Enviar búsqueda
Cargar
Agile IT - A value driven approach to IT delivery final
•
2 recomendaciones
•
947 vistas
HML Ltd
Seguir
Tecnología
Empresariales
Denunciar
Compartir
Denunciar
Compartir
1 de 15
Descargar ahora
Descargar para leer sin conexión
Recomendados
Addressing Today's Challenges in Application Development
Addressing Today's Challenges in Application Development
Micro Focus
Day 1 p3 - project and portfolio management
Day 1 p3 - project and portfolio management
Lilian Schaffer
"Implementing a lean approach in IT operations and infrastructure" by Philipp...
"Implementing a lean approach in IT operations and infrastructure" by Philipp...
Institut Lean France
COBIT 5 & 4.1 Comparison
COBIT 5 & 4.1 Comparison
Anthony Dehnashi
What is EA In a Nutshell
What is EA In a Nutshell
Anthony Dehnashi
IBM Private Cloud
IBM Private Cloud
Sam Garforth
Cobit 4.1 Highlights
Cobit 4.1 Highlights
geoffharmer
Cobit5 introduction
Cobit5 introduction
Tatto Sugiopranoto
Recomendados
Addressing Today's Challenges in Application Development
Addressing Today's Challenges in Application Development
Micro Focus
Day 1 p3 - project and portfolio management
Day 1 p3 - project and portfolio management
Lilian Schaffer
"Implementing a lean approach in IT operations and infrastructure" by Philipp...
"Implementing a lean approach in IT operations and infrastructure" by Philipp...
Institut Lean France
COBIT 5 & 4.1 Comparison
COBIT 5 & 4.1 Comparison
Anthony Dehnashi
What is EA In a Nutshell
What is EA In a Nutshell
Anthony Dehnashi
IBM Private Cloud
IBM Private Cloud
Sam Garforth
Cobit 4.1 Highlights
Cobit 4.1 Highlights
geoffharmer
Cobit5 introduction
Cobit5 introduction
Tatto Sugiopranoto
Légkondícionáló
Légkondícionáló
LNA Group Kft Klímaszerelés
Thackeray ehfi sefs8
Thackeray ehfi sefs8
Lancaster University
Geo
Geo
EMERSON TORRES SOLANO
Law of sacrifice
Law of sacrifice
Neel Bajpai
Buscadores
Buscadores
alexis caicedo
Stamp album 1
Stamp album 1
Shafeeq Maipady
Становище на НПНПО по Стратегия за НПО
Становище на НПНПО по Стратегия за НПО
CIL - Sofia
Hoa phuong
Hoa phuong
seophuong
Report of linuxcon japan 2013
Report of linuxcon japan 2013
Naruto TAKAHASHI
Guns_in_the_Workplace
Guns_in_the_Workplace
Parsons Behle & Latimer
05.63 JAVA SE_java button final
05.63 JAVA SE_java button final
Jefri Fahrian
Cibes lift's presentation at BIMobject LIVe 2014
Cibes lift's presentation at BIMobject LIVe 2014
BIMobject
Biso report presentation
Biso report presentation
BISO Developments
Interest only pilot v3 14.12.12
Interest only pilot v3 14.12.12
HML Ltd
מסחר באופציות מעוף
מסחר באופציות מעוף
Alon Sela
Ecoetiquetes tipo i
Ecoetiquetes tipo i
SoledadVegaGonzalez
Freshwater Matters October2013
Freshwater Matters October2013
Lancaster University
P.1
P.1
Ferdinand Hutabarat
Roca Groups presentation on BIMobject LIVe 2014
Roca Groups presentation on BIMobject LIVe 2014
BIMobject
Trong hoa lan ho diep
Trong hoa lan ho diep
seophuong
Dit yvol2iss22
Dit yvol2iss22
Rick Lemieux
Innovation& it service_management_v1.2
Innovation& it service_management_v1.2
Ersen çelebi
Más contenido relacionado
Destacado
Légkondícionáló
Légkondícionáló
LNA Group Kft Klímaszerelés
Thackeray ehfi sefs8
Thackeray ehfi sefs8
Lancaster University
Geo
Geo
EMERSON TORRES SOLANO
Law of sacrifice
Law of sacrifice
Neel Bajpai
Buscadores
Buscadores
alexis caicedo
Stamp album 1
Stamp album 1
Shafeeq Maipady
Становище на НПНПО по Стратегия за НПО
Становище на НПНПО по Стратегия за НПО
CIL - Sofia
Hoa phuong
Hoa phuong
seophuong
Report of linuxcon japan 2013
Report of linuxcon japan 2013
Naruto TAKAHASHI
Guns_in_the_Workplace
Guns_in_the_Workplace
Parsons Behle & Latimer
05.63 JAVA SE_java button final
05.63 JAVA SE_java button final
Jefri Fahrian
Cibes lift's presentation at BIMobject LIVe 2014
Cibes lift's presentation at BIMobject LIVe 2014
BIMobject
Biso report presentation
Biso report presentation
BISO Developments
Interest only pilot v3 14.12.12
Interest only pilot v3 14.12.12
HML Ltd
מסחר באופציות מעוף
מסחר באופציות מעוף
Alon Sela
Ecoetiquetes tipo i
Ecoetiquetes tipo i
SoledadVegaGonzalez
Freshwater Matters October2013
Freshwater Matters October2013
Lancaster University
P.1
P.1
Ferdinand Hutabarat
Roca Groups presentation on BIMobject LIVe 2014
Roca Groups presentation on BIMobject LIVe 2014
