Workshop Agility Within LS 3

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Agility within OIB CBS LendingServices

Amsterdam, April 10th 2012



Goal

• Various directions

• Share experiences

• Maximize reuse of approaches, people and processes

• Mutual direction



Agility within OIB CBS Lending Services

General

• What is Agile?• Methods within Lending Services

Method related

• Why direction Scrum/Release Based Delivery

• What is the approach

• What is different• Pro's & Con's

• When is it applicable

• What are the lessons learned/Pitfalls/Challenges

• Agile versus Waterfall

General• Discussion

• Questions

• Follow up?




General Khadija Khottoul


Method related








• Questions

• Follow up?



What is Agile?

Development characterized by quickness, lightness, and ease of movement,

because we value:• Individuals and interactions over processes and tools

• Working software over comprehensive documentation

• Customer collaboration over contract negotiation

• Responding to change over following a plan

A selection of Agile principles

• Deliver working software frequently, from a couple of weeks to a couple of months, with a

preference to the shorter timescale.

• Working software is the primary measure of progress.

• Continuous attention to technical excellence and good design enhances agility.• Simplicity, the art of maximizing the amount of work not done is essential.






General


Method related Ekaterina Staykova

• Why direction Scrum







• Questions

• Follow up?



Who are we and what we do

• Solution Centre

• Provide IT solutions not available on the market (Microsoft Technologies)

• Support from analysis to implementation

• We generate when we can (Web-based applications)

• Small projects and enhancements, < 6 months & not critical business function



Why did we choose Scrum?

• Newly formed team as a software development team

• Team feeling, commitment, knowledge and communication

• Good performance together with quality

• Involve the client/user

• Scrum gives the software development agility

•Iteration and time boxing

• Visibility



Our way

• Bending Scrum to fit our needs and requirements

• Overall impact analysis upfront

• Estimations we do with hours

• We don’t push Scrum to the client/user

• We have 0 Sprint – Preparation work

• We have Release Sprint – Preparation work

• Tooling – TFS together with Clarity



Things we do right?

Commitment from everyone inthe team

Mistakes we make - becomevisible

Communication with the client

Quality control

Reduce redundant work



We came across issues…?

Setting borders of Scrum and Agility?

Allocating teammembers for awhole Sprint

Not Involveenough the

user/customer

Underestimating



Our experience when to Scrum?

Agile - Scrum way No Scrum! Another way?

Fixed Priced Project & Strict,deadlines & High Risk

The customer/user is highlyinvolved

Difficulty involving thecustomer/user

Team members can word definedamount of time on the project

The time allocation of the teamcannot be stable for more than 2sprints

New projects/Extensions MaintenanceBigger than 2-3 people teams,longer than 2-3 weeks projects

Too small projects




General


Method related Khadija Khottoul

• Why direction Release Based Delivery







• Questions

• Follow up?



Who we are, what we do

• Trade Finance Services Landscape

• Implemented

• Continuous improvements

• Corporate Financial Institutions & Lending

• Start up in progress



Why & How Release Based Delivery

Top 3 priorities Lending Services 2011

• Faster

• Reduce Time-to-Deployment

Providing value, fast and flexible, by delivering in short iterations

• Cheaper

• Increase Productivity per Euro spend

Streamlining the process (reduce waste)

Building teams and skills

Balancing human resource capacity (less ramping up and down)

• more Reliable

• Increase Predictability of Delivery and Deployment

Agreeing in advance on a fixed release calendar per application (group)

• Increase Quality in Production (“zero incidents”)

Introducing additional quality checks in the process chain [tollgates]

Building in quality controls in each step of the process [reviews]

4/29/2012



How Release Based Delivery

• Central coordination of the change requests in a mandated team formed from

all stakeholders• Agreeing in advance on a release calendar per release cluster

• Delivering in short iterations and with fixed delivery teams (fixed throughput,fixed delivery dates, short iterations, flexible content)

• By design,

• Quality and compliance are integral part of product and process

• Problem solving (incl. LCM) is part of the process

• Continuous improvement of workforce, process and technology



Lending Ser ices TFS Rele se B sed



Lending Services TFS Release BasedYear Plan 2012

Start Tango Wave 3 Golden Pilot May 15 Tango Wave 3 Data Migration October 13-14

Date: 27-2-2012 Author: Richard Peters & Martijn Hamming

Pro

ectReleases

ReleaseChannels

IT Strategy(R FP)

# 3 Decide on shortlist

IT Strategy (RFP)

