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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?