BIMobject
Trong hoa lan ho diep
Trong hoa lan ho diep
seophuong
Destacado
(20)
Légkondícionáló
Légkondícionáló
Thackeray ehfi sefs8
Thackeray ehfi sefs8
Geo
Geo
Law of sacrifice
Law of sacrifice
Buscadores
Buscadores
Stamp album 1
Stamp album 1
Становище на НПНПО по Стратегия за НПО
Становище на НПНПО по Стратегия за НПО
Hoa phuong
Hoa phuong
Report of linuxcon japan 2013
Report of linuxcon japan 2013
Guns_in_the_Workplace
Guns_in_the_Workplace
05.63 JAVA SE_java button final
05.63 JAVA SE_java button final
Cibes lift's presentation at BIMobject LIVe 2014
Cibes lift's presentation at BIMobject LIVe 2014
Biso report presentation
Biso report presentation
Interest only pilot v3 14.12.12
Interest only pilot v3 14.12.12
מסחר באופציות מעוף
מסחר באופציות מעוף
Ecoetiquetes tipo i
Ecoetiquetes tipo i
Freshwater Matters October2013
Freshwater Matters October2013
P.1
P.1
Roca Groups presentation on BIMobject LIVe 2014
Roca Groups presentation on BIMobject LIVe 2014
Trong hoa lan ho diep
Trong hoa lan ho diep
Similar a Agile IT - A value driven approach to IT delivery final
Dit yvol2iss22
Dit yvol2iss22
Rick Lemieux
Innovation& it service_management_v1.2
Innovation& it service_management_v1.2
Ersen çelebi
HCLT Whitepaper: Legacy Modernization
HCLT Whitepaper: Legacy Modernization
HCL Technologies
Technological Breakthroughs in 2011 and Beyond
Technological Breakthroughs in 2011 and Beyond
USAID CEED II Project Moldova
Tan catersteel toleman_50_2
Tan catersteel toleman_50_2
Dr. SURAJ KUMAR MUKTI
Using Agile Methods In Financial Sservices
Using Agile Methods In Financial Sservices
Gian Mahil
How to Build a Strategic Transformation Practice
How to Build a Strategic Transformation Practice
James Woolwine
DevOps - The Future of Application Lifecycle Automation
DevOps - The Future of Application Lifecycle Automation
Gunnar Menzel
ETPM3
ETPM3
PMI2011
Dit yvol4iss22
Dit yvol4iss22
Rick Lemieux
PMI-ACP Lesson 01 Nugget 1 Introduction to Agile
PMI-ACP Lesson 01 Nugget 1 Introduction to Agile
Thanh Nguyen
Lean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette
Lean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette
Agile Montréal
Flex mode framework architectural overview v 2.1 19-08-2013
Flex mode framework architectural overview v 2.1 19-08-2013
Sukumar Daniel
IT Infrastructure Outsourcing Helps Shell Lower Costs, Drive Increased Effici...
IT Infrastructure Outsourcing Helps Shell Lower Costs, Drive Increased Effici...
Information Services Group (ISG)
Company Profile Aug 2016_V3 1
Company Profile Aug 2016_V3 1
WAN MOHD FARHAN WAN MOHD FUAAD
So You Established a Mobile Strategy….What’s Next?
So You Established a Mobile Strategy….What’s Next?
InnoTech
Cognizant Presentation for Task 1.pptx
Cognizant Presentation for Task 1.pptx
qqsw1
Cognizant Presentation for Task 1.pptx
Cognizant Presentation for Task 1.pptx
MannuMatamAkash
Cloud Computing and the Changing IT Model
Cloud Computing and the Changing IT Model
Kaali Dass PMP, PhD.
Common d ashboards
Common d ashboards
KristinaGutierrez9
Similar a Agile IT - A value driven approach to IT delivery final
(20)
Dit yvol2iss22
Dit yvol2iss22
Innovation& it service_management_v1.2
Innovation& it service_management_v1.2
HCLT Whitepaper: Legacy Modernization
HCLT Whitepaper: Legacy Modernization
Technological Breakthroughs in 2011 and Beyond
Technological Breakthroughs in 2011 and Beyond
Tan catersteel toleman_50_2
Tan catersteel toleman_50_2
Using Agile Methods In Financial Sservices
Using Agile Methods In Financial Sservices
How to Build a Strategic Transformation Practice
How to Build a Strategic Transformation Practice
DevOps - The Future of Application Lifecycle Automation
DevOps - The Future of Application Lifecycle Automation
ETPM3
ETPM3
Dit yvol4iss22
Dit yvol4iss22
PMI-ACP Lesson 01 Nugget 1 Introduction to Agile
PMI-ACP Lesson 01 Nugget 1 Introduction to Agile
Lean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette
Lean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette
Flex mode framework architectural overview v 2.1 19-08-2013
Flex mode framework architectural overview v 2.1 19-08-2013
IT Infrastructure Outsourcing Helps Shell Lower Costs, Drive Increased Effici...
IT Infrastructure Outsourcing Helps Shell Lower Costs, Drive Increased Effici...
