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Yonix presents: Building the world's most sophisticated tb eradication software solution

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Building the world's most sophisticated TB eradication software solution.

In 2009 the Animal Health Board (AHB), who are responsible for managing New Zealand's bovine tuberculosis (bovine TB) programme, arguably completed one of the most successful software development projects in New Zealand.

The project was a great success story, delivered on time, within budget and was functionally fit for its purpose. The project took top honours at the 2008 Computerworld Awards for Excellence, winning both the Overall Excellence in the Use of ICT award and the Innovative Use of ICT award.

What distinguished this project from the typical software development project? And what role did the business analysts play in determining the success of this project?

Learning Outcomes:

• Factors critical to the success of software development projects
• How to achieve excellence in requirements and analysis
• Using business analysis to create success of software development projects

Published in: Technology, Business
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Yonix presents: Building the world's most sophisticated tb eradication software solution

  1. 1. Building the world's most sophisticated TB eradication software solution <br />A case study on how business analysis ensured the success of Animal Health Board's (AHB) VectorNet software development project.<br />Presented By Jody Bullen<br />
  2. 2. <ul><li>10+ Years Working in Software Development
  3. 3. Worked on both technical and business teams
  4. 4. Variety of projects
  5. 5. Lead Technical and Business Analyst on VectorNet project
  6. 6. Founder and CEO of Yonix</li></ul>Introduction <br />
  7. 7. <ul><li>Passionate about well run and successful IT software projects.
  8. 8. Frustrated with project failure rates.
  9. 9. ‘Calm’ a business software solution, focused on supporting the early phases of projects where critical business and technical requirements are developed.
  10. 10. Used commercially for over 3 years.
  11. 11. Used in Animal Health Board’s VectorNet project
  12. 12. Q4 2010, ‘Calm 2.0’Software-as-Service (SaaS)</li></ul>Introduction - Yonix<br />
  13. 13. Scope<br />
  14. 14. <ul><li>AHB - www.tbfree.org.nz
  15. 15. Other vendors involved:
  16. 16. Hunter Group (Project Management and Consultancy Services)
  17. 17. Microsoft (Consultancy Services)
  18. 18. Datacom (Software Development Services)
  19. 19. EGL (Enterprise GIS Services, including Software Development Services)
  20. 20. Eagle Technology (Enterprise GIS Services, including Software Development Services)</li></ul>Acknowledgments<br />
  21. 21. <ul><li>Introduction to Animal Health Board (AHB)
  22. 22. VectorNet
  23. 23. Business Case
  24. 24. Approach
  25. 25. Role and responsibilities of Business Analysts
  26. 26. Critical Success Factors
  27. 27. Process Improvements</li></ul>Agenda<br />
  28. 28. <ul><li>It is one of  New Zealand’s most serious animal health problems, affecting domestic cattle and deer herds throughout the country
  29. 29. TB is a threat…
  30. 30. humans can become infected with it
  31. 31. negative consumer perceptions and adverse market reactions
  32. 32. Transmission of TB is mainly by close contact between animals
  33. 33. An organism that carries or transfers a disease is called a Vector
  34. 34. Possums and ferrets are the main vectors for bovine TB in cattle and deer.
  35. 35. About 80% of TB infection in cattle and deer is caused by contact with wildlife vectors.</li></ul>What is Bovine Tuberculosis (TB) ?<br />
  36. 36. <ul><li>The Animal Health Board’s mission is to eradicate TB from New Zealand
  37. 37. Protect NZ $6billion meat, dairy and venison industry
  38. 38. Achieve TB free status by 2013
  39. 39. Non-profit incorporated society funded by industry stakeholders, local and central government
  40. 40. Annual expenditure $80m</li></ul>Animal Health Board Inc (AHB)<br />
  41. 41. <ul><li>Disease control </li></ul>Management of TB in cattle and deer herds<br /><ul><li>Vector control </li></ul>Control/eradication of TB in wildlife vectors <br /> (mainly possums and ferrets)<br /><ul><li>Research</li></ul>Animal Health Board Inc (AHB)<br />
  42. 42. <ul><li>Achieve NPMS objectives earlier
  43. 43. Optimise the vector control programme
  44. 44. Improving control and visibility
  45. 45. Reducing business risk
  46. 46. Supporting the whole vector programme
  47. 47. Providing the right functionality
  48. 48. Reduce administration costs
  49. 49. Support business change</li></ul>Business Case<br />
  50. 50. <ul><li>Initial four month requirements gathering and scoping
  51. 51. Process rather than a documentation exercise
  52. 52. Extensive stakeholder involvement
