Adelaide BankIT Solution Delivery Presentation to Adelaide University Computer Science StudentsAugust 2007
Agenda • Overview of Adelaide Bank • Structure of IS and Projects Office • ABL Systems and Technologies • Overview of ABL Project Methodology / SDLC • Business Analysis • Solution Design • Development • Testing • Questions
Division: Information Services Department: Information Services General ManagerInformation Services Senior Manager Solution Delivery Senior Manager Infrastructure & Services Senior Manager IS Governance and Security Office of General Manager • Server Development • Mainframe Development • Application Support (pool) • Margin Lending Development • Service Desk • Service Support • Computer Operations • Capacity & Availability Planning • Information Security • IS Governance • Audit Liaison • IS BCP& Service Continuity • Risk Management • Regulatory Compliance • Continuous Improvement & Reporting • Policies & procedures • Planning & Architecture • IS Finance & Asset Management • IS HR • Executive Assistant • Networks • Windows • Mainframe • Quality Assurance • Technical QA • Solution Design FTE: Owner: Rob McKeonVesion:1Date:09/05 /07
Senior Manager Solution Delivery Retail – Solution Delivery Manager Mortgage – Solution Delivery Manager Business Lending & Wealth - Solution Delivery Manager Corporate - Solution Delivery Manager Application Support Lead • Designers • Solution Architect • Systems Analyst Design and Infrastructure Lead Infrastructure Server and Mocom Lead Server Developers Analyst Programmer & Programmer Mainframe Developers Analyst Programmer & Programmer Mainframe Lead • Testing • Test Designer • Testing Analyst Test Lead
Division: Group Strategy Department: Business Transformation General ManagerBusiness Transformation Business Strategy Manager – Project Managers Manager – Business Analysts • Business Transformation Managers • Senior Project Managers • Project Managers • Senior Business Analysts • Business Analysts FTE: Owner: Rob McKeonVesion:1Date:09/05 /07
ABL Technology • Mainframe • Windows Servers • Windows PCs/Laptops • Databases • Datacom, SQL Server, Access • Programming Languages • .Net , CICS/Cobol, Microfocus Cobol • Applications • In-house, third party developed, COTS, hybrid
Adelaide Bank Project Methodology / Systems Development Lifecycle (SDLC) Concept Start-Up Analysis Development Implementation Closure ConceptBrief (CB) Business Case (BC) Project Statement (PS) Project Schedule (Sched) UAT Test Plan (UATP) UATTesting UAT Test Scripts (UATS) & SAT Scripts SATTesting Production Acceptance Document (PAD) Appendix –Post Imp’n IssueRegister Closing Report (CR) Key Project Documents Training & Comms Plan (TCP) Project Release Doc (PRD) Post Imp’n Review (PIR) Business Requirements Document (BRD) Business Implementation Plan (BIP) Realised Benefits Review (BIR) Estimation Worksheet QA Test Plan Functional SpecificationDocument(FSD) High Level Solution Design QA Problem Register QA Final Report PCR (to CAB with Production Status) IS Documents IS Implementation Plan(feeds into BIP) Production Acceptance Checklist Project Document Checklist (PDC) Admin Risk & Issue Register (RIR), Project Change Request (PCR) Program &/or Project Status Report (PSR), Meeting Agenda (MA), Meeting Minutes (MM) Concept Estimate +100%, -50% Planning Estimate +50%, -25% Detailed Estimate +20%, -10% Filename: App E_Project Document Flow_1.1.ppt Confidential to Adelaide Bank Ltd.
Business Analysis Heather Fitch (Senior Business Analyst)
WHAT DOES A BUSINESS ANALYST DO? • Understand existing process / technologies • Create Current State and Future State Process Maps • Process Re-engineering • Gather and Document Business Requirements • Liaise with developers and QA • UAT Plans and Scripts • Support UAT Testing • Training and Communication • Implementation Support • Site Acceptance Testing • Stakeholder Management (managing expectations) • Peer Reviews • Input to Project Schedule
BUSINESS ANALYSIS PHASES: • Initiation / Conceptualise (15%) • Concept Brief / Business Case • Executive Sponsor / Scope / Case for Action / Voice of the customer • As Is / Orient (20%) • Understanding current business practice • To Be / Organise (35%) • BRD / Functional Spec • Transformation / Convert (30%) • Implementation / Post implementation support • Institutionalise the new way
BA TECHNIQUES • Benchmarking existing processes • Observe the task being completed • Interviews • Facilitation • Team discussion to help those taking part to think about a particular aspect of their work and consider their experience as well as the practice of others • Setting up / running workshops • ensure the right participants • define the aim • take charge • provide an agenda (and stick to it) • environment – is the room conducive to meeting needs; too hot / cold; comfortable seating, white boards, brown paper, markers, post it notes, layout of room etc….