Company Profile Aug 2016_V3 1
Company Profile Aug 2016_V3 1
So You Established a Mobile Strategy….What’s Next?
So You Established a Mobile Strategy….What’s Next?
Cognizant Presentation for Task 1.pptx
Cognizant Presentation for Task 1.pptx
Cognizant Presentation for Task 1.pptx
Cognizant Presentation for Task 1.pptx
Cloud Computing and the Changing IT Model
Cloud Computing and the Changing IT Model
Common d ashboards
Common d ashboards
Más de HML Ltd
IFRS9 white paper - Credit Today and HML
IFRS9 white paper - Credit Today and HML
HML Ltd
March 2015 UK Commercial Bulletin
March 2015 UK Commercial Bulletin
HML Ltd
March 2015 Ireland Commercial Bulletin
March 2015 Ireland Commercial Bulletin
HML Ltd
IFRS9; the challenges mortgage portfolio owners face
IFRS9; the challenges mortgage portfolio owners face
HML Ltd
February 2015 UK Commercial Bulletin
February 2015 UK Commercial Bulletin
HML Ltd
November 2014 UK Commercial Bulletin
November 2014 UK Commercial Bulletin
HML Ltd
November 2014 Ireland Commercial Bulletin
November 2014 Ireland Commercial Bulletin
HML Ltd
October 2014 Ireland Commercial Bulletin
October 2014 Ireland Commercial Bulletin
HML Ltd
October 2014 UK Commercial Bulletin
October 2014 UK Commercial Bulletin
HML Ltd
September 2014 UK Commercial Bulletin
September 2014 UK Commercial Bulletin
HML Ltd
Addressing the issue of mortgage arrears in Ireland: a good practice guide fr...
Addressing the issue of mortgage arrears in Ireland: a good practice guide fr...
HML Ltd
HML's Interest-Only Mortgages Presentation to the Building Societies Associat...
HML's Interest-Only Mortgages Presentation to the Building Societies Associat...
HML Ltd
Dealing fairly with interest-only customers; a good practice guide from HML -...
Dealing fairly with interest-only customers; a good practice guide from HML -...
HML Ltd
Destination 100%: the evolutionary journey to a total quality concept in the ...
Destination 100%: the evolutionary journey to a total quality concept in the ...
HML Ltd
HML Mortgage Investor Report
HML Mortgage Investor Report
HML Ltd
Destination 100%: The evolutionary journey to a total quality concept in the ...
Destination 100%: The evolutionary journey to a total quality concept in the ...
HML Ltd
Ireland mortgage arrears: revised CCMA
Ireland mortgage arrears: revised CCMA
HML Ltd
Securitisation and Standby Servicing - a strategic solution from HML
Securitisation and Standby Servicing - a strategic solution from HML
HML Ltd
MMR and the implications for Mortgage Origination
MMR and the implications for Mortgage Origination
HML Ltd
The evolution of arrears
The evolution of arrears
HML Ltd
Más de HML Ltd
(20)
IFRS9 white paper - Credit Today and HML
IFRS9 white paper - Credit Today and HML
March 2015 UK Commercial Bulletin
March 2015 UK Commercial Bulletin
March 2015 Ireland Commercial Bulletin
March 2015 Ireland Commercial Bulletin
IFRS9; the challenges mortgage portfolio owners face
IFRS9; the challenges mortgage portfolio owners face
February 2015 UK Commercial Bulletin
February 2015 UK Commercial Bulletin
November 2014 UK Commercial Bulletin
November 2014 UK Commercial Bulletin
November 2014 Ireland Commercial Bulletin
November 2014 Ireland Commercial Bulletin
October 2014 Ireland Commercial Bulletin
October 2014 Ireland Commercial Bulletin
October 2014 UK Commercial Bulletin
October 2014 UK Commercial Bulletin
September 2014 UK Commercial Bulletin
September 2014 UK Commercial Bulletin
Addressing the issue of mortgage arrears in Ireland: a good practice guide fr...
Addressing the issue of mortgage arrears in Ireland: a good practice guide fr...
HML's Interest-Only Mortgages Presentation to the Building Societies Associat...
HML's Interest-Only Mortgages Presentation to the Building Societies Associat...
Dealing fairly with interest-only customers; a good practice guide from HML -...
Dealing fairly with interest-only customers; a good practice guide from HML -...
Destination 100%: the evolutionary journey to a total quality concept in the ...
Destination 100%: the evolutionary journey to a total quality concept in the ...
HML Mortgage Investor Report
HML Mortgage Investor Report
Destination 100%: The evolutionary journey to a total quality concept in the ...
Destination 100%: The evolutionary journey to a total quality concept in the ...
Ireland mortgage arrears: revised CCMA
Ireland mortgage arrears: revised CCMA
Securitisation and Standby Servicing - a strategic solution from HML
Securitisation and Standby Servicing - a strategic solution from HML
MMR and the implications for Mortgage Origination
MMR and the implications for Mortgage Origination
The evolution of arrears
The evolution of arrears
Último
Exploring the Future Potential of AI-Enabled Smartphone Processors
Exploring the Future Potential of AI-Enabled Smartphone Processors
debabhi2
Slack Application Development 101 Slides
Slack Application Development 101 Slides
praypatel2
Mastering MySQL Database Architecture: Deep Dive into MySQL Shell and MySQL R...
