=Paper=
{{Paper
|id=Vol-2107/Appendix1
|storemode=property
|title=None
|pdfUrl=https://ceur-ws.org/Vol-2107/Appendix1.pdf
|volume=Vol-2107
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<pdf width="1500px">https://ceur-ws.org/Vol-2107/Appendix1.pdf</pdf>
<pre>
                                    Proceedings of STPIS'18




                              Scaling Agile at LHV

LHV is an Estonian bank founded in 1999. With a workforce of almost 360 people,
they serve the Baltic countries and recently opened a branch in UK. With more than
130 000 clients and only a few offices, LHV is a bank for the digital age. As such,
innovation is part of their DNA. This has expressed itself in for instance in begin the
first bank to implement a blockchain based solution for payments and partnering up
with Transferwise.
    At LHV, software is developed following agile methods. While it has worked well in
the past, it is now becoming a bottleneck. As the bank, number of employees and IT
staff, number of services has grown, the software development has slowed down.
Over the past few years, LHV has noticed that, while each team is working well and
efficiently, the overall development has slowed down. In other words, agile works
well within the teams but when it is to be scaled up, speed and efficiency is reduced.
    The challenge for LHV is to remain agile when developing their software without
losing the benefits of agile methods. In simple terms, LHV must find a way to scale
up the agile development process.

Erki Kilu, CEO of LHV will present brief background and their issues with scaling agile
methods at LHV.




Edited by S. Kowalski, P. Bednar and I. Bider                                      129

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