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Adelaide BankIT Solution Delivery
Presentation to Adelaide University Computer Science Students
August 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 ServicesDepartment: Information Services
General ManagerInformation Services
Senior Manager Infrastructure &
Services
• Service Desk
• Service Support
• Computer Operations
• Capacity & Availability Planning
• Networks
• Windows
• Mainframe
• Planning & Architecture
• IS Finance & Asset Management
• IS HR
• Executive Assistant
• Quality Assurance
• Technical QA
• Server Development
• Mainframe Development
• Application Support (pool)
• Margin Lending Development
• Solution Design
Senior Manager Solution Delivery
Senior Manager IS Governance and
Security
Office of General Manager
• Information Security
• IS Governance
• Audit Liaison
• IS BCP& Service Continuity
• Risk Management
• Regulatory Compliance
• Continuous Improvement & Reporting
• Policies & procedures FTE:Owner: Rob McKeon
Vesion:1Date:09/05 /07
Senior Manager Solution Delivery
Business Lending & Wealth -
Solution Delivery