Mastering MySQL Database Architecture: Deep Dive into MySQL Shell and MySQL R...
Miguel Araújo
Powerful Google developer tools for immediate impact! (2023-24 C)
Powerful Google developer tools for immediate impact! (2023-24 C)
wesley chun
Raspberry Pi 5: Challenges and Solutions in Bringing up an OpenGL/Vulkan Driv...
Raspberry Pi 5: Challenges and Solutions in Bringing up an OpenGL/Vulkan Driv...
Igalia
Scaling API-first – The story of a global engineering organization
Scaling API-first – The story of a global engineering organization
Radu Cotescu
The Codex of Business Writing Software for Real-World Solutions 2.pptx
The Codex of Business Writing Software for Real-World Solutions 2.pptx
Malak Abu Hammad
Finology Group – Insurtech Innovation Award 2024
Finology Group – Insurtech Innovation Award 2024
The Digital Insurer
Factors to Consider When Choosing Accounts Payable Services Providers.pptx
Factors to Consider When Choosing Accounts Payable Services Providers.pptx
Katpro Technologies
How to Troubleshoot Apps for the Modern Connected Worker
How to Troubleshoot Apps for the Modern Connected Worker
ThousandEyes
Histor y of HAM Radio presentation slide
Histor y of HAM Radio presentation slide
vu2urc
Data Cloud, More than a CDP by Matt Robison
Data Cloud, More than a CDP by Matt Robison
Anna Loughnan Colquhoun
A Call to Action for Generative AI in 2024
A Call to Action for Generative AI in 2024
Results
04-2024-HHUG-Sales-and-Marketing-Alignment.pptx
04-2024-HHUG-Sales-and-Marketing-Alignment.pptx
HampshireHUG
CNv6 Instructor Chapter 6 Quality of Service
CNv6 Instructor Chapter 6 Quality of Service
giselly40
A Domino Admins Adventures (Engage 2024)
A Domino Admins Adventures (Engage 2024)
Gabriella Davis
How to convert PDF to text with Nanonets
How to convert PDF to text with Nanonets
naman860154
Advantages of Hiring UIUX Design Service Providers for Your Business
Advantages of Hiring UIUX Design Service Providers for Your Business
Pixlogix Infotech
Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
Drew Madelung
Boost Fertility New Invention Ups Success Rates.pdf
Boost Fertility New Invention Ups Success Rates.pdf
sudhanshuwaghmare1
Último
(20)
Exploring the Future Potential of AI-Enabled Smartphone Processors
Exploring the Future Potential of AI-Enabled Smartphone Processors
Slack Application Development 101 Slides
Slack Application Development 101 Slides
Mastering MySQL Database Architecture: Deep Dive into MySQL Shell and MySQL R...
Mastering MySQL Database Architecture: Deep Dive into MySQL Shell and MySQL R...
Powerful Google developer tools for immediate impact! (2023-24 C)
Powerful Google developer tools for immediate impact! (2023-24 C)
Raspberry Pi 5: Challenges and Solutions in Bringing up an OpenGL/Vulkan Driv...
Raspberry Pi 5: Challenges and Solutions in Bringing up an OpenGL/Vulkan Driv...
Scaling API-first – The story of a global engineering organization
Scaling API-first – The story of a global engineering organization
The Codex of Business Writing Software for Real-World Solutions 2.pptx
The Codex of Business Writing Software for Real-World Solutions 2.pptx
Finology Group – Insurtech Innovation Award 2024
Finology Group – Insurtech Innovation Award 2024
Factors to Consider When Choosing Accounts Payable Services Providers.pptx
Factors to Consider When Choosing Accounts Payable Services Providers.pptx
How to Troubleshoot Apps for the Modern Connected Worker
How to Troubleshoot Apps for the Modern Connected Worker
Histor y of HAM Radio presentation slide
Histor y of HAM Radio presentation slide
Data Cloud, More than a CDP by Matt Robison
Data Cloud, More than a CDP by Matt Robison
A Call to Action for Generative AI in 2024
A Call to Action for Generative AI in 2024
04-2024-HHUG-Sales-and-Marketing-Alignment.pptx
04-2024-HHUG-Sales-and-Marketing-Alignment.pptx
CNv6 Instructor Chapter 6 Quality of Service
CNv6 Instructor Chapter 6 Quality of Service
A Domino Admins Adventures (Engage 2024)
A Domino Admins Adventures (Engage 2024)
How to convert PDF to text with Nanonets
How to convert PDF to text with Nanonets
Advantages of Hiring UIUX Design Service Providers for Your Business
Advantages of Hiring UIUX Design Service Providers for Your Business
Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
Boost Fertility New Invention Ups Success Rates.pdf
Boost Fertility New Invention Ups Success Rates.pdf
Agile IT - A value driven approach to IT delivery final
1.
An HML white
paper: Agile IT A value-driven approach to IT delivery
2.
