Main participants: IT development and IT operations leaders, Service Owners, lead architects, lead infrastructure experts and SME’s.
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