ASAS 2014 - Agile Projects doe not yield an effective IT business alignment

1. Klasien Postma, Solution Architect
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Agile projects do not yield an effective IT business alignment

2. Portfolio
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ERP + CRM
(Salesforce.com, Oracle, SAP)
Maatwerk
(Mobile, Smart Tech, GEO, Java, .Net, OpenSource)
Elastische infrastructuren
Advies & onder- steuning
(Vertical, Horizontal, Professional)
Applicatie Integratie & Middleware
(Integratie, Portalen, Proces- en regelsystemen)
Online
(Concepting, design)
Business Intelligence
(Bicc, Datawarehouse, Dashboards, Analytics)

3. Introduction – My architect roles …
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4. … in the public sector
 Council for the Judiciary (spir-it)
 Tax authority
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5. Trends in the public sector
Centralization: fewer offices
Specialization: shared service centers
IT: Governance, demand, supply
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6. Current objectives public sector
Business
-Shorter and simpler procedures
-Better accessibility, understandability
IT-development
Reduced time-to-market, small projects
Engaged business, happy end-users
Principles
Service oriented
Re-use, before buy, before build
Standardized building blocks
One-off creation, multiple use
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7. 7
Natural reflex: introduce new method

8. But…how to implement into large organizations
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9. Scaled Agile Framework TM (SAFe) – Tax authority
Original concepts from Dean Leffingwell: www.scaledagileframework.com
Backlogs:
−Portfolio-backlog  Epics
−Program-backlog  Features
−Team-backlog  Stories, Spikes
Implementation:
−Step by step started in May 2014
−Started with two projects of the business demand-unit ‘IM Surcharges’
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10. POTs and SOTs
−POT (product development team): chain oriented, business value, project scope
−SOT (service development team): component oriented, quality & re-usability, cross- project scope
Backlogs:
−Company-backlog
−Project-backlog
−Service-backlog
−Architecture-backlog
Implementation:
−Step by step, started in February 2013
−Started with supply-unit Spir-it
−Reorganization design- and development-teams
POTs and SOTs – Council for the Judiciary (spir-it)
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11. Challenges

12. 1. ‘During the renovation, the store remains open’
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Think big, act small; improve during implementation

13. 2. Another framework to integrate
Manage expectations: small steps and achievements
Convince the organization, use agile-coaches
Be aware Agile requires a new mindset
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14. 2. Another framework to integrate
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Scrum:
•Product back-log
•Sprint back-log
•Product Increment
•Burndown chart
Think lean:
•Who needs the document?
•Why does she/he need it?
•What’s the value to him/her?
•What if the document is missing?

15. 3. Many teams, scrum and waterfall
Create teams with a broad range of skills, max 10 persons
Stubs, don’t wait with physical integration till the end of iteration
Product-owner (little time, flexible working hours, dislocated)
−Joins Daily-standups as much as possible (minimum once a week)
−Joins all milestone meetings (Sprint-planning, Demo and Review)
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16. 4. Architecture and Agile/scrum
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Why?
To serve organizational interests
To keep cross-project scope
To outline a global overview

17. 4. Architecture and Agile/scrum
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What
Who
When
Domain architecture
Domain architect
Long term planning
‘Project start architecture’
Project architect
Project initiation
Architecture implementation
IT-architect
Sprints
Architecture control and changes
Project architect
Sprints

18. Issue
Demand, Supply, Business don’t act as partners
Users are referred to as clients, not colleagues
Supply is not considered as a business partner
Many prejudices, low trust
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Next challenge: how to involve the business

19. Next challenge: how to involve the business
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Most important: collaboration based on equality and trust
Business
Demand
Supply

20. Improve collaboration
Business
Business = IT
Dig into automated processes too
Don’t be averse to IT
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21. Improve collaboration
Demand
It starts with operations: reality differs from theory
Involve end-users to make specifications
Don’t consider IT as difficult
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22. Improve collaboration
Supply
Invite eg. real users for the demo
Visit specification meetings
Focus on simple explanation
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23. Conclusion
Effective adoption of
business reality into IT solutions
requires a mindset beyond
thinking in models and
predefined patterns.
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Questions?

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