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Agile Executive Roundtable 
State of the Agile Nation 
May 28, 2013
Agile is now… where 
are we today?
We are seeing more and more organizations continue adopting agile 
to meet rapidly increasing demand and challenges in IT ...
Your agile isn’t my agile… the adoption of agile is uneven and 
inconsistent across organizations 
The agile ecosystem is ...
Lots of whitespace remains … Organizations adopting agile are not 
fully unlocking the potential of agile methods 
Plannin...
Barriers to change… Doing agile is easy, being agile is hard 
Organizational adoption and applicability is where the rubbe...
The road to success? Take a different approach to agile adoption 
Successful agile adoption requires changing everything o...
Kanban: Start with what 
you do today
Successful change is hard – Being “agile” towards change is 
essential 
- 9 - 
Old Performance 
New Performance 
Initiativ...
One of the key drivers for fast incremental change is to “do more 
with less” by focusing on reducing waste to generate im...
Kanban is an agile approach to change that focuses on visualization 
and limiting work to drive out bottlenecks and improv...
Kanban is supported by metrics and measurements to provide a 
measurable approach to validate improvements 
Time to Market...
Agile from the trenches 
Story#1: Optimizing a 
service based 
organization
Public sector organization looking to optimize their consolidation 
strategy and not looking for big “A” agile change 
Dep...
Kanban was implemented for each service group to kickstart the 
improvement process and enable the organization to improve...
As a result, the Kanban systems allowed the organization to create 
real-time blueprints of how work flowed across the org...
Agile from the trenches: 
Story #2: Learn your 
way to product success
Financial Services Institution wanting to build a new innovative 
product for mobile payments 
- 18 - 
Phone 
manufacturer...
Key Partners Key Activities Product Key Metrics of 
What Key Activities does our 
Product Require (e.g. to Build, 
to Supp...
Kanban was used to keep the team focused on validating 
experiments fast and accelerate the transfer to development 
Valid...
Agile from the trenches: 
Story #3: Rebuild into 
an agile organization
Day 0: Lots of silos, poor delivery performance, inconsistent SDLC 
and urgency for real change drove an Agile Transformat...
Enterprise Kanban 
A dedicated, project level Kanban system for managers and executives 
The Kanban was used by Managers a...
Agile Kanban Pilot Projects 
Setting up cross functional teams using a mixture of 
story mapping, CRC modeling, planning p...
Putting it all together
We are seeing organizations overcome these challenges to start 
unlocking the full benefits of agile 
Observations of patt...
How to get started or take your agile adoption to the next level? 
Start with where you are today and take a look at Kanba...
Thank you for your time 
Key contacts for Deloitte LEAN 
Alexis Hui 
Deloitte LEAN Co-Lead 
Manager – LEAN Practice 
alhui...
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Deloitte lean agile state of the nation

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Deloitte lean agile state of the nation

  1. 1. Agile Executive Roundtable State of the Agile Nation May 28, 2013
  2. 2. Agile is now… where are we today?
