Responding to Change Agile Systems Development ABC Awards Case Study Craig Strangwick, ICT Manager, ABC Awards

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Responding to Change Agile Systems
DevelopmentABC Awards Case StudyCraig
Strangwick, ICT Manager, ABC Awards
Agility The ability to change position
efficiently balance, co-ordination, speed,
reflex, strength, endurance, stamina.
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Background (2004)

• Complex Org/HR structure
• Several member company inherited IT systems
• Complex customers products
• QCF (Ffa) looming
• Growing revenues
• Challenges
• Immediate centralised system MI
• Infrastructure to support future projects
• No capital investment or development team
  available

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Vision Scope

• Agreed 3 year high level plan with SMT,
  including
• List / order of key systems
• Use of data centres for servers
• Annual operating expense
• Internal dev resource plan / back-filling
• Agile CCPM approaches
• Commitment to security service levels (ISO/IEC
  27001 ITIL V3 or ISO/IEC20000)
• Next first things first

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Build phase

• Understand end-to-end admin Processes at high
  level (diagram)
• Agreed stories directly with end-users
• Evolutionary prototyping
• Maintained momentum
• Working with users on a daily basis
• Continuous integration - ½d to 1w sprints
• Provide approved workarounds
• Focus solely on delivering value to the
  users/business

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1) Systems Profiling 2) Service Loss Impact
Assessment 3) Agree network design with data
centre
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Online Registrations

• Approach
• User groups analysis of other systems
• eLanced the creative / design
• Incremental releases registrations, exams,
  approvals, exam results, ULNs
• Separate systems - 4am data transfers
• Benefits
• Year 1 - 30 of registrations online
• Year 2 70, Year n 80
• Significantly reduced centre support

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Cloud based email

• Advantages benefits
• Access email, calendar, contacts, public folders
  anywhere (Outlook 2003/2007, OWA, Nokia E5/M4E)
  very easily
• Almost always synched.
• Extensive features at low cost
• Ideal for virtual/remote organisation
• Fixed/known monthly costs
• Limitations / risks
• Limited server integration
• Outlook perceived as being reliant on good
  connections

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Online Invoicing

• What was it
• Invoice at the point of registration
• Locate view / print historic invoices
• No longer post invoices
• Rationale
• Further reduction in admin effort
• Simplify finance processes / support
• Specific customer requests (multi-site)
• Results
• Huge cost/time savings
• A few still require a postal invoice

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Summary

• Maintained a fairly large project backlog
• Achieved high level of user-satisfaction by
• Outsourcing the infrastructure
• Working closely with users over a long period of
  time
• Networking with other organisations
• Continuous, incremental development
• Reduced costs by
• Limited dependencies on 3rd parties
• Technical knowledge transferred in regularly
• Company owned IP software assets
• Delaying / avoiding some projects
• Relatively short projects (sprints)
• Sustained momentum by
• Constant challenges time/budget
• Succession planning back-filling

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• Contact Details
• craig.strangwick_at_bcs.org
• 07791 864042