CONTENTS
ABOUT THIS PAPER 2: About this paper The purpose of this paper is to demonstrate how applying lean and agile 3. About HML principles can create value in software development. Introduction 4. The need for It will be of interest to people who are responsible for IT projects, budget change control, organisational change or who have an interest in lean and agile thinking. Lean agile roots 5. The journey to The paper describes how HML has put these principles into practice in a Agile IT form of software development called ‘Agile IT’, which addresses key 7. Overcoming business concerns like time to market, responsiveness to changing challenges to change needs, customer satisfaction and cost reduction. 8. The Eight Principles of Agile IT The paper outlines the history of lean and agile approaches and explains 13. The benefits of how these have been applied to create Agile IT. It sets out Eight Agile IT Principles that underpin HML’s approach, and how these enable the delivery of the right IT capabilities at the right time to maximise value to 14. Agile IT at work: customers. Forbearance Project 15. About the author “Agile IT has allowed HML to meet the strategic challenges of wasted resource and lengthy change management processes. What might have taken months now takes weeks and our IT department is engaged and able to offer clients tangible results throughout the process. ” Andrew Jones, Chief Executive Officer, HML © HML 2012. All rights reserved. 2
3.
ABOUT HML
HML is the UK’s largest specialist mortgage servicer, providing outsourced mortgage administration services to over 50 leading financial institutions. HML operates from three UK locations: Skipton, Londonderry and Glasgow. The company was established in 1988 and manages approximately £43bn of mortgage assets and 400,000 customer accounts. INTRODUCTION HML’s iConnect platform provides a sophisticated and comprehensive tool to support a diverse range of client requirements. iConnect is constantly updated, driven by HML’s desire to continually improve its offering, but also by the regulatory environment in which HML and its HML‟s success in clients operate. applying lean and agile principles has In 2008, HML began to apply lean 6-sigma improvement techniques principally within its operational areas. In 2010 it embarked on an resulted in a ambitious programme to improve iConnect in support of this drive for nomination for the operational excellence. Best Agile Newcomer at this To meet this challenge, the IT teams needed to develop their ways of year‟s UK Agile working, so Agile IT was born. Awards. For more Agile IT is achieved by the application of eight principles: information about 1. Make it Visible the Awards see 2. Make Collaboration Easy http://www.agileaw 3. Assume Change: Experiment, Discover, Learn, Iterate ards.co.uk/Awards2 4. Focus on Delivering Useful Value Today 012.html 5. Build a Sustainable Flow of Value 6. Build Quality In 7. Continuously Improve 8. Agility is Everyone’s Responsibility HEADLINE RESULTS In just 12 months, Agile IT has enabled HML to increase its rate of delivery of new IT capabilities by a factor 4, while reducing the time to deliver a new feature from months to a matter of weeks; all without impacting cost or quality. © HML 2012. All rights reserved. 3
4.
THE NEED FOR
CHANGE In common with many financial institutions, HML has in the past relied on a sequential software development lifecycle, often known as ‘waterfall’, where projects progress through a series of discrete stages: At the start of 2011, • Request HML recognised • Design that its IT teams • Build needed to evolve • Test their ways of • Implement working in order to become more Each stage within this sequence was largely undertaken by a separate specialist functional group and work was handed off from one group to responsive to the next with formal documentation providing the communication between changing needs groups. and reduce the „time to value‟ of This approach worked well for HML’s needs at the time and over five changes, whilst years had resulted in a steady improvement in the stability of production retaining the systems, with progressively fewer defects escaping into production, and improvements in improved predictability of delivery dates. quality. However, these improvements tended to come at the expense of responsiveness to change and long delivery timescales. At the start of 2011, HML recognised that its IT teams needed to evolve their ways of working in order to become more responsive to changing needs and reduce the ‘time to value’ of changes, whilst retaining the improvements in quality. These changes were to be guided by the adoption of lean and agile software development principles and practices – an approach that complemented HML’s existing use of lean and 6-sigma techniques in its Operational Service Areas. LEAN-AGILE ROOTS The term ‘Agile’ as applied to software development was first coined in 2001 to describe a range of methods that emphasised adaptability to change. The Manifesto for Agile Software Development and its associated 12 Principles sets out what being agile means; while a range of methods, such as Scrum, eXtreme programming and DSDM, provide ways of developing software in an agile way. The idea of lean software development began at a similar time. It takes the core principles of lean thinking, e.g. flow, pull, and continuous improvement, and applies them to software development. © HML 2012. All rights reserved. 4
5.
Lean and agile
can be seen as complementary approaches: lean tends to address the wider organisational concerns, while agile focuses at the development team level. The combination of lean and agile principles and methods, together with other approaches such as 6-Sigma, Kanban and the Theory of The timely and Constraints provide the foundations for Agile IT at HML. sustained delivery See http://agilemanifesto.org/ of valuable IT See http://www.scrum.org/ and http://www.scrumalliance.org/ capabilities to See http://www.extremeprogramming.org/ HML‟s internal See http://www.dsdm.org/ customers and See http://www.lean.org/WhatsLean/Principles.cfm external clients remains paramount, and is THE JOURNEY TO AGILE IT at the core of Agile IT. Lean and agile software development is not just something that you do; it’s equally about how you think. Changing the ways of working in IT had to address both transformation of its culture and the adoption of new practices and techniques. And while lean and agile principles and techniques have been at the heart of the changes, these have always been treated as a means to an end rather than an end in their own right. The timely and sustained delivery of valuable IT capabilities to HML’s internal customers and external clients remains paramount, and is at the core of Agile IT. At the start of the change transition, HML appointed an experienced agile development practitioner to provide expertise, leadership and support through hands-on coaching. Reporting directly to the Head of IT provided the appropriate executive authority and clearly signalled the importance of the changes. Building awareness of lean and agile approaches, principles and techniques has been a cornerstone of the transition. Alongside formal training and hands-on coaching, peer-based informal ‘learning lunches’ and ‘community of practice’ forums have been used to regularly share experiences and learn new techniques. Task boards - big visible displays that show a team’s flow of work - were one of the first items to be introduced and they remain one of the most visible aspect of the changes to visitors. Impediments – things either slowing down or blocking flow – are quickly identified enabling action to be swiftly taken to resolve. © HML 2012. All rights reserved. 5
6.
