OpusCapita – a Journey to Cloud ServicesJukka SallinenHead of Cash Management product line1st of November 2016

”Eli Suomeksi:miltä tuntuu elämä ikuisessa projektissa …”

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Diplomityöpaikkoja - Työpaikkoja

• Possibility to work in the core of biggest disruption of our time!• ”Applying Machine learning to mitigate the rising global threat of payment fraud

– Alone in Fortune 500 companies it has been estimated that payment fraud causes $ 200 bn annual losses. Ourproprietary algorithms aim to detect 50 % of such fraud. We want you to join our team to develop these algorithmsand/or visualizations and front end for those.

• ”Integration to open banking API’s”.– PSD2 is a EU regulation that will revolutionize banking and only in Nordics puts several billion

euros of banking revenues at stake. OpusCapita develops solutions for the domain. You would befor instance prototyping and designing integrations to third party ecosystems and blockchains”

Head of Cash ManagementJukka Sallinen+358 40 5906144Jukka.sallinen@opuscapita.com

Head of CM Software developmentMarko Ojaluoma+358 40 844 3866marko.ojaluoma@opuscapita.com

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OpusCapita In Facts and Figures

• 2 100 professionals in 9 countries• Net sales 257 M€ in 2015• Founded in 1984

2 November, 2016 OpusCapita Company General4

*) Excluding divested local Baltic operations in2016 and acquired jCatalog operations

Sales bycountry*

Poland

Finland

Sweden

Norway

Germany

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Serving 8 000 customers

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Three Focused Businesses After New Strategy AndOrganization 1st of April 2016

2 November, 2016 OpusCapita Company General6

Buyer-Supplier EcosystemProductsGlobal

Document TransactionProcessingFinland, Sweden and Norway

Finance and AccountingOutsourcingNorthern Europe

• Invoice Automation• Cash Management• Supply Chain Financing• Trading and Messaging

Network• Product Information

Management and CatalogDistribution

• Source-to-Pay

• Multichannel Invoice Sending• Debt Collection• Digitizing and Customized Print• E-archiving and Document

Management

• Account payables and accountsreceivables outsourcing

• Full FAO incl. General Ledgerand Record-to-Report

• Payroll Outsourcing incl. Traveland Expenses

• Robotic process automationservice

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Cash management is theprocess of managing,collecting and investing cash.(www.bobsguide.com)

2.11.2016 Presentation name8

Journey To Cloud

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Vs.

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“… Managing, Collecting and Investing cash”

Customer yesterday

… Presense in one or few countries… Dealing of EUR

… > Some thousands of payments a month… 2-3 banking partners

… 1-2 Enterprise Resource Planning Systems(ERP)

Customer today

… Presense in 43 countries… Dealing of +30 Currencies

… > 20.000 payments made a month… > 10 main bank counterparties globally,

….+40 local banking partners… Over 5 CORE Enterprise Resource

Planning Systems (ERP)… +40 financial / production legacy systems

locally

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Takeaways… In Five Years….

ü…The capabilities of technology have completelychanged

ü… reference customer profile has completely changed

ü… markets have completely changed

ü Customer perception of cloud has changed from threatto must

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The First Try

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How Did We Develop?

• The existing enterprise software reverse-engineered to SaaS by adding multi-tenancy– The same source code for all customers but separate databases– Some resource intensive services and front-end that caused anyway to split customer groups to

”towers”– ”Private SaaS”

• Product lifecycle management, inherited from the new mother company (2011), wasfollowed

• Releasing, release content planning, by waterfall model (DP1-DP2-…-DP4-DP5)• Daily operation by SCRUM with different variations

– However, not even all work was coordinated by SCRUM• Each product had own backlog• Releasing the same version to both cloud and on-premise!

