Challenges
'Agile principles' in a global organisation – a continuous journey
Sascha Ragtschaa Computershare Technology Services
1
Computershare Technology Services Who we are › 10,000 employees in 90 locations › 30,000 clients › 1,000 IT staff › 3 main data centres (US, UK, AU) › R&D - $64M › 2 IVR’s & 9 Call centre’s › Vast Global IT capability › Workflow, Scanning, Investor, Company Data, Web Channels, Billing, Communication Control, Business Process Outsourcing › 10+ primary IT locations (Headquarter in Melbourne)
2
Globally diverse environments General Challenges Inter-personal / Softer challenges › Communication across time zones › Understanding priorities and the overall goals › Keeping in line with standards and procedures Technology › Transparency › SDLC › Scalability › Quality Process › Bureaucracy › Time Robbers › Compliance for the sake of compliance
3
Globally diverse environments Why Agile methods? Team benefits › Ultimate flexibility & transparency › Confidence within teams › Delivery success › Improved communication › Mentoring and learning improves Organisational benefits › Improved resource utilisation and efficiency gains › Achieving goals and results › Minimal investment › Puts a stop to overheads and bureaucracy
4
Agile Technology Hubs
Globally diverse environments Agile in Computershare SCRUM › Used to manage the workload of a Regional Infrastructure group › Project framework as a basis in rapid delivery projects › Utilised the approach to build global products and to ensure all stakeholders are continuously updated on progress › Now deployed across multiple development teams around the world Extreme Programming › Implemented within our operational support systems group to manage the software delivery › Improved quality with critical production systems › Mentoring the Junior staff › Helped communication and integration of new staff
5
Case Study Convincing the organisation Initial introduction › SCRUM in Computershare originated from a smaller development group › Initial suspicion across other teams How did it gain momentum? › Project success in EMEA, then APAC, then NA (smaller projects) › Continuous effort to create fans within the teams › Talk about it … › More teams eventually jumped onto the bandwagon › Partially initiated due to Mgmt. re-org Roadblocks › Teams usually drop practices and revert back when things become critical › Sometimes solutions only half-half implemented › Teams get jealous › Politics 6
Case Study Structuring an agile IT group IT Structure › Matrix structure to allow for supply & demand allocation › Service Delivery and Customer Focus number one, as an Agile “PMO” › Flexible workforce across all development teams Toolset › Product Owners across each team, and per region › Global Prioritisation process › SCRUM as primary PM process › Software Tools to manage SDLC
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Case Study IT Infrastructure Challenges › Continuous issues, repetition of similar tasks day by day › Lack of focus, Perception of being overflooded with work › Backlog task list growing and no „end of the tunnel“ What’s been introduced › Creation of Product Backlog › Sprints with duration of 2 weeks › Daily meetings › Board to track status, progress and delivery Benefits › More realistic planning, as everyone can give feedback daily › Focus on outstanding effort rather than managing the daily grind › Motivation: peer pressure, satisfaction of completing tasks
8
Case Study Regional Software Development Challenges › Use Agile techniques from the beginning, not in between a project cycle › Developer need to be prepared › PM’s needs to „let go“ › Does not change your standard SDLC process › Not an excuse for not writing specs & documentation Key Findings › Boosts your team‘s commitment, understanding and motivation › SDLC still applies (specs, design, testing ...) › Will not work with every personality on your team › Does not change your code quality
9
Case Study Global Software Projects Key Findings › Always focus on the core requirement › Get the scope right early on & keep the scope manageable › Limit overhead › Get the key people involved early on › Business Reps should be able to answer there and then – decision makers › More phone/face-to-face discussion, less emails (critical for global issues) › Quick turn around on sign off material, arranging hook ups › Prototypes are crucial Challenges › Communication is always a challenge › Different work habits per region › Different time zones (one region always loses) › Language barriers › Business engagement not always given › Crisis Management – keep process
10
Q&A Questions …
11
Thank you for your attention
