Property Management Product Development Update Randy Lott Director, Development AMSI

Agenda Introductions What’s New? Customer Feedback – Challenges New Development Process Future Roadmap Q&A

Introductions Karl Stembol – Development Manager April Bone – Quality Assurance Manager

What’s New? Suite based installation –Common release numbering –One installation process Suite based delivery –Common framework –eSite, eFinancials, eService and eDex all delivered together

What’s New? eSite –Letters enhancements eService –Tighter integration with suite eFinancials –Workflow – Check Run and Bank Reconciliation

What’s New? What’s New in eSite –Session Monday What’s New in eService –Session 108 – Tuesday at 4:40pm (Gulf) What’s new in eFinancials –Session 112 – Wednesday at 8:10am (Gulf)

What’s New? Release 5.5 –In beta currently –Controlled release to AMSI hosted customers in October –General Release in October/November

Customer Feedback - Challenges Major releases too few and far between Major release scope too inflexible What is delivered does not always reflect what is needed No one wants to be first – quality issues Only critical issues addressed between major releases Delivery dates change

Development Challenges

According to the Standish Group's famous CHAOS Report of 2000, 25%*** of all projects still fail outright through eventual cancellation, with no useful software deployed. ***Sadly, this is an improvement over past CHAOS Report measurements

Development Challenges A study in the United Kingdom shows that of 1,027 projects, only 13% did not fail, and waterfall-style scope management was the "single largest contributing factor for failure, being cited in 82% of the projects as the number one problem.”

Development Challenges Through Release 5.5, AMSI used the waterfall methodology –Projects were very long –Delivered what was asked for…in some cases not what was needed –Quality issues –Issues discovered late in the cycle – delivery targets were not always met –Resistant to changes in the landscape –Backlog of 4,600 system change requests

Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.

Agile – Core Values Iterative Continuous feedback Continuous planning Continuous testing Continuous integration ……Continuous Evolution of both the project and the software

Agile Development Value Proposition

Agile Hallmarks 1.Releases and Fixed Length Iterations

Agile Hallmarks 2.Running, Tested Software –Primary Measure of Progress –Continuous Evaluation

Agile Hallmarks 3.Value-Driven Development –Focus on working features –Deliver business value early

Agile Hallmarks 4.Continuous (Adaptive) Planning –Continues throughout the project –Accountable to the resources that it consumes –Deliver what is needed rather than what is asked for

Agile Hallmarks 5.Multi-Level Planning –At the release level, we identify and prioritize the features we must have, would like to have, and can do without by the deadline. –At the iteration level, we pick and plan for the next batch of features to implement, in priority order. If features are too large to be estimated or delivered within a single iteration, we break them down further.

Agile Hallmarks 6.Relative Estimation –Accelerate Planning –Remove unnecessary complexity

Agile Hallmarks 7.Emergent Feature Discovery –Quick feature prioritization and estimation –Refine details as necessary

Agile Hallmarks 8.Continuous Testing –Deterministically measure progress –Prevent Defects

Agile Hallmarks 9.Continuous Improvement –Reflect on what is done –Has anything happened to change the landscape? –Change plans accordingly

Agile Hallmarks 10. Small, Cross-functional Teams –More productive than larger teams –Teams have all the skills necessary to successfully deliver the planned features

Agile Methodologies Scrum Extreme Programming (XP) Crystal Dynamic Systems Development Method (DSDM) Feature-Driven Development (FDD) Lean Software Development

Why Scrum? Flexible wrapper for existing engineering practices Iterative and incremental Ideal when requirements are rapidly changing Controls the chaos of conflicting interests and needs Improves communication and maximizes cooperation Maximizes productivity Teams feel good about the job that they do, their contributions, and that they are doing their best Ideal for the AMSI culture

Scrum Methodology

Agile Tools Investment Project Management software that follows the Scrum methodology Collaborative tools for gathering requirements, tracking test results and managing source Automated test tools

Agile Customer Input Sales, Professional Services and Support – direct input into project management system Web access for customers to enter Requests directly into project management system Conversion from existing tracking system – all previous requests retained

Agile Maintenance Maintenance team separated from core development team Bi-monthly service packs (starting with Release 5.5) Service packs are cumulative Quicker response to high priority but non- critical issues Zero defect objective

Product Roadmap Release 5.5 – October/November 2007 GA –Service packs every 2 months after GA Release 6.0 – May/June 2008 GA –Service packs every 2 months after GA

Product Roadmap Release 5.5 –5.5.1 – first bi-monthly service pack in November 2007 Release 6.0 focus areas –Conversions Direct conversions –Workflow Invoice and PO Entry –DOS Gaps Print a listing that shows all roles, groups, users and permissions associated with them More control over check formats –Locks and Limits Cap on concession amounts Limit ability to backdate leasing activity

Questions?