  3. 3. We are seeing more and more organizations continue adopting agile to meet rapidly increasing demand and challenges in IT VersionOne: State of Agile Survey (2011, n=6000+), percentages show option respondents marked as ‘Highest Important’ - - 3 - “We need to deliver more value driven services” “We need to offer faster and more responsive services” “We need to reduce our costs and become more efficient” $ Challenges of Today How Agile Helps 39% 37% 29% 26% 23% http://www.versionone.com/pdf/2011_State_of_Agile_Development_Survey_Results.pdf 18% Accelerate Time to Market Manage Changing Priorities Increase Productivity Better Align IT / Business Enhance Software Quality Project Visibility Delivering Business Value Focuses on delivering the highest business value in the shortest time. Rapid and Repeatable Processes Enables rapidly and repeatedly inspecting actual working software (every two weeks to one month). Self- Organization The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features. Working Software Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another iteration/sprint. Top Benefits of Agile
  4. 4. Your agile isn’t my agile… the adoption of agile is uneven and inconsistent across organizations The agile ecosystem is diverse and complicated Incremental Development Iterative Development - 4 - Scrum eXtreme Programming Kanban Lean Software Development RUP DevOps Continuous Delivery Feature Driven Development Lean Startup Home-brewed Small “a” agile Big “A” Agile Methods Leading Edge Agile What do each of these really mean to my organization? Impact of Change Medium Low Low High Medium Medium High High High Process People Technology
  5. 5. Lots of whitespace remains … Organizations adopting agile are not fully unlocking the potential of agile methods Planning Requirements Design Business Development Testing Implementation Casing Big “A” Agile Methods - 5 - Processes converted to agile Operations Processes still waterfall Iterative Development Tooling improvement whitespace for increasing agility Process improvement whitespace for increasing agility Majority of Agile Adoption Today Incremental Development Lean Startup with Agile Moving Agility to the Business Moving Agility to Engineering
  6. 6. Barriers to change… Doing agile is easy, being agile is hard Organizational adoption and applicability is where the rubber hits the road VersionOne: State of Agile Survey (2011, n=6000+), respondents were allowed to choose multiple options http://www.versionone.com/pdf/2011_State_of_Agile_Development_Survey_Results.pdf - 6 - Adoption Applicability  “Alien” and even threatening  Is an extremely large paradigm shift  Many pay lip service only “You’ve been doing it wrong” “We can’t or won’t do that here”  Agile misapplication or Agile flaw?  Big “A” Agile is a challenge in many contexts A large range of IT projects are not benefiting from agile
  7. 7. The road to success? Take a different approach to agile adoption Successful agile adoption requires changing everything on day one: Fact or fiction?  Being agile is about delivering greater business value and not just the process  Your context matters, there is no one “right” approach to agile adoption  The organization needs to own and define what agile means We have been working with a number of different organizations unlock the benefits of agile based on their pace of change using Kanban The results: These organizations are making agile work the they want Public Sector Banking Insurance - 7 - We want more delivery agility, but we don’t want Big “A” Agile Everything is broken, it’s time for a rethink Story #1 – Agile without big change Story #3 – Agile is what we want to be Story #2 – Agile to Product Development We’re not sure we are building the right thing, we want to be more agile in how we define our products
  8. 8. Kanban: Start with what you do today
  9. 9. Successful change is hard – Being “agile” towards change is essential - 9 - Old Performance New Performance Initiative Stops Current State Our approach to change Target State Time Performance  Massive disruption to the organization  Depends on getting it right from the beginning  Requires long-term stability in leadership and patience from clients A big bang approach to change can foster cultural resistance and other change risks
  10. 10. One of the key drivers for fast incremental change is to “do more with less” by focusing on reducing waste to generate improvement Reducing the amount of work-in progress – stop starting, start finishing - 10 - Focus on flow, remove bottlenecks and reduce cycles Visualize the work and start increasing feedback and collaboration Give all levels of staff the ability to improve the work environment Identify performance improvement opportunities based on measurable results