– Releasing max. two times a year

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The First Try

• Organization and Strategy not supporting software culture– ie. Siloing ”product management” and ”software development unit” far from each other and placing

scrum master to solve problems, escalations through organization chart

• Painfully realising that SaaS (Software-as-a-Service) is not really about software orsource code– SaaS turned to be close to hosting service for a multi-tenant application– Release and project models remained the same as for on-premise software

• Packaking the service is required: including the orchestration of maintenance, servicelevel agreement, software licenses, upgrades and patches, sales collaterals, …, SaaS iseverything and continuously

The Second Try

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#1 Organization That Supports Software Culture

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Organization And Strategy That Supports Software Culture

• Business owns the development, or turning other way around: profit&loss is wherethe development is (”independent cell”)

• Breaking the silo between product management and development by bringing theminto one ”cell”– efficiency ie. no longer need for the role of scrum master but product owner becomes facilitator– breaking the silo of individual products into one backlog

• Authority is based on roles and not organization hierarchy– ie. we have two development team heads but ones daily role is problem and release management

and ones role is software development– Decisions are made in all levels– There are no directors, vice presidents or any fancy titles in the whole company

• Team responsibility– Avoid hidden information and cowboy coding,– ”we!, not me.”

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Example: Scrum Master vs. Facilitator. Facilitator ≠ ScrumMaster.Scrum Master

1. Facilitating (not participating in) thedaily standup

2. Encouraging collaboration between theScrum team and product owner

3. Setting up retrospectives, sprintreviews or sprint planning sessions

4. Shielding the team from interruptionsduring the sprint

5. Walking the product owner throughmore technical user stories

6. Removing obstacles that affect theteam

Facilitator1. Participating in the daily standup2. Facilitator/Product owner is part of the

team, not external member3. Setting up retrospectives, reviews or

planning sessions together with theteam.

4. Team works based on prioritizedbacklog, including the problems fromthe customer

5. Architect(s) / Lead Developer / teamhelps with more technical userstories

6. Obstacles are removed by severalpersons

2 November, 2016 Public19

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#2 Continuous Delivery in Practise

• Building quality in– Test automation– ”deploy builds straight from source control”

• ”Our way of working”– Something from SCRUM, something from Kanban, something even from waterfall

• Continuously prioritized (at every moment) development backlog– One goal => one release train => one backlog, despite we are doing +6 products– Strict Definition-of-Done (DoD) including ie. user documentation, and only features that are Done

have a ticket to Release train• Independent teams having full responsibility (as much as possible)• Communication in the form of daily standup and retrospective• Releasing is painful so release often

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In A Continuous Software Project You Need To Answer Allthe Time To Same Questions?• Since we are very agile (try to be) How to distribute news or directions from top-management

efficiently?• How to inform sales and marketing what we are developing and vice versa get the feedback from

markets?• How do we get feedback from our customers?• How does development team get feedback what is steered in product line level (ie. What features we

focus next 3 months)?• How do we ensure the focus in steering to steering and not single products and features?• How do we know how projects are ongoing and what kind of features are required/cause problems

among consultants?• How do we coordinate and balance to develop one backlog though we have many products?• What methods we have to harmonize UX and Architectural decisions over all product cells?• How are larger projects handled?

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Governance Around Continuous Delivery

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TakeawaysüBuilding a world class software starts from having an organization

where all work together for the common goal (break the silos)

üRealising that SaaS is… a business model (opposite of being a”delivery channel”)

üContinuous Delivery is what you do and Release Train is yourprocess

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Diplomityöpaikkoja - Työpaikkoja

• Possibility to work in the core of biggest disruption of our time!• ”Applying Machine learning to mitigate the rising global threat of payment fraud

– Alone in Fortune 500 companies it has been estimated that payment fraud causes $ 200 bn annual losses. Ourproprietary algorithms aim to detect 50 % of such fraud. We want you to join our team to develop these algorithmsand/or visualizations and front end for those.

• ”Integration to open banking API’s”.– PSD2 is a EU regulation that will revolutionize banking and only in Nordics puts several billion

euros of banking revenues at stake. OpusCapita develops solutions for the domain. You would befor instance prototyping and designing integrations to third party ecosystems and blockchains”

Head of Cash ManagementJukka Sallinen+358 40 5906144Jukka.sallinen@opuscapita.com

Head of CM Software developmentMarko Ojaluoma+358 40 844 3866marko.ojaluoma@opuscapita.com

Jukka Sallinen+358 40 590 6144jukka.sallinen@opuscapita.comTwitter: @JSallinen