FIGURE 1: IMPEDIMENTS
CAN BE ESCALATED TO A DEPARTMENT LEVEL BOARD HML has borrowed from many of the well known agile methods, such as Scrum, eXtreme Programming (XP) and DSDM, but has deliberately chosen to avoid mandating a particular method in order to encourage adaptation, innovation and ownership by Symbols used to indicate type of impediment: teams in how they work. Stopping progress Slowing progress Significant risk of stop or slow Two other key changes were also introduced early in the transition: co- location of teams and incremental development; where business goals are progressively broken down into a series of features that are developed in short iterations and delivered over a series of releases. Fundamental to the long term success of changing the way of working has been to make continuous improvement and learning a way of life. Fortnightly ‘retrospectives’ enable a team to reflect on what is working well, and what is not; and gives them responsibility for changing their process. Over time, this process has itself been adapted, refined and improved, with both a team and department wide improvement regime. Instead, HML has developed eight principles of Agile IT that can be used by everyone involved, from individual IT practitioners, to teams and stakeholders to guide how they should work. The principles help reinforce the view that Agile IT is primarily cultural, and represents a journey not a destination. © HML 2012. All rights reserved. 6
7.
OVERCOMING CHALLENGES TO
CHANGE Change is never easy, and HML faced a number of challenges on its Iterative Agile IT journey. development and incremental One of the first challenges HML encountered was the creation of co- delivery creates located, cross-functional teams. Unsurprisingly, some individuals felt unhappy to have to move desks, and breaking up long standing functional significant groups risked losing their sense of community. HML worked hard to challenges for involve those who needed to move in the planning, and introduced upstream and changes progressively. The existing functional line-reporting structure downstream and regular functional team meetings were also retained. Only at the start processes. of 2012 did formal line management change to reflect the new cross- functional structure of teams. Throughout the transition, HML needed to ensure governance was not compromised. Many of the existing governance controls were organised around or were dependent on waterfall stages and functional teams, so the move to cross-functional teams and iterative development potentially reduce these controls’ effectiveness. Close collaboration with the Risk Creating an IT and Compliance teams ensured appropriate oversight and HML is currently introducing Practice Leaders who will be responsible for capability to build governing key practice standards. and deliver new features on a just- Finally, iterative development and incremental delivery creates significant in-time basis also challenges for upstream and downstream processes. Creating an IT requires a business capability to build and deliver new features on a just-in-time basis also organisation that requires a business organisation that can define and prioritise a flow of can define and desired features, and one that can absorb and apply them usefully. HML has made some progress in this area, using agile techniques to define prioritise a flow of business cases for increments rather than whole projects, but this desired features, remains an area of development and improvement. and one that can absorb and apply them usefully. © HML 2012. All rights reserved. 7
8.
THE EIGHT PRINCIPLES
OF AGILE IT 1. Make it Visible Teams own their The process of software development is difficult to visualise, and while visual management Gantt charts have a place, they rarely map well to the needs of IT. boards, and this fosters innovation Agile IT makes use of large, physical display boards that show the flow of in how boards and work being undertaken by the team, an approach known as Visual Management. Task boards and similar visual management tools help a the underlying team visualise the ‘state of play’ of the work they are doing and make it process they easy to spot and respond to impediments to a team’s development flow, represent evolve to contributing to shorter delivery times. meet the team‟s needs. Teams own their boards, and this fosters innovation in how boards and the underlying process they represent evolve to meet the team’s needs. For example, blockages are highlighted with stop signs; avatars of team members are used to indicate who’s doing what; and colour is used to indicate different types of work. FIGURE 2: SHOWING FLOW OF WORK ITEMS, TYPICALLY USER STORIES AND ASSOCIATED TASKS Avatars show assignment Impediments highlighted with Red Flags As well as helping the team, visible task and status boards have proved invaluable for updating stakeholders. They’ve also fostered greater team spirit and visibility of the status of the project with the wider business. © HML 2012. All rights reserved. 8
9.