  11. 11. Kanban is an agile approach to change that focuses on visualization and limiting work to drive out bottlenecks and improvements Work is blocked Work is blocked Work is blocked Bottleneck Team is idle (3) (4) (3) (2) - Developers must put current work on-hold if a high severity defect is found in test. - 11 - - Work tickets must be reviewed once every two weeks. - Only 1 work ticket can be assigned to any tester at any given time. New Build Issue Support (6) System Maintenance Install/Patch Configure Data Load Verify Deploy IP Done IP Done IP Done IP Done (12) (5) (2) (1) (3) (3) Input Queue Test Done Development UAT Requirements & Analysis (8) IP Done IP Done IP Done IP Done B D Board Policies B
  12. 12. Kanban is supported by metrics and measurements to provide a measurable approach to validate improvements Time to Market KPIs Quality KPIs - 12 - Do Plan Check Act Kaizen Current Prior Trend Current Prior Trend Delivery Lead Time 5 days 8 days Blockers per Feature 1 0.5 Analysis / Dev. Cycle Time 3 days 5 days Blocker Cycle Time 1 day 1 day Test Cycle Time 1 day 1 day Defects per Feature 0.5 1 Wait Time Per Feature 1 day 2 day Defect Cycle Time 1 day 2 days Delivery Throughput 5/mth 5/mth Capacity Load 5 4 Feature Target Conformance % 25% 50% 1.2 1 0.8 0.6 0.4 0.2 0 Delivery Lead Time Jan Feb Mar Apr May Jun Jul 1.5 1.0 0.5 0.0 Delivery Throughput vs. Backlog Jan Feb Mar Apr May Jun Jul Delivery Throughput Backlog Issues & Defects per Feature 1.5 1 0.5 1.2 5 1.0 4 0.8 3 0.6 2 0.4 1 0.2 0.0 WIP per FTE Jan Feb Mar Apr May Jun Jul 0 Jan Feb Mar Apr May Jun Jul Blocker per Feature Defect per Feature 0 Jul Aug Sep Oct Nov Dec Jan
  13. 13. Agile from the trenches Story#1: Optimizing a service based organization
  14. 14. Public sector organization looking to optimize their consolidation strategy and not looking for big “A” agile change Dept. A Dept. B Dept. C Dept. D - 14 - Target Outcomes  Cost Reduction  Operational Efficiency  Economies of Scale But also at a cost… Undesirable Outcomes  Long delivery times  Decline in service responsiveness  Inconsistent execution Cluster Cluster Dept. A Dept. B Dept. C Dept. D IT Delivery Group A IT Delivery Group B IT Delivery Group C IT Delivery Group D IT Cluster IT Delivery Group A IT Delivery Group B IT Delivery Group C IT Delivery Group D Common Services How do we leverage our consolidation and get faster, better and cheaper?
  15. 15. Kanban was implemented for each service group to kickstart the improvement process and enable the organization to improve itself - 15 -
  16. 16. As a result, the Kanban systems allowed the organization to create real-time blueprints of how work flowed across the organization - 16 - Geographic Information Systems Geographic Information System (GIS) COE Completed this Quarter Work Packages Test Under Test GIS COE Plan and Build Requirements Design Develop Team JWAHD Requirements Design Build Team RPG Requirements Analysis / Design Build / Code Team KGSR Requirements Documentation Completed Data Class Work Cel Analysis / Design Work Package Intake and Prioritization Region East NRM Next Fiscal Mar 2012 Feb 2012 Jan 2012 This Month GIB Next Fiscal Mar 2012 Feb 2012 Jan 2012 This Month Support Tickets Data Application Regional North Next Fiscal Mar 2012 Feb 2012 Jan 2012 This Month Regional Central Next Fiscal Mar 2012 Feb 2012 Jan 2012 This Month Regional West Next Fiscal Mar 2012 Feb 2012 Jan 2012 This Month Data Classes Intake Work Package Request Processing Concept and Definition Support Requests Backlog In Progress Done Responded Next Fiscal Mar 2012 Feb 2012 Jan 2012 This Month In Progress Define Physical Design & Scripts for Dissemination DB LIO Implementation & Development SNIF Report Approval NRVIS Implementation & Development Promote to Test Ready for Test Ongoing Promote to Staging Ready for Production Completed Cancel ed / On Hold On Hold Cancel ed Defects Completed this Year Work Packages Completed Cancel ed / On Hold On Hold Cancel ed Defects This Month Next Month Later SD Required No SD Required Continuing Of Ramp In Progress New Work Package Partial y Done Underway New Work Package Partial y Done Underway New Work Package Partial y Done Underway New Work Package Partial y Done Underway New Work Package Partial y Done Underway Data Project Data Class Enhancement Review Completed In Progress Completed In Progress Completed