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Public March 4, 2013 Head SDLC & ITIL Development and Consulting Peer M. Künstler The Journey to Agile WM IT and UBS Switzerland IT.

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Presentation on theme: "Public March 4, 2013 Head SDLC & ITIL Development and Consulting Peer M. Künstler The Journey to Agile WM IT and UBS Switzerland IT."— Presentation transcript:

1 Public March 4, 2013 Head SDLC & ITIL Development and Consulting Peer M. Künstler The Journey to Agile WM IT and UBS Switzerland IT

2 1  In 2005 the ERL (Entwicklerrichtlinien / Developer Guidelines) have been around for about ten years –Well established –Classical waterfall process –Document focused –Documents have sign-offs –Milestones are discipline sign-offs  Multiple attempts to evolve ERL into something more modern, using –Process engineering –Lean methodologies  Grassroots initiative to implement the RUP and EUP It all started with a classical waterfall…

3 2 It all started with a classical waterfall…  In 2005 the ERL (Entwicklerrichtlinien / Developer Guidelines) have been around for about ten years –Well established –Classical waterfall process –Document focused –Documents have sign-offs –Milestones are discipline sign-offs  Multiple attempts to evolve ERL into something more modern, using –Process engineering –Lean methodologies  Grassroots initiative to implement the RUP and EUP

4 3 RUP Fundamental Features and their Benefits Risk driven - Early major risk mitigation - User acceptance assurance - Early problem discovery - Cost reduction - Early major risk mitigation - User acceptance assurance - Early problem discovery - Cost reduction Use case driven - Early major risk mitigation - User acceptance assurance - Early problem discovery - Early major risk mitigation - User acceptance assurance - Early problem discovery Architecture centric - Early major risk mitigation - Cost reduction - Reuse assurance - Early major risk mitigation - Cost reduction - Reuse assurance Configurable - Specific needs lead to process adaptation - Tailoring - Specific needs lead to process adaptation - Tailoring Risk driven Use case driven Architecture centric Configurable SDLC Fundamental Features Internal marketing, targeted at IT management

5 4 SDLC Implementation - Timeline 2007  Core team –About 10 people –External support –Build a common understanding –Know-how building  Big Picture  Mission statement Set up core team Tailor the process Adopt the process 2008  Tailor the work products –Identify the essential ones –Adopt to UBS formats  Setup Working Groups –Expert groups for disciplines –Lobby with development units  Verify in pilot projects –Set up coaching unit –Feedback to working groups 2009  Adopt the process –Delegated to development units –Project-wise –Supported by coaches –Education program  Software process improvement –Continuous feedback from adopting projects –First step into a learning organization

6 5 SDLC Implementation - Timeline 2010  Staff rollout team –10 coaches from different vendors –Strong alignment to SDLC  Implementation of Milestone Tool –Tracking milestone decisions –Links to document baselines  New Operating Model –Role based pools –IT product management Audit compliance Embrace outsourcing 2011  Large scale project audit –Spot checks in projects on compliance –Large scale check on documentation  Establishing discipline specific communities –Project Manager –Business Analyst  Establish Managed Service for Testing –Test Manager –Test Engineer 2012  Major outsourcing initiative –Definition of sourcing patterns –Operating model definition for outsourcing –Sourcing specific KPIs  Steps to agile –Analysis of advantages of agility in banking environment –Identification of obstacles –First controlled agile pilots Massive rollout

7 6  Embrace agile –Define a standard model for agile projects, based on Disciplines Agile Delivery (DAD) –Consequently implement continuous integration on Unix and Mainframe architectures –Prepare organization for incremental delivery –Establish lean organization to implement Product Owner role  Improve Project Portfolio Management –Optimize the use of existing resources –Actively manage projects in progress –Enable strategy changes to reshape portfolio quickly  Support large scale programs –Define and implement an extension to the existing methodology for large scale programs –Include multisite development and common sourcing patterns –Ensure manageability of multi year multi million endeavors  Implement development tooling integration system –No singe vendor suite suitable for our diverse portfolio –Current candidates circle around OSLC technology –Ensure traceability from requirements over design and code to test cases semi automatically Agenda for 2013 Many things lie ahead

8 7 Contact information Peer M. Künstler FFFD - FD4A2 Flurstrasse Zürich Switzerland UBS AG Postfach 8098 Zürich Tel


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