2. Make Collaboration
Easy IT development is a creative process. Customers and IT professionals have to work together to ensure they deliver what is needed in a Face to face background of imperfect knowledge and change. Making collaboration easy is therefore essential for successful projects. communication is encouraged as the With Agile IT, work is undertaken by small co-located, cross-functional primary method of teams, known as ‘pods’ who take responsibility for the end-to-end communication delivery of new software features. As well as bringing together expertise in different IT disciplines, such as test, engineering and analysis, customer representatives and other key stakeholders work closely with teams throughout the development and delivery lifecycle. IT projects face two key challenges: Face-to-face communication is encouraged as the primary method of customers do not communication. Documentation remains important, but the emphasis is know precisely on doing just what is necessary and using alternative forms of documentation, such as wikis and other electronic knowledge bases, what they really rather than paper documents. need; and in today‟s competitive 3. Assume Change: Experiment, Discover, Learn, Iterate business environment those IT projects face two key challenges: customers do not know precisely needs are often a what they really need; and in today’s competitive business environment moving target. those needs are often a moving target. The traditional approach to addressing these challenges is to undertake extensive up-front analysis before locking down scope and then limiting subsequent amendments through change control regimes. Unfortunately it’s also common to see these IT projects take a very long Agile IT assumes time to deliver what turns out to be the wrong thing. that change is inevitable and Agile IT assumes that change is inevitable and seeks to exploit this rather seeks to exploit this than resist it. Using an iterative approach to development coupled with rather than resist it. incremental delivery ensures that the most valuable features needed today are delivered first whilst others are deferred for later increments. IT projects at HML typically use fortnightly iterations, and are able to deliver new features into production monthly. Stakeholders are able to review working versions of iConnect at least every iteration, and this feedback is used to adjust what features will be developed next. © HML 2012. All rights reserved. 9
10.
4. Focus on
Delivering Useful Value Today Delivering something of value early is generally much more beneficial than delivering a collection of things much later. As well as increasing Agile IT seeks to return on investment, focusing on delivering what’s useful today helps prevent speculative development or ‘gold-plating’. incrementally deliver value by Research by the Standish Group suggests this is far from uncommon, delivering in small, reporting that 45 per cent of software applications’ features are never valuable used. As well as incurring unnecessary cost, building these features increments. Each means that other more useful features are either delayed or not built at increment is all. focused on delivering the Agile IT seeks to incrementally deliver value by delivering in small, minimum needed to valuable increments. Each increment is focused on delivering the minimum needed to provide benefit to its customers today. provide benefit to its customers Stakeholders are actively involved in determining the order of today. development of features and the team is encouraged to seek out opportunities for delivering increments early. Monthly releases enable new features to be rolled out quickly so it’s possible for a feature to go from idea to delivery in just a few weeks. Delivering incrementally places new pressures on repetitive tasks such as build, deployment and regression testing and HML has steadily focused on automating and refining this process. Similarly, architecture and detailed designs need to support change, and technical practices such as Test Driven Development and Refactoring have been adopted to support this. 5. Build a Sustainable Flow of Value Many organisations seek to maximise the utilisation of staff and the number of projects that are in progress. Unfortunately, this approach tends to result in long delivery times for any one activity and relatively low completion rates. Whilst it can give the appearance of cost efficiency it comes at the expense of time to value and responsiveness to changing needs – qualities that usually far outweigh the savings made by maximising utilisation. Agile IT seeks to take a holistic view of the whole delivery value stream - not just that part in IT - optimising for a fast, steady stream of deliveries of valuable features. Instead of maximising utilisation (and minimising unit cost), Agile IT seeks to minimise cycle time, the elapsed time it takes for valuable increments to be delivered, and so increase throughput, the rate of delivery of benefits. © HML 2012. All rights reserved. 10
11.
Reducing cycle time
enables returns on investments to be achieved sooner and improves responsiveness to changing needs. Increasing throughput maximises the opportunity to deliver what is needed. Simply put, Agile IT Simply put, Agile IT values finishing over starting; doing less in order to achieve more, and systematically finding and removing anything that values finishing disrupts or impedes flow. over starting; doing less in order to Teams at HML use either iterations - short timeboxes of typically two achieve more, and weeks - or explicit work in progress limits to manage flow. Projects are systematically decomposed into small increments which are in turn broken down into finding and small features that can be completed in days rather than weeks. And removing anything teams actively identify and resolve impediments to flow, escalating those they cannot quickly resolve to a department-wide daily impediments that disrupts or meeting attended by management to ensure visibility. impedes flow. 6. Build Quality In Deming famously declared that “You can not inspect quality into the product; it is already there.”* Most traditional approaches to software development focus on the (often late) detection of problems, through inspections and testing, and make extensive use of manual processes that inevitably introduce variation and errors. Agile IT recognises that speed and agility requires attention to quality and technical excellence; it is simply not possible to go fast if the process or Agile IT recognises product is unreliable. that speed and agility requires Teams at HML employ automation for repetitive tasks, such as attention to quality integration, build, check and deploy; enabling them to execute these and technical tasks frequently – typically multiple times a day. They also use excellence; it is techniques such as pair programming and test driven development that simply not possible help prevent errors or catch them as soon as possible after they are introduced. to go fast if the process or product *From Out of the Crisis, by W Edwards Deming (MIT Center for is unreliable. Advanced Engineering Study, 1986) © HML 2012. All rights reserved. 11
12.