Report Created Approval in Progress Approval Completed In Progress Completed Input Queue Analysis Required Development Queue In Progress Completed SRS Doc Test Case In Progress Client Review Sign-Of / Completed In Progress Review (Client / Dev / Arch) Completed In Progress Completed In Progress Waiting for Approval Done In Progress Done In Progress Client / BA Review Completed Application Data Class Team AA Team BN Team AA Team BN Iteration Completed Defect Found Application Data Class Ready for Stage Testing Stage Testing Application Data Class Production Sign-Of Resolved Postponed Resolved Postponed Archive Continuing Of Ramp Java Centre of Excellence In Progress Done In Progress Fix MRF Done Application Maintenance and Operations (AMO) Completed This Quarter Maintenance and Support AMO NRM Work Cell Delivery Work Support Tickets MRF Analyze Support Work Enhance / Adapt / Correct Work MRF In Progress Fix MRF Done Work Queue Coding Config Stage Testing App Release Work In Progress Promote to Test AMO NRM Next (Bi-Weekly) Within Next 2 Weeks Promote Verification Feedback Infrastructure / Software Work Planning and Work Package Definition Support Work Package Backlog Non-Support Work Package Backlog In Progress Done Concept and Ready for Planning and Analysis Definition / Consulting In Progress Later Next In Progress Done RFC / RFSE Process Project Based Work Internal M&S Work AMO NRM External Ready for Test Test External In Progress To Be Resolved AMO Work Packages Defects Completed This Year AMO Work Packages Defects Concept and Definition Requests Concept and Definition Consulting / Support Project- Based Work Internal M&S Project- Based Work Internal M&S Project- Based Work Internal M&S Project- Based Work Internal M&S On-Hold Work Packages Next (Monthly) Within Next 30 Days Assessment Prepare RFC Prepare RFSE Waiting for External Conduct Follow-Up Activities Next (Monthly) Within Next 30 Days Next (Monthly) Within Next 30 Days In Progress Done AMO NRM Ready for Test External Ready for Test AMO NRM External Ready for UAT UAT Testing Promote to Staging In Progress Done Promote to PRD Next (Bi-Weekly) Within Next 2 Weeks NRM Analysis / Support / Resolution External Analysis / Resolution Enhance / Adapt / Correct Work Needed for Resolution AMO Consulting Tickets Completed Completed Cancelled Resolved Postponed AMO Consulting Tickets Completed Completed Cancelled Resolved Postponed Work Packages Completed Cancel ed / On Hold Archive Procurement ASAN, RFS Preparation (& AAAN & SOW Preparation SSCPB) Distant To Do ASAN RFS SSCPB TBD Evaluation AAAN Prep & Circulation SOW Vendor On- Boarding Archive Projects RFS SOW Immediate To Do Request Assess Waiting Assessment Done In Progress Waiting for Legal, etc. Done In Progress Waiting (Review / Signatures) Done Waiting for Vendor Submission Evaluation Prep Waiting Evaluation Consolidating Eval. In Progress Waiting Legal Review Finalize In Progress Waiting for Signatures Done In Progress Done Projects RFS SOW SSCPB Java COE Completed Archive This Quarter Java Workflow System Testing UAT Java Migration / New Feature Preparation WP Test in Progress Requirements Analysis Infrastructure Setup Input Queue Backlog Next Implement Solution Architecture Work Define Detailed Requirements Technical Analysis Design Build WP Testing Build Documentation MRFs Code Promotion Work Packages Non Functional Testing Work Packages Promotion UAT Test Release Defects Completed This Year Work Packages Completed Cancel ed / On Hold Defects Completed Work Packages Defects Next Work Packages Work Packages Solution Engagement ITS Review Identify Options Staging Production Design Proof of Concept Done In Progress Business Feedback Review Done In Progress Done In Progress Done In Progress Done Code Review & Promotion WP Dev Completed & Ready for WP Test Review Fix In Progress Done Work Package Complete In Progress User Demonstration MRF Complete In Progress Done In Progress Fix Work Package Done In Progress Fix Work Package Done Ready for Promotion In Progress Done In Progress Done UAT Fix Prepare RFC RFC Submitted RFC Approved Resolved Postponed Resolved Postponed Resolved Defects Unresolved Defects Data Management and Reporting (DM&R) Data Management and Reporting Kanban BI / OLAP / OLTP New Build & Enhancement Data Extract Request Execution BI / OLAP / OLTP Other Work In Progress Review Application Support Work In Progress In Progress on Java Capability Board Tabular / Spatial Tabular / Spatial Projects or Enhancement Requirements Tabular / Spatial Data Loading Build / Load Tabular / Spatial Other Work In Progress