# 2 Decide on shortlist

# 1 Decide on final VendorTango Wave 3

1. Pre migration

A. Cleaning

Tango Wave 3

. Data migration A. FO software conversion 1/3

3. Target Landscape A. Fase 1

Tango Wave 3

. Data migration B. Data migrated

TB Logbook

Req

9 Pricing-Invoice BG extra comments veld

13 Solution for commission issues

1 CB-CT-OCT-Channel Management Information SQL

4 CB-CT-OCT-Cleaning procedure for the channel

7 Controle on DEL0-acronyms in the Booking Checker

8 Bookingchecker change regarding too high charges amount

35 Approval amount in foreign currency not converted

43 C-ImprovING-BT - Characters not being displayed correctly in text (Fr, De etc.)

51 NL-BT-OCT-Purging and Archiving o.a. aanpassen in job SKE0226

57 Investigation C-ImprovING-BT-Letter of Discharge

72 SG-BT-TFSF-Bookoff cancellation not working

133 22 purge &replace issues

44 NL-BT-DBV:SOLVE - APRDEC messages under import collections ?in trust? are

rejected due to missing values in currency and mnemonic

70 Blockade bijalgehele rekeningbklokkade

Req

15 NL-BT-OCT-risk reporting and ultimate claim date

46 NL-DBVF: Account Nr fromapproval screen not always sent to DBVF

54 C-ImprovING-BT-Add. Party Screens should be available for BG just like LC

62 C-ImprovING-BT-Change FRACT-indicator in Amd &Adj

66 BT-GB:- Decommissioing BT reporting jobs for Great Britain

69 BE-BT-SSD: Discrepancy in taxcal culation BT and MT103 (CSI 56923)

70 NL-BT-TFSF-Ship It Smarter

76 Faxination Landscape vs Portrait

58 CB-BT-SSD-Fiel d [ BeginEnd Override] Validation

60 KSA - Traceren van veranderingen moet altijd te achterhalen zijn

Req

16 Dis- Enable Account Master IDs

30 Uitzetten mail notificatie bij(bulk) retransmit

58 Investigation C-ImprovING-BT-Description Lines Manual GL

59 Investigation C-ImprovING-BT-As/Of date Improvements

78 Locked by approval due to errors in approval functionality

98 Structural solution for problem8 xSWIFT MT799 not sent although fully

released

45 BT-ImprovING-BE- TFSF-145 Doc scanning and assembler various issues

72 The CIF-BIF Interface should delete the BT relation of a customer in DB and

also delete the account of the customer fromthe Account Master of BT.

Req

...

Req

...

EAF Replacement

Cut off date: 25th of November 2011 Cut off date: 27th of January 2012 Cut off date: 23th of March 2012 Cut off date: 22nd of June 2012 Cut off date: 21st of September 2012

To be Planned:Requirements

0 CB-CT-OCT-Minus sign on BG Grid

31 OCRpilot

32 Upgrade of the GPSser ver

65 C-ImprovING - Enable approval of ClientTrade transaction without going through the update

73 Enable 2nd Level Approval

95 Investigation Impact SEPAo n TFSL andscape 2014

96 SOLL-IST Improvement BankTrade (GPSand DBV)

197 Investigation - One TFS Realtime Global Limits System

46 Risk: Solve PenTest findings DBV48 LCM: DataCenterStrategy BankTrade GPS

50 Risk: Multi Factor Authentication

51 Risk: Solve Penetration Test findings BankTrade and BankTrade GPS

52 Risk: Regression test Static Scan ClientTrade

53 Risk: Application Security Monitoring BankTrade, BankTrade GPSand DBV

54 Risk: Signing (Identification of Financial Messages)

55 Risk: TestData Sanitation BankTrade, BankTrade GPSand DBV

56 Risk: Vulnerability Scanning

57 Risk: Data Protection (Encryption)

59 Risk: Regressie test DBVt.b.v. PL1 Upgrade

71 BT-DBV-Prevent complete stop because of approval request for missing blockage

73 Longterm Payment - Minimumac ceptance commission erroneously defaulted

74 CT Incorrect amount change indicator

75 Investigation IBT Lifecycle Management

...

ProjectsGlobal Limit Systems

Improving Test Environment

CAS

...





Achievements & Challenges

Achievements• By design

• QC - the core of our process

• Estimation

• Management reporting

• Teams & Collaboration

• Transparency

Challenges• Alignment

• Discipline

• Requirements Control Board

• Tooling

• Requirements Estimation

4/29/2012




General

•What is Agile?

• Methods within Lending Services

Method related



•What is different

• Pro's & Con's



• Agile versus Waterfall Paul Stevens


• Questions

• Follow up?



Personal Background

• 4 years experience in ING CCRM & BCD

• TPL (= technical project lead) since start 2011

• TPL using waterfall: 9 months

• TPL in a scrum project: 6 months



Waterfall in CCRM/BCD

• Work package (WP) is central

• WP = contract between IT and business

• WP describes scope and costs in highest detail

• Requires a lengthy intake (contract = contract!)

• Wrong estimations are considered breach of contract

•Change of scope is seen as an exception, instead of anintegral part of development process.



Waterfall: pros & cons

Pros

• Thorough inspection before development starts

• Clear contract between business and IT

Cons

• Change of scope is cumbersome.

• Unexpected problems lead to ‘blame-gaming’



Pilot in BCD: Scrum

• September 2011: Dashboard project

• External company joins the development team, andknows SCRUM

• Requirements not fully known yet, but development has tostart

• Conclusion: Let’s SCRUM!





Scrum in BCD: Lessons learned

• Product owner as part of team is essential (-)

• Requirement engineering has to be at least 1 sprint ahead ofsoftware development (-)

• Feedback from stakeholders is an absolute must (+)

• Scrum ≠ ‘ just do it’. Discipline is required. (+/-)

• Documentation of requirements has to be kept up-to-date (-)

• Long term project planning is not covered by scrum (-)

(+) : learned the ‘good’ way

(-) : learned the hard way



Scrum: pros & cons

Pros

• Geared for handling change.

• Team spirit higher

• Business is part of development process (product owner)

• No blame gaming: everybody is part of the process.

Cons

• Strong discipline is required to follow the process.

• Doesn't cover long term planning, release management




General

•What is Agile?

• Methods within Lending Services

Method related



•What is different

• Pro's & Con's




General ALL• Discussion

• Questions

• Follow up?



Discussion

• Topics from the flip over

Q i



Questions

?

F ll ?



Follow up?

Mutual direction?

Documents

Workshop Agility Within LS 3