  53. 53. Documented business processes, high level, detailed and some non-functional (Quality Assurance) requirements
  54. 54. Documented and managed relationships between requirements
  55. 55. Requirements and business processes reviewed and signed-off
  56. 56. Business case prepared
  57. 57. AHB board approval </li></ul>Approach: Requirements Gathering<br />
  58. 58. <ul><li>Risk
  59. 59. Criticality
  60. 60. Size
  61. 61. Accountability
  62. 62. Timing
  63. 63. Availability of key stakeholders
  64. 64. Flexible / Facilitated Change
  65. 65. Improve Quality & Value (ROI)</li></ul>Approach: Influential Factors <br />
  66. 66. Approach: Influential Factors <br />Adapted from: Boehm & Turner’ s White paper titled ‘Observations on Balancing Discipline and Agility’<br />
  67. 67. <ul><li>Balanced Agility with Discipline
  68. 68. Process driven
  69. 69. Single Information Repository
  70. 70. Divided project into manageable stages
  71. 71. Continually re-prioritised and analysed business needs</li></ul>Approach<br />
  72. 72. <ul><li>Co-located
  73. 73. Open, informal and regular communication
  74. 74. No blame culture
  75. 75. Disciplined, but creative
  76. 76. Promoted continuous improvement
  77. 77. Learning and mentoring
  78. 78. Supportive
  79. 79. Fun
  80. 80. High Visibility</li></ul>Approach: Environment & Culture<br />
  81. 81. Approach: Project Team and Governance Structure<br />
  82. 82. <ul><li>One Lead BA
  83. 83. Two Senior BA’s </li></ul> (One Technical, One Business)<br /><ul><li>Three BA’s
  84. 84. Reporting directly to Project Manager</li></ul>Business Analysts Team Structure<br />
  85. 85. <ul><li>Stakeholder Management
  86. 86. Business Processes
  87. 87. Requirements Management & Planning
  88. 88. Detailed/Design Specifications
  89. 89. Release Management
  90. 90. Business Change
  91. 91. Training
  92. 92. First Line Business Support</li></ul>Business Analyst Responsibilities<br />
  93. 93. <ul><li>Clarified existing requirements with stakeholders
  94. 94. Identified and communicated high-level changes
  95. 95. Finalised scope of release
  96. 96. Created Interface/Web page designs
  97. 97. Documented detailed specifications and requirements
  98. 98. Identified defects to resolve
  99. 99. Reviewed design with business stakeholders
  100. 100. Release pack released</li></ul>Business Analyst Release Process<br />
  101. 101. <ul><li>Release Summary
  102. 102. Related Documents
  103. 103. Requirements
  104. 104. Screen/Interface Designs and Specifications
  105. 105. Defects, Enhancements</li></ul>Release Packs<br />
  106. 106. Business Analyst Release Process<br />Release<br />Ready for <br />Development<br />Development <br />Estimations<br />High Level <br />Testing Plan and <br />Estimation<br />Quality Gate<br />
  107. 107. <ul><li>Comprehensive Testing Coverage
  108. 108. Systems Testing
  109. 109. User Acceptance Testing (UAT)
  110. 110. Strict Release Criteria</li></ul>Software Testing and Release<br />
  111. 111. <ul><li>Delivered what the business needed(which is not the same as what they asked for)
  112. 112. Finished on time
  113. 113. < 1% over budget
  114. 114. Provided greater benefit than anticipated
  115. 115. It is estimated that VectorNet will save $30 million in its first decade
  116. 116. Won three industry awards </li></ul>The Result<br />
  117. 117. <ul><li>Tangible
  118. 118. Reduce duplication
  119. 119. Increase efficiency and effectiveness
  120. 120. Future proofing
  121. 121. Intangible
  122. 122. Increase visibility of decisions
  123. 123. Improve consistency, accuracy and timeliness
  124. 124. Improve access to information
  125. 125. Consistent, flexible and robust process</li></ul>Cost Benefits<br />
  126. 126. <ul><li>People
  127. 127. Right people
  128. 128. Team focused
  129. 129. Complimentary
  130. 130. Environment
  131. 131. Co-located
  132. 132. Open and informal
  133. 133. Supportive and focused</li></ul>Key Success Factors<br />
  134. 134. <ul><li>User involvement and management buy-in
  135. 135. Frequent and regular releases
  136. 136. Focus on quality and value
  137. 137. Process driven
  138. 138. A software solution that supported and enforced processes</li></ul>Key Success Factors<br />
  139. 139. <ul><li>Terminology
  140. 140. Supporting business change
  141. 141. Training, Knowledge Transfer
  142. 142. Reference Data
  143. 143. Environments</li></ul>Issues<br />
  144. 144. <ul><li>Test scripts through analysis
  145. 145. Improved communication of scope changes</li></ul>What we would do differently<br />
  146. 146. If you would like to:<br /><ul><li> know more about us,
  147. 147. receive our newsletter, or
  148. 148. learn more about our products.</li></ul>Please register at:<br />www.yonix.com<br />Register with Yonix<br />
  149. 149. ?<br />Questions<br />Jody Bullen<br />Jody.bullen@yonix.com<br />

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