Review Tabular / Spatial Support Work In Progress on GIS Capability Board Level 1 Issue Support Level 2 Issue Support & Data/App Maintenance Database Implementation / Maintenance Infrastructure & Software Instal /Upgrade/Deployment Instal / Config / Deploy / Verify (dev/test) Input Queue Delivery Work Concept Definition / Consulting Support Concept & Definition Concept & Definition Requests DM&R SD Required WP Request Form In Progress Done Review Progress C&D Consulting Support Business / Ministry Other Application Delivery Groups Internal DM&R Issue Support Analysis / Review Internal Instal / Configure / Deploy (prod) Internal Verify Internal Database Creation Instal /Patch Configure/Build Data Load Verify Internal Deploy to Prod Internal Analysis Coding / Configure Internal Test Internal UAT / Staging / Prod Prep Deploy to Prod Internal Verify Internal Analysis / Support / Resolution To Be Resolved Source Data Acquisition Internal Backup / Verify Internal Deploy to Prod (External) Internal Internal Requirements Review / Analysis Design / Build Test (External) Staging & Prod Prep Deploy to Prod Verify Internal BI / OLAP / OLTP Support Work Analysis Design / Build Internal (dev/test/prod) Review Internal Requirements Internal Requirements Review / Analysis Design / Build / Config Test UAT Deploy to Pro Internal Verify Internal Verify Completed This Quarter Work Packages Completed Cancel ed / On Hold Defects Completed This Year Work Packages Completed Cancel ed / On Hold Defects This Month Next Month Later In Progress Done Responded On Hold Within 4 Months Within 2 Months This Month Within 4 Months Within 2 Months This Month Within 4 Months Within 2 Months This Month Within 4 Months Within 2 Months This Month In Progress Done In Progress Done External In Progress Done External In Progress Done Client Verify In Progress Done In Progress Done In Progress Done In Progress Done In Progress Done Client Verify In Progress Done Non DM&R In Progress Done In Progress Done Non DM&R In Progress Done Non DM&R (Test Group) In Progress Done In Progress Done Non DM&R In Progress Done Non DM&R Internal Non DM&R Internal Non DM&R In Progress on AMO Capability Board In Progress Done In Progress Done Non DM&R In Progress Done Non DM&R In Progress Done Non DM&R In Progress Done Client Verify In Progress Done In Progress Done Promote to Test In Progress Done In Progress Done In Progress Done In Progress Done Client Verify In Progress on GIS Capability Board In Progress Done In Progress Done In Progress Done Non DM&R (prod) In Progress Done Client Verify In Progress Done Client Feedback In Progress Done Dev Ready In Progress Done Promote to Test In Progress Done Promote to UAT In Progress Done In Progress Done Non DM&R In Progress Done Client Verification Resolved Postponed Resolved Postponed Lotus Notes Maintenance and Operations Procurement Data Management and Reporting
  17. 17. Agile from the trenches: Story #2: Learn your way to product success
  18. 18. Financial Services Institution wanting to build a new innovative product for mobile payments - 18 - Phone manufacturers Banks NOT EXHAUSTIVE • Increase interchange revenues due to increased transactions • Increase revenues from more expensive hardware sales Issuers • Gain part of the interchange (e.g., through real-estate fees for SIM as Secure Element) • Create a parallel payments solution or participate in existing payments network (e.g., in-game purchases) Card Networks • Gain part of the interchange (e.g., by providing an eWallet) • Gain revenues from loyalty, couponing and ads (e.g., Google) • Convenience, ease-of- use and security Merchants Trusted Service Managers Mobile NFC Ecosystem MNOs Independent Players Consumers Acquirers OEMs (Handsets, Chips, etc.) OS / App Developers • Increase revenues from managed services • Reduce interchange cost • Real-time, location-based coupons / rewards to drive foot-traffic • Protect margins from interchange revenues • Retain control over payments space • Protect margins from interchange revenues • Create a parallel payments solution or participate in existing payments network (e.g., PayPal) • Increase customer loyalty (e.g., Starbucks) New product idea Generate a product hypothesis Extract assumptions Visualize and continuously validate Launch Minimum Viable Product Pursue or pivot with a new product hypothesis Lots of competitors and partners Complex ecosystem How do we apply agile to help us build the right product? The organization applied Lean Startup with Kanban to enable high agility and feedback in the product development lifecycle !