› Sascha Ragtschaa › Senior Manager, Global Development › E-Mail:
12
[email protected]
Sascha Ragtschaa Computershare Technology Services
1
Computershare Technology Services Who we are › 10,000 employees in 90 locations › 30,000 clients › 1,000 IT staff › 3 main data centres (US, UK, AU) › R&D - $64M › 2 IVR’s & 9 Call centre’s › Vast Global IT capability › Workflow, Scanning, Investor, Company Data, Web Channels, Billing, Communication Control, Business Process Outsourcing › 10+ primary IT locations (Headquarter in Melbourne)
2
Globally diverse environments General Challenges Inter-personal / Softer challenges › Communication across time zones › Understanding priorities and the overall goals › Keeping in line with standards and procedures Technology › Transparency › SDLC › Scalability › Quality Process › Bureaucracy › Time Robbers › Compliance for the sake of compliance
3
Globally diverse environments Why Agile methods? Team benefits › Ultimate flexibility & transparency › Confidence within teams › Delivery success › Improved communication › Mentoring and learning improves Organisational benefits › Improved resource utilisation and efficiency gains › Achieving goals and results › Minimal investment › Puts a stop to overheads and bureaucracy
4
Agile Technology Hubs
Globally diverse environments Agile in Computershare SCRUM › Used to manage the workload of a Regional Infrastructure group › Project framework as a basis in rapid delivery projects › Utilised the approach to build global products and to ensure all stakeholders are continuously updated on progress › Now deployed across multiple development teams around the world Extreme Programming › Implemented within our operational support systems group to manage the software delivery › Improved quality with critical production systems › Mentoring the Junior staff › Helped communication and integration of new staff
5
Case Study Convincing the organisation Initial introduction › SCRUM in Computershare originated from a smaller development group › Initial suspicion across other teams How did it gain momentum? › Project success in EMEA, then APAC, then NA (smaller projects) › Continuous effort to create fans within the teams › Talk about it … › More teams eventually jumped onto the bandwagon › Partially initiated due to Mgmt. re-org Roadblocks › Teams usually drop practices and revert back when things become critical › Sometimes solutions only half-half implemented › Teams get jealous › Politics 6
Case Study Structuring an agile IT group IT Structure › Matrix structure to allow for supply & demand allocation › Service Delivery and Customer Focus number one, as an Agile “PMO” › Flexible workforce across all development teams Toolset › Product Owners across each team, and per region › Global Prioritisation process › SCRUM as primary PM process › Software Tools to manage SDLC
7
Case Study IT Infrastructure Challenges › Continuous issues, repetition of similar tasks day by day › Lack of focus, Perception of being overflooded with work › Backlog task list growing and no „end of the tunnel“ What’s been introduced › Creation of Product Backlog › Sprints with duration of 2 weeks › Daily meetings › Board to track status, progress and delivery Benefits › More realistic planning, as everyone can give feedback daily › Focus on outstanding effort rather than managing the daily grind › Motivation: peer pressure, satisfaction of completing tasks
8
Case Study Regional Software Development Challenges › Use Agile techniques from the beginning, not in between a project cycle › Developer need to be prepared › PM’s needs to „let go“ › Does not change your standard SDLC process › Not an excuse for not writing specs & documentation Key Findings › Boosts your team‘s commitment, understanding and motivation › SDLC still applies (specs, design, testing ...) › Will not work with every personality on your team › Does not change your code quality
9
Case Study Global Software Projects Key Findings › Always focus on the core requirement › Get the scope right early on & keep the scope manageable › Limit overhead › Get the key people involved early on › Business Reps should be able to answer there and then – decision makers › More phone/face-to-face discussion, less emails (critical for global issues) › Quick turn around on sign off material, arranging hook ups › Prototypes are crucial Challenges › Communication is always a challenge › Different work habits per region › Different time zones (one region always loses) › Language barriers › Business engagement not always given › Crisis Management – keep process
10
Q&A Questions …
11
Thank you for your attention
› Sascha Ragtschaa › Senior Manager, Global Development › E-Mail:
12
[email protected]