7. Continuously Improve
The need to respond to change applies just as much to the process of development as to the capabilities of the software. The idea that a single The idea that a process will work equally well for all time and across all projects and teams is not reasonable, so Agile IT promotes a culture of continuous single process will adaptation and improvement and advocates that those who do the work work equally well are best placed to improve how the work is done. for all time and across all projects HML has made knowledge sharing explicit; sponsoring ‘learning lunches’ and teams is not and the formation of communities of practice, and has recently introduced reasonable, and so Practice Leaders to guide and support practice improvement. Agile IT promotes a culture of Frequent and regular retrospectives - workshops focusing on continuous improvements - are undertaken by teams, typically every two weeks, where teams are encouraged and empowered to make small incremental adaptation and changes to their processes to drive improvement. improvement and advocates that 8. Agility is Everyone’s Responsibility those who do the work are best ‘Doing agile’ is important, but ‘being agile’ is essential. Fundamentally, placed to improve agility is a mindset that everyone in the organisation needs to express. how the work is Agile IT provides an organisation with the potential for becoming an Agile done. Business. At HML, agility in general and Agile IT specifically, has become central to its ethos. „Doing agile’ is important, but ‘being agile’ is essential. Fundamentally, agility is a mindset that everyone in the organisation needs to express. © HML 2012. All rights reserved. 12
13.
BENEFITS OF AGILE
IT Over the first 18 months of its Agile IT journey, HML has significantly improved its IT capability: An HML consultant Increased throughput feeds back after a HML has been able to move from quarterly releases to monthly releases. recent project to Delivering more frequently has had two benefits: firstly, it is much easier to release opportunistically – stakeholders, having seen an iteration automatically and demo, may realise that the software would be beneficial if deployed as is, securely retain and monthly releases allow these opportunities to be exploited. Secondly, customer card more frequent and smaller releases reduce the risks associated with details goes live: each deployment. “I have to give you Reduced time to deliver value this feedback Before the transition to Agile IT, IT projects at HML, even those that used because it is proof a phased delivery approach, would typically take between three and nine months from approval to their first delivery into production. Agile IT has of the success of reduced this ‘time to value’ considerably, with projects typically now card re-use delivering benefits within three months, and often considerably sooner. functionality. We had over 200 calls Greater flexibility and responsiveness to changing needs today and not Focusing on achieving a business goal frees teams to explore and adapt dropped a single their solution so that it best meets that goal, enabling them to respond to one, on last changing circumstances and new knowledge about what is important. working day! This flexibility has enabled projects to start and begin to deliver useful benefits despite imperfect information; while allowing new needs to be Normally by now much more easily accommodated. we would have expected to drop Improved stakeholder and client satisfaction calls as it is so By working more closely with its stakeholders, building iteratively and busy. It's obvious acting on their feedback, HML has been able build trusted relationships that there are a lot and a real feeling that they were a part of our product development. of card payment only calls and we are flying them. Customer feedback is positive and consultant feedback is very positive.” © HML 2012. All rights reserved. 13
14.
AGILE IT AT
WORK: PROJECT FORBEARANCE At the start or 2012, responding to a request from one of its clients, HML began a project to implement improvements to iConnect to support anticipated regulatory requirements proposed by the FSA. INDUSTRY Speed of response was critical to the client’s needs, but uncertainty REACTION TO around what was really needed was high – HML was seeking to be first to AGILE IT: market – and operational usability was essential to ensure minimal impact to customers and call centre consultants. “I got the impression that [lean-agile During the start-up phase of the project, the team, through a series of principles] were truly workshops with stakeholders, created a high level vision, a prioritised list embedded in the day- of high level requirements and an outline roadmap. Work then proceeded to-day work of the using fortnightly iterations that planned, built and demonstrated new teams.” functionality. Regular retrospectives generated frequent improvement ‘experiments’ which drove constant adaptation and improvement in how the team worked. “I was surprised at just As the project progressed many items originally in the backlog were how good the visual considered unnecessary, and many new items were added in response management was in IT to improved understanding of needs identified through the in terms of its variety demonstrations. Throughout the process, both the client and internal and complexity.” stakeholders were involved, and this has resulted in high levels of engagement and satisfaction. “I was greatly Key metrics impressed by the IT Mobilisation time: 2 weeks department...to see an IT team working so First demo of useable 2 weeks after mobilisation, and cohesively is something functionality: fortnightly thereafter we can only dream of.” First delivery of useful features: 6 weeks after mobilisation, and monthly (on demand) Delegate thereafter responses from a Number of software defects 0 meeting of the escaped into production: Lean Service Internal stakeholder Consistently rated high Forum, hosted at satisfaction: HML in April 2012. For more Client satisfaction: Consistently rated high information on the Lean Service What the client said: Forum see: “The projects team's approach throughout has been one of collaboration best demonstrated by their invitation to me, to not only attend, but part- http://www.oeeuk.c facilitate the two day forbearance training event that was delivered to our om/community- Credit Management colleagues.” (Compliance Manager) leanforum.asp “It has been a pleasure to work with the Forbearance project team. Communication has been excellent throughout the project, they have been responsive to requirements (including late ones) and all signs point to delivery meeting agreed scope and originally agreed timescale.” (Operations Manager) © HML 2012. All rights reserved. 14
15.
ABOUT THE AUTHOR:
Andy Lawrence, Lean-Agile Practice Lead Andy has over 20 years experience in delivering IT based solutions across a diverse range of industries, and has been leading and coaching software teams in lean and agile software development for the last decade. He has presented at conferences and industry events, and regularly contributes to groups such as Agile Yorkshire and Agile Testing in Finance. Andy joined HML in 2008, initially working with the Business Intelligence team before joining the IT department to lead the lean-agile implementation. Andy has been nominated in the Agile Coach or Mentor of the Year category for UK Agile Awards 2012. © HML 2012. All rights reserved. 15
Descargar ahora