Kupe – PM and

GovernanceAgile Connect

FishServe, Wellington, 21 November 2014

John Tucker, FishServe

Mark Jones, FINNZ

Agenda

• Intro to FishServe and FINNZ

• Intro to the Kupe Project

• Starting Kupe

• Running an Agile Project

• Benefits Realisation

• How are we Operating now?

• Questions

FishServe

• Operate in a statutory environment

• Previously part of MPI (government) – now an industry

owned private company

• Operate under two service delivery models;

• Delivery on behalf of MPI to Industry (contracted)

• Delivery on behalf of Industry to Industry (devolved)

Registry Services• Quota and Annual Catch Entitlement (ACE) trading and

allocation

• Issuing Fishing Permits and Fishing Vessel Licenses

• Balancing Catch against entitlements

• Processing catch data (logbooks)

• Information collected through the services provided

underpins the management of NZ fisheries

FishServe

• Registry Services Provider – as required under the Quota

Management System

• Capture, Validate, Host, and Share Fisheries Data.

• We are administrators – ensure that fisheries data is ready

for use by Fisheries Managers, Scientists, Enforcement

Officers and Fishers.

• Wholly Owned Subsidiary of FishServe – Business

Development Company

• Leveraged Fisheries experience, applied in wider

Environment, Natural Resources and Heritage Sectors

• Government agencies – NZ, Australia and Middle East

• Give effect to policy through consultancy, requirements

analysis, software, operations.

Fisheries Management System (FMS)

• FMS core software – Owned and Paid for by Industry, data

held belongs to MPI

• First developed in 2001 to support wholesale legislative

change to Quota Management System

• Since introduction it has had 2 .Net upgrades

• 400 plus screens, Web front end, Integration to finance

systems and third party fishing software, plus data

exchange with MPI.

• Evolving Industry needs and business development opportunities

• Vision to be continued sole supplier of services to industry’

• We will use technology to ensure we are flexible, responsive

and cost effective in delivering services

• We will build a culture which encourages innovation, welcomes

changes and minimises bureaucracy and hierarchy

Driver for Change

Kupe Project established to provide a software platform to

support statutory vision and goals:

• The system must achieve 100% compliance with the

Law and service delivery contracts

• The system must allow flexibility to provide a layer of

management by industry beyond that required by Law

• The system should be reusable as a generic platform for

other registry services

• The system should be a marketable product for FINNZ

Kupe Project Goals

• Documented system High Level Requirements

• Feature estimates, Design, Dev and Test

• Detailed budget, including resource utilisation and

external parties

• Third party project review

• Business case submitted to FishServe’s Board for

approval

Starting the Kupe Project

• “Cost of code”

• Better alignment with business needs

• Better visibility to project

• Stop any time

Agile expected benefits

• Steering Committee

• Project sponsor experience as Director of NAIT

• Over whelming support for change

• Kupe project team

• More positive, but still hesitant

• Commitment by Governance group

• including training/support

Selling Agile

• Agile Coach: Pete Tansey, Petoni Mahi Limited

• Architect: Col Perks, Tenzing Ltd

• TDD & BDD Training: Rob Maher, Rob Maher Consulting

• UX: Touchcast

Starting Agile

• FishServe Board – simple burn up

• Story points

• Budget

• Reporting to steering committee after each sprint

• Detailed sprint progress, and “short” burnup

• Resources, Risks, Issues

• Budget

• Completion heatmap

• Scope / Buffer

• Detailed burnup

Reporting

• MoSCoW

• Definition of Priorities

• Perhaps better to change names

• Now/not now

• Discuss what both success, and failure, is

Scope Management

Starting the Kupe Project

Note: Contains dummy data to illustrate points.

Completion Heatmap

Note: Contains dummy data to illustrate points.

Cost Heatmap

Note: Contains dummy data to illustrate points.

• Scrum does not equal Agile

• Early information is double edged

• Establish governance structure early, and get buy in

• Recognise your short comings, use experts

• Confidence in process

Lessons Learned

Questions?