Implementing an enterprise system at
Suncorp using Agile development
James Couzens
Solution Architect, Suncorp
James.couze...
Background

• A word about my sponsor – Suncorp
• The Agile change programme at Suncorp
• Guidewire ClaimCenter
• How I fi...
A tale of two projects

• Claims Business Model (CBMP)
• Focus on new business process
• Agile because of vendor preferenc...
Retrospective
                           Learning
• What worked well         • Cross team stand-ups
                      ...
Retrospective

• What worked well
• Strong business engagement
 • Wide stakeholder group
             Learning
           ...
Retrospective

• What worked well
• Strong business engagement
• Wide stakeholder group



• What didn’t
• Co-ordinating w...
Retrospective

• What worked well
• Strong business engagement
• Wide stakeholder group

                                 ...
A far, far better thing …

• JV Household and Imaging
• Single code base
• Analysis started 5 months before CBMP live
• Wa...
Retrospective
                                       Learning
                                       • Reasoning gets lost...
Retrospective

• What worked well
• Considered an example of Agile success
• Automated testing
 • Co-ordination of integra...
Retrospective

• What worked well
• Considered an example of Agile success
• Automated testing
 • Co-ordination of integra...
Retrospective

• What worked well                   Will they never
 • Considered an example of Agile success
            ...
Concluding remarks

• Experience typical of enterprise Agile
• Take the business on the journey
• Communicate, communicate...
Questions




For more detail see the conference paper
                                           14
Lessons learned implementing an enterprise system at Suncorp using an Agile development method
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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 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

  1. 1. Implementing an enterprise system at Suncorp using Agile development James Couzens Solution Architect, Suncorp James.couzens@suncorp.com.au 15 April 2009
  2. 2. 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
  3. 3. 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
  4. 4. 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
  5. 5. 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
  6. 6. 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
  7. 7. 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
  8. 8. 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
  9. 9. 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
  10. 10. 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
  11. 11. 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
  12. 12. 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
  13. 13. 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
  14. 14. Questions For more detail see the conference paper 14

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