Stacie Jakle, PMP Business Relationship Manager Texas Higher Education Coordinating Board. Samuel Chen Chief Executive Officer Ambonare, Inc.

Transcription

1 Stacie Jakle, PMP Business Relationship Manager Texas Higher Education Coordinating Board Samuel Chen Chief Executive Officer Ambonare, Inc.

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3 Texas Higher Education Plan Background

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5 Texas Higher Education Plan 60x30TX

6 The Four 60x30TX Goals

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8 Enhance Old or Develop New? Lacked Flexibility Hard to Maintain Legacy Code Base New Business Requirements DEVELOP NEW

9 Contract, In-House Development or Both? Lack of Expertise Time Constraint Resource Challenges Need to Maintain and Support BOTH

10 Traditional or Agile Approach? Little Detail Plan Still in Development New Personnel AGILE

11 Agile approaches are iterative, team-based and help teams respond to unpredictability. What was important for our team on this project: Individuals/interactions over processes/tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

12 Team empowered to make decisions Users actively involved (frequent demo s / feedback) Requirements captured initially at a high level Requirements evolve within fixed timescale Testing integrated throughout project (test early / often) Products delivered frequently as completed Using both internal and external resources

13 Complete Redesign old system required too much manual work New Technology decision to move to.net technology stack New Personnel multiple stakeholders new to the agency New Plan THECB plan for still under development Time Constraint firm deadline Competing Projects several large projects approved Resource Constraints non-dedicated team

14 The customer had opportunities to see the product being delivered, and to make decisions and changes throughout the development cycles The customer was engaged with the project team and had a strong sense of ownership The customer received administrative tools as developed which allowed them to understand early how they wanted to display accountability data to meet plan objectives

15 The team was able to deploy the minimum viable products (MVPs) quickly and build upon the MVPs in successive iterations The team could adjust its plan and re-prioritize the work items for each Sprint The team had more opportunities on knowledge sharing with much more interactions

16 A high degree of customer involvement, while great for the project, presented challenges availability, focus on requirements, additional feature requests Agile works better with a dedicated development team our resources were shared Frequent reprioritization occurred and thus some items were not able to be delivered in allotted timeframe for a Sprint Additional Sprints added to the project time and cost Additional feature requests and increased flexibility in system presented challenges to design changes and code refactoring

17 Maintain Visibility and Flexibility Adjust deliverables based on feedback Frequent meetings with stakeholders and sponsors Adjust schedules to accommodate resource constraints Able to identify need for additional expertise Easier to adapt to current reality through iterative development Faster Feedback Cycle Three week Sprints with demos at end of week two Feedback weekly with timely identification of areas for improvement Timely issue identification through iterative testing

18 Improved Stakeholder Engagement and Customer Satisfaction Daily involvement from Stakeholder Satisfied internal staff Positive reviews from external users Team empowered Deliver the Right Product No surprises or major rework. Customer gets the right product Increased functionality Accountability measures, data and reports easily maintained by business user Decreased need for ISS/IT support

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21 Quality: Streamlined Code; We were able to identify issues sooner allowing us to remediate without extensive rework Flexibility/Agility: A high degree of customer satisfaction; Being flexible to adjust requirements allowed us to deliver what the customer was expecting Business Engagement/Satisfaction: High level of positive feedback; Having the Business owners fully engaged allowed a quicker turnaround on design / requirement clarification, and allowed ISS/IT more immediate notification of changes

22 Time-to-Market: Multiple deployments of workable products in shorter timeframe than with following a traditional approach, delivering in stages and getting products in the hands of customers sooner Cost Savings: Frees up 600+ hours yearly of ISS development and DBA resources spent on maintenance; Business users are able to self update and maintain allowing ISS resources to focus on new project priorities

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