  19. 19. Key Partners Key Activities Product Key Metrics of What Key Activities does our Product Require (e.g. to Build, to Support, etc.)? Who are our Key Partners? Who are our key Suppliers? What is our Unique Value Proposition to our Customer Segments? What customer problem are we solving? What are the major features of our solution? Generating the hypothesis Market Validation Solution Delivery Lab Validation Pilot Roll-out Marketing Multiple iterations What Key Resources [People) and Capabilities [Process] does our Product leverage? Internal delivery team Legal/Marketing/ Finance Past products Customer: Fast payment, and conveniently available on a phone Merchant: Speed of processing customers through lines Issuer: Mobile innovation and new channel to communicate to debit users What are the key metrics that will tell us how our product is doing? 1-2 Issuers 1K customers 1-2 merchants 10%↑ Social Media 15%↑ Web Traffic What channels will be leveraged to have our Product reach our Customer Segments? Mobile App Branding & Advertising Partner Networks What are the most important costs drivers inherent in our Product? Product Market - 19 - Success Customer Segment Key Resources Place / Channel Development services offered as a white labeled solution by Partner X Software developer for SDK & Wallet provider Marketing agency to develop collateral for marketing campaign and PR Cost Price / Revenue What are our key customer segments and what are the unique requirements of each customer segment? End Customers Emotional spenders Mature pragmatists Merchants Acquirers Issuers Mobile Network Operators Development Test Tools Certification Scripting Marketing Legal Merchants willing to pay X Customers willing to pay Y Acquirers & Issuers willing to pay Z MNOs willing to pay A
  20. 20. Kanban was used to keep the team focused on validating experiments fast and accelerate the transfer to development Validation Backlog by common area Plan - 20 - Validation
  21. 21. Agile from the trenches: Story #3: Rebuild into an agile organization
  22. 22. Day 0: Lots of silos, poor delivery performance, inconsistent SDLC and urgency for real change drove an Agile Transformation 1 Manage IT delivery through - 22 - Tear down silos within their IT organization and setup co-located teams as delivery pods. Kanban and robust metrics. 2 Build a highly collaborative and trusting culture. Re-orient management and staff to leverage agile practices 3 4
  23. 23. Enterprise Kanban A dedicated, project level Kanban system for managers and executives The Kanban was used by Managers and executives to:  Visualize projects and maintenance releases  Engage in issue escalation/resolution through standups  Limit projects based on capacity - 23 -
  24. 24. Agile Kanban Pilot Projects Setting up cross functional teams using a mixture of story mapping, CRC modeling, planning poker alongside Kanban systems Project teams adopted agile practices to  Decompose work using Story Mapping and BDD  Manage projects based on velocity and user stories  Collaboratively estimate it introduced to planning poker  Facilitate collaborative design sessions using agile modeling techniques - 24 -
  25. 25. Putting it all together
  26. 26. We are seeing organizations overcome these challenges to start unlocking the full benefits of agile Observations of patterns of success  There is no one right “agile” approach – organizations need to adapt agile for their environment and adopt a learning based approach to figure out what works for them  Agile is more than just an SDLC – it’s a new way thinking and requires people to change their definition of success and way of working  Management needs help – managers are traditionally the execution engine of the organization and they need support in understanding the change in their role and management style  Double down on improving governance – getting agile right for pilots is easy, for organizational rollout we need a strong governance system that accelerates decision-making - 26 - and resolves problems fast  Dedicated support is essential – change is hard and long, the organization needs focused support to “coach” the people into how to learn their way to success Being agile is about delivering greater business value and not just following the process
  27. 27. How to get started or take your agile adoption to the next level? Start with where you are today and take a look at Kanban Approach - 27 - • Map out how technology delivery work flows through the organization from ideation to delivery / launch • Decompose the work into fine grained units of value (e.g., features, stories) • Balance demand versus capacity based on delivery commitments by limiting work-in-progress • Visualize work as it flows through the organization on a physical board • Limit total work in progress • Identify and eliminate bottlenecks in real-time within projects • Develop an evolutionary policy framework to support better performance and efficiency • Drive collaboration and encourage teams to improve the process • Implement metrics and measurements focused on customer value and build a quality management capability • Move towards greater predictability by continuously improving based on quantifiable metrics • Align reward and recognition systems to reinforce continuous improvement culture and adoption of new capabilities (longer term) Establish a System of Work Visualize the Work Continuously Improve
  28. 28. Thank you for your time Key contacts for Deloitte LEAN Alexis Hui Deloitte LEAN Co-Lead Manager – LEAN Practice alhui@deloitte.ca - 28 -

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