Agile as a Change Enabler

1. Agile as a Change Enabler 11th Annual Insurance-Canada.ca Technology Conference (2013) Presented by: Andrew Pitt VP, Financial Services Intelliware Development Inc. © 2014 Intelliware Development Inc.

4. www.intelliware.com The Agile Manifesto “Agile” is defined by the “Manifesto for Agile Software Development” as: • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan 4© 2014 Intelliware Development Inc.

5. www.intelliware.com Why do Agile? Agile development focuses on: • Customer satisfaction, working software and delivery of value. • Facilitating changing requirements, even late in the project. • Communication and collaboration. • Sustainable pace of change. 5© 2014 Intelliware Development Inc.

7. www.intelliware.com The business side Agile is also about effective business change management: • Manage risk by focusing on business priorities • Turn big ideas into concrete smaller components • Expect business value regularly • Get comfortable with not getting everything at once 7© 2014 Intelliware Development Inc.

9. www.intelliware.com Why does technology change fail? Studies show time and again the top reasons technology projects fail are: • Lack of end-user involvement • Poor/changing requirements • Unrealistic schedules • Inflexible and bloated processes 9© 2014 Intelliware Development Inc.

10. www.intelliware.com Establish a vision and trust First find the vision and then trust the path will be found • Business and technology are now intertwined • Do enough discovery and planning to identify the future state and direction • Trust in the people, process and technology to get started • Guiding principles articulate the vision without locking down the solution 10© 2014 Intelliware Development Inc.

11. www.intelliware.com Manage risk Technology projects are fundamentally a risk management exercise • It’s about planning, not the plan • Break things into manageable pieces • Disciplined process bring delivery reliability and anchors the project • Manage risk actively, not just through “mitigation plans” 11© 2014 Intelliware Development Inc.

12. www.intelliware.com Deliver early and often Projects need to deliver quickly to establish credibility, and then keep going • Agile roadmaps are a great way to contain the discovery phase • We like to have something (even a prototype) in 30 days or less • Focus on business value and priorities to • Continuous delivery is key to avoiding “late in the game” surprises 12© 2014 Intelliware Development Inc.

13. www.intelliware.com Process and technology enablers A few key Agile process and technology enablers to consider: • Design seed, standards and simplicity • Collaboration (Stand-ups, code sharing, retrospectives) • Automation (Build, test, and deploy) • Continuous Integration and Deployment 13© 2014 Intelliware Development Inc.

15. www.intelliware.com Case Study: Agile Planning for ECM Problem: Company with a myriad of systems and data sources for supporting business processes and no Enterprise Content Management (ECM) strategy. Multiple failed attempts to get a project off the ground. Solution: Conducted a roadmap using Agile story writing to develop the high level vision, scope, technology solution and plan (estimates and timeline) based on prioritized business requirements. Outcome: A business case was developed for a Phase I project that would address the high priority business needs, lay the foundation for the longer term solution and drive ROI to help fund future phases. 15© 2014 Intelliware Development Inc.

16. www.intelliware.com Case Study: Incremental Re-platforming Problem: Company saddled with a cumbersome legacy back office platform. Multi-year discussions on re-platforming without ever building a business case. Solution: Tackled claims management as a high priority area. Used agile practices to manage a large build and integration project. Outcome: An award winning solution solved a pressing business need. Early and often delivery used to gain confidence in the new path forward. 16© 2014 Intelliware Development Inc.

17. www.intelliware.com Case Study: Mobile Strategy Problem: Company with multiple product lines was falling behind the competition without any mobile offering. Debate internally on what to offer was preventing action. Solution: Listening to the business and customers, an Agile roadmap was used to determine the right technology solution for the future state and what product line to tackle first. Outcome: The company has a mobile offering that satisfies the largest user group and is providing real feedback for moving forward. Technology platform is being proven and adjusted as appropriate. 17© 2014 Intelliware Development Inc.

18. www.intelliware.com Getting Started A few thoughts on how to get started (or maybe get unstuck?): • Pick a project with the right ingredients • There is no perfect approach • Give people the tools • Educate, but don’t procrastinate 18© 2014 Intelliware Development Inc.