Responding to Change Agile Systems Development ABC Awards Case Study Craig Strangwick, ICT Manager, ABC Awards Agility The ability to change position efficiently; balance, co-ordination, speed, reflex, strength, endurance, stamina.

Background (2004) Complex Org/HR structure Several member company inherited IT systems Complex customers & products QCF (Ffa) looming Growing revenues Challenges Immediate centralised system & MI Infrastructure to support future projects No capital investment or development team available

Vision & Scope Agreed 3 year high level plan with SMT, including: List / order of key systems Use of data centres for servers Annual operating expense Internal dev resource plan / back-filling Agile & CCPM approaches Commitment to security & service levels (ISO/IEC & ITIL V3 or ISO/IEC20000) Next: first things first

Build phase Understand end-to-end admin Processes at high level (diagram) Agreed ‘stories’ directly with end-users Evolutionary prototyping Maintained momentum Working with users on a daily basis Continuous integration - ½d to 1w sprints Provide approved workarounds Focus solely on delivering value to the users/business

1) Systems Profiling 2) Service Loss Impact Assessment 3) Agree network design with data centre

Online Registrations Approach User groups & analysis of other systems eLanced the creative / design Incremental releases – registrations, exams, approvals, exam results, ULNs Separate systems - 4am data transfers Benefits Year % of registrations online Year 2 – 70%, Year n – 80% Significantly reduced centre support

Cloud based Advantages & benefits very easily Access , calendar, contacts, public folders anywhere (Outlook 2003/2007, OWA, Nokia E5/M4E)– very easily Almost always synched. Extensive features at low cost Ideal for virtual/remote organisation Fixed/known monthly costs Limitations / risks Limited server integration Outlook perceived as being reliant on good connections

Online Invoicing What was it Invoice at the point of registration Locate & view / print historic invoices No longer post invoices Rationale Further reduction in admin effort Simplify finance processes / support Specific customer requests (multi-site) Results Huge cost/time savings A few still require a ‘postal’ invoice

Summary Maintained a fairly large project backlog Achieved high level of user-satisfaction by: Outsourcing the infrastructure Working closely with users over a long period of time Networking with other organisations Continuous, incremental development Reduced costs by Limited dependencies on 3 rd parties Technical knowledge transferred in regularly Company owned IP software assets Delaying / avoiding some projects Relatively short projects (sprints) Sustained momentum by Constant challenges time/budget Succession planning & back-filling

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