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Lessons learned implementing an enterprise system at Suncorp using an Agile development method
 

Lessons learned implementing an enterprise system at Suncorp using an Agile development method

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This presentation was given at the ASWEC 2009 conferemnce on the Gold Coast, Australia. It documents lessons learned when using Agile for a major system replacement. These lessons are compared to ...

This presentation was given at the ASWEC 2009 conferemnce on the Gold Coast, Australia. It documents lessons learned when using Agile for a major system replacement. These lessons are compared to those described in the academic and professional literature as well as correlated with the Agile principles and concepts from named Agile methods.

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    Lessons learned implementing an enterprise system at Suncorp using an Agile development method Lessons learned implementing an enterprise system at Suncorp using an Agile development method Presentation Transcript

    • Implementing an enterprise system at Suncorp using Agile development James Couzens Solution Architect, Suncorp James.couzens@suncorp.com.au 15 April 2009
    • Background • A word about my sponsor – Suncorp • The Agile change programme at Suncorp • Guidewire ClaimCenter • How I fit into all of the above … the [waterfall process] is risky and invites failure Involve the customer – the involvement should be formal, in-depth and continuing Dr Winston W Royce, Managing the development of large software systems (originally published August 1970, Proceedings IEEE WESCON), Otherwise known as the originator of the waterfall process … 2
    • A tale of two projects • Claims Business Model (CBMP) • Focus on new business process • Agile because of vendor preference • Integrated with large number of systems • JV Household and Imaging • We’ll get to that in a moment 3
    • Retrospective Learning • What worked well • Cross team stand-ups • • Strong business engagement Integration stories need a high priority • Wide stakeholder group What the experts say • Face to face is best (Agile principle) • Scrum and XP – highest value first (but • What didn’t how to define value) • teams • Co-ordinating with integration The IT team needs to become better at advocating value (Schwaber) • Managing the backlog • Overly focused on the showcase 4
    • Retrospective • What worked well • Strong business engagement • Wide stakeholder group Learning • The iron triangle rules supreme (cost/resource/time) • Include business openly in backlog discussions • What didn’t• Business need to better understand the Agile process • Co-ordinating with integration teams What the experts say • Managing the backlog • Iterative process encourages requirements change, • Overly focused on focus on value (Poppendieck) keep the showcase • Scrum/XP – backlog negotiated to remain achievable 5
    • Retrospective • What worked well • Strong business engagement • Wide stakeholder group • What didn’t • Co-ordinating with integration teams Learning • Managing the backlog • Definition of done required • Overly focused on the showcase • Estimation needs to consider the complete lifecycle What the experts say • Increment of potentially shippable product functionality (Schwaber) 6
    • Retrospective • What worked well • Strong business engagement • Wide stakeholder group Well duh! That’s • What didn’t Agile 101 • Co-ordinating with integration teams • Managing the backlog • Overly focused on the showcase 7
    • A far, far better thing … • JV Household and Imaging • Single code base • Analysis started 5 months before CBMP live • Waited until CBMP live & refactor before development • Significant analysis and elaboration done • Automated testing part of definition of done • Integration elaborated early and dev co-ordinated to allow test alignment 8
    • Retrospective Learning • Reasoning gets lost • What worked well • Overhead in revisiting • Considered an example of Agile success • Automated testing What the experts say • • Co-ordination of integration developmentIndividuals and interactions over comprehensive documentation • Unnecessary inventory (Lean) • What didn’t • Getting too far ahead in analysis • Stakeholder identification (we missed the equivalent of the project owner in CBMP) • Interfacing with traditional project structure 9
    • Retrospective • What worked well • Considered an example of Agile success • Automated testing • Co-ordination of integration development Learning • Stakeholder identification is • What didn’t key • Getting too far ahead in analysis • Stakeholder identificationthe experts say equivalent of the project owner in What (we missed the • Ambler (Agile Modeling) – CBMP) active stakeholders, broad • Interfacing with traditional project structure definition 10
    • Retrospective • What worked well • Considered an example of Agile success • Automated testing • Co-ordination of integration development Learning • Approval velocity must • What didn’t be >= dev velocity • Decision maker must • Getting too far ahead in analysis be on project • Stakeholder identification (we missed the equivalent of the project owner in CBMP) What the experts say • Interfacing with traditional project structurevalue – customer • Agile collaboration • Agile principle – working daily with customer 11
    • Retrospective • What worked well Will they never • Considered an example of Agile success learn? I will make • Automated testing them look at this • Co-ordination of integration development shirt until they get it right! • What didn’t • Getting too far ahead in analysis • Stakeholder identification (we missed the equivalent of the project owner in CBMP) • Interfacing with traditional project structure Must … keep … eyes … averted 12
    • Concluding remarks • Experience typical of enterprise Agile • Take the business on the journey • Communicate, communicate, communicate • Not formally measured but anecdotally indicating positive outcomes • Suncorp now well positioned 13
    • Questions For more detail see the conference paper 14