Klasien Postma, Solution Architect

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Agile projects do not yield an

effective IT business alignment

Portfolio 2

ERP + CRM (Salesforce.com, Oracle,

SAP)

Maatwerk (Mobile, Smart Tech, GEO,

Java, .Net, OpenSource)

Elastische infrastructuren

Advies &

onder-

steuning (Vertical,

Horizontal,

Professional)

Applicatie Integratie & Middleware

(Integratie, Portalen, Proces- en regelsystemen)

Online (Concepting, design)

Business Intelligence (Bicc, Datawarehouse, Dashboards, Analytics)

Introduction – My architect roles … 3

… in the public sector

Council for the Judiciary

(spir-it)

Tax authority

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Trends in the public sector

Centralization: fewer offices

Specialization: shared service centers

IT: Governance, demand, supply

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Current objectives public sector

Business

- Shorter and simpler procedures

- Better accessibility, understandability

IT-development

Reduced time-to-market, small projects

Engaged business, happy end-users

Principles

Service oriented

Re-use, before buy, before build

Standardized building blocks

One-off creation, multiple use

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7 Natural reflex: introduce new method

But…how to implement into large organizations 8

Scaled Agile Framework TM (SAFe) – Tax authority

Original concepts from Dean Leffingwell: www.scaledagileframework.com

Backlogs:

− Portfolio-backlog Epics

− Program-backlog Features

− Team-backlog Stories, Spikes

Implementation:

− Step by step started in May 2014

− Started with two projects of

the business demand-unit ‘IM Surcharges’

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POTs and SOTs

− POT (product development team): chain oriented, business value, project scope

− SOT (service development team): component oriented, quality & re-usability, cross-

project scope

Backlogs:

− Company-backlog

− Project-backlog

− Service-backlog

− Architecture-backlog

Implementation:

− Step by step, started in February 2013

− Started with supply-unit Spir-it

− Reorganization design- and development-teams

POTs and SOTs – Council for the Judiciary (spir-it) 10

Challenges

1. ‘During the renovation, the store remains open’ 12

Think big, act small; improve during implementation

2. Another framework to integrate

Manage expectations: small steps and achievements

Convince the organization, use agile-coaches

Be aware Agile requires a new mindset

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2. Another framework to integrate 14

Scrum:

• Product back-log

• Sprint back-log

• Product Increment

• Burndown chart

Think lean:

• Who needs the document?

• Why does she/he need it?

• What’s the value to him/her?

• What if the document is missing?

3. Many teams, scrum and waterfall

Create teams with a broad range of skills, max 10 persons

Stubs, don’t wait with physical integration till the end of iteration

Product-owner (little time, flexible working hours, dislocated)

− Joins Daily-standups as much as possible (minimum once a week)

− Joins all milestone meetings (Sprint-planning, Demo and Review)

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4. Architecture and Agile/scrum 16

Why?

To serve organizational interests

To keep cross-project scope

To outline a global overview

4. Architecture and Agile/scrum 17

What Who When

Domain architecture Domain architect Long term planning

‘Project start architecture’ Project architect Project initiation

Architecture implementation IT-architect Sprints

Architecture control and changes Project architect Sprints

Issue

Demand, Supply, Business don’t act as partners

Users are referred to as clients, not colleagues

Supply is not considered as a business partner

Many prejudices, low trust

18 Next challenge: how to involve the business

Next challenge: how to involve the business 19

Most important: collaboration based on equality and trust

Business Demand

Supply

Improve collaboration

Business

Business = IT

Dig into automated processes too

Don’t be averse to IT

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Improve collaboration

Demand

It starts with operations: reality differs from theory

Involve end-users to make specifications

Don’t consider IT as difficult

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Improve collaboration

Supply

Invite eg. real users for the demo

Visit specification meetings

Focus on simple explanation

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Conclusion

Effective adoption of

business reality into IT solutions

requires a mindset beyond

thinking in models and

predefined patterns.

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www.ordina.nl

Questions?

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