BA TECHNIQUES CONT…. • Informal coffee sessions • Brainstorming techniques – promotes creative, non-lateral thinking in a safe, non-judgemental environment • Listening – be interested, inquire, stay focussed, paraphrase, evaluate message • What, why, when, where, who and how • What and Why clarify “As Is” • When, Where, Who & How are used for the “To Be”
Requirements • A GOOD BUSINESS REQUIREMENTS NEED TO BE: • Verifiable • Ranked for importance and stability • Modifiable • Traceable • Understandable • Accurate • Complete • Consistent • Clear • NEED TO CONSIDER NON-FUNCTIONAL REQUIREMENTS: • Usability – “look and feel”, consistency, supporting documentation • Reliability – Frequency / severity of failure, recoverability and audit standards • Performance – speed, efficiency and No. of users • Supportability – is the system configurable? Maintainable?
BA DELIVERABLES • Process Maps • Business Requirement Document • Functional Specification • Procedure Manuals • Training Material • UAT Test Plans • UAT Test Scripts • Site Acceptance Test Scripts
Solution Design Chris Owen (Solution Design Manager)
Solution Design • High Level Solution Design • Input to business case (costs) • Framework for rest of design • Stakeholders are business, development, test, infratsructure, production services, enterprise architects, security, etc • Functional Specification • Describes functionally how the system will work. (Screen designs, flow diagrams, business rules) • Technical Specifications • Detailed designs of infrastructure, application components, messaging etc.
Development Mark Lockwood (Server Development Manager)
Development • Process • Environments • Technology • Resourcing • Application Support
Development Process What is Development? • Development takes ‘outputs’ from Analysis/Design phase and creates ‘outputs’ ready to be tested.
Development Environments (also known as Regions) • Development • Development • Unit Testing • Quality Assurance • Integration Testing • User Acceptance • Regression Testing • Production • ‘Live’ system
Development Environments • Developers involvement (in principle) should end once code leaves the Development environment. • Developers are responsible for establishing scripts to migrate code (executables) as well Database changes between environments. • Developers will assist with the final implementation (to production).
Development Technology • Server • Microsoft core technologies • Mainframe • CICS • COBOL
Development Technology (Server) • Past • Visual Basic 6.0 • Visual Interdev • ASP (Active Server Pages) • .Net Framework 1.0, 1.1 • Microsoft Access (97,2000) • Cold Fusion • Ingress • Current • Visual Studio 2005 • .Net Framework 2.0 • VB.Net, ASP.Net • SQL Server 2000 and 2005 • Biztalk Server 2004
Development Technology (Server) • Future • Visual Studio 2008 (Orcas) • .Net Framework 3.5 • WPF (Windows Presentation Foundation) • WWF (Windows Workflow Foundation) • WCF (Windows Communication Foundation) • VB.Net, ASP.Net • SQL Server 2005 and 2008 • Biztalk Server 2006 R2
Development Resourcing Factors to consider; • Skills Training • Specialist (Guru) Vs Generalist (Jack of all trades, master of none) • Past (for Application Support), Current and Future Technlogies • Key-man risk reduction
Development Application Support • Support of ‘live’ code is critical to ongoing business success. • Facts of life; • Death • Taxes • Application Support • Support ‘burden’ has significant implications on Application Lifecycle.
Testing Anne-marie Marchioro (QA officer)
SOLUTION DELIVERY STAGES • Analysis • Development • Testing • Implementation • Closure
USER ACCEPTANCE TESTING • Ensure user has appropriate access to USER environment • Assist user with any queries relating to the system or changes • Manipulate dates for data output
PRODUCTION SUPPORT Existing problems that arise in PROD are forwarded to QA: • Ability to copy the customer into USE4 • Knowledge base • Testing experience
IMPLEMENTATION Promote to PROD on Wednesday - between 2am and 5am Reduces customer impact: Low usage of ABL facilities Branches open at 10am Wednesday
CLOSURE • Record and store results appropriately (either hard copies or QA Director) • Ensure business unit are happy with testing and receive their sign off • Provide sign off to developer
TESTING ENVIRONMENTS • DEV – 4 environments – used by developers for coding • TEST – 2 environments – used by developers for unit testing • QUAL – 10 environments – used by QA • USER – 6 environments – used for UAT
ENVIRONMENTS QA are responsible for all QUAL and USER testing environments. This involves: • Ensuring they are refreshed regularly to reflect the existing PROD coding • Ensuring there is sufficient customer records to perform testing • Ensuring QUAL and USER environments contain the changed software that will replace PROD
TOOLS • Compuware QA Director • Information Technology Infrastructure Library (ITIL) • ISTQB certification • IEEE standards
COMPUWARE QA DIRECTOR Allows for manual or automated testing. Automated testing is particularly useful for: • Online Banking (regression testing) • Loan Centre Applications • Service Recovery Testing
CAB PROCESS • Request for Change - due Friday noon • Status changed to ready to assess • Reviewed by CAB members • CAB meeting to discuss - Tues • Result - approved / declined
FREEZES ABL have a policy that enables IS to make a decision to stop all changes being promoted to PROD when: • There is an extended holiday • Major changes have been made in other applications that may affect promotes • End of financial year