adapting agile in large organisations

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IIBA UK Midland Branch Event Hosted by National Grid

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Page 1: Adapting Agile in Large Organisations

IIBA UK Midland Branch Event

Hosted by National Grid

Page 2: Adapting Agile in Large Organisations

IIBA - Delivering a Large Programme Using an Agile Approach

Page 3: Adapting Agile in Large Organisations

The Gas National Control Centre (GNCC)

Keeps the NTS balanced between the gas

demands of both industry and domestic

consumers and available suppliers

Ensures safe, secure and controlled

transmission of gas for today and

tomorrow

Matched supply and demand to ensure

safe and secure delivery of Gas to

consumers 3

Page 4: Adapting Agile in Large Organisations

What Is The Gas Control Suite?

4

iGMS is the legacy system that controls the National Transmission System for

Gas. The iGMS Evolution Programme (iEP) replaced iGMS with the Gas

Control Suite (GCS).

Page 5: Adapting Agile in Large Organisations

An Agile Approach Was Taken For the

Development of Fusion…

5 5

Fusion

On the whole the Gas Control Suite (GCS) was developed using a traditional

‘Waterfall’ approach.

However, an Agile approach was used to develop a bespoke Oracle Fusion

based application

Page 6: Adapting Agile in Large Organisations

What Is Fusion?

6

Page 7: Adapting Agile in Large Organisations

Why Agile For Fusion – Problem

7

Page 8: Adapting Agile in Large Organisations

Myths Of Agile

Agile means no documentation

Agile means no planning, just do it

Agile only works for

Developers/Software

Agile will fix all our problems

Agile doesn’t need Business

Analysts

Agile will solve world peace

8

Page 9: Adapting Agile in Large Organisations

Fusion - An Agile Journey

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Requirements Engaged Business On

UI / UX Development

Page 10: Adapting Agile in Large Organisations

Agile Development – Practices

Page 11: Adapting Agile in Large Organisations

Results

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“Agile software development has

brought the business and project

team into working together as one

team”

Nigel Evans – Lead Product Owner

Accelerated delivery by doing the

“minimum required”

Effective use of business resource time

and re-engaged the business

Built in checks on deliverable quality and

process

Visualisation deepened the business

engagement by ‘Looking Through The

Eyes Of The Customer’

Embedded new ways of working with

greater business engagement

Reduced development time

Users felt that they owned the project

Page 12: Adapting Agile in Large Organisations

Classic Agile Roles & Responsibilities

12

Team Composition

Scrum Master

Product Owner

Developers

Quality Analyst

No Role For The Business Analyst?

Scrum Team

Product Owner

Developers

Scrum Master

Quality Analyst

Page 13: Adapting Agile in Large Organisations

Do you need Business Analysts On Agile

Projects?

13

Page 14: Adapting Agile in Large Organisations

Where Did The BA’s Fit Into This?

14

BA

Product Owner

UI / UX Designer

Developers Scrum Master

Quality Analyst

Business Analysts Filled The

Gaps In The ‘Classic’ Agile

Approach

Maintained Consistency

Throughout

Custodians Of The

Requirements

The ‘Oil In The Machine’

Page 15: Adapting Agile in Large Organisations

Lessons Learned From Retrospectives

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Page 16: Adapting Agile in Large Organisations

Myths Of Agile

Agile means no documentation

Agile means no planning, just do it

Agile only works for

Developers/Software

Agile will fix all our problems

Agile doesn’t need Business

Analysts

Agile will solve world peace

16

Page 17: Adapting Agile in Large Organisations

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Page 18: Adapting Agile in Large Organisations

Myths Of Agile

Agile means no documentation

Agile means no planning, just do it

Agile only works for

Developers/Software

Agile will fix all our problems

Agile doesn’t need Business

Analysts

Agile will solve world peace

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Page 19: Adapting Agile in Large Organisations

Q & A

Thank you for attending!

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Are there any questions?