Scaling agile effectively in business systems

Matt Cheung

Outcomes

RegionalCoGlobal releases every 3 months

Back toSquare one

GlobalCoGlobal releases every 7 weeks

Business objectives & benefits achieved

RegionalCo locations

Company: $1.4bn turnover3,500 staff

Project: 1,200 business users15 countries

GlobalCo locations

Company: $14bn turnover53,000 staff

Project: 4,000 business users42 countries

RegionalCo – History and architecture

• Country specific architecture developed through acquisition

• Sunk cost of £12m

• Yearly budget of £8m

• 6 standard systems • 10 slightly different

instances of a invoicing system

GlobalCo – History and architecture

• Architecture developed through acquisition

• Sunk cost of £100m

• Yearly budget of

£40m

• 11 standard systems • 42 slightly different

instances of a mainframe system

So?

Team distribution andvendor responsibilities

• 3 key locations/countries• Time difference +2 hours• c. 70 staff• Three vendors, 20+ contractors• Independent management• No accountability with vendors for individual phases/technologies

Team distribution and vendor responsibilities

•7 key locations across 5 countries•Time difference +/- 7hours•c. 250 staff•5 vendors, 20 contractors•Independent management•Each vendor accountable for a technology or a phase

Bus routes = Business areas

Stops = Releases

Commuters = Business users

Sunshine path

Example

Conclusions

Three critical success factors

• Roadmap & incremental deployment

• Sunshine path and process map – story relationship

• Governance structure and team accountabilities

What could we have done better?

• A really early small release

Questions?

Matt CheungDirector

+44 (0) 7720 274 347matt.cheung@clarasys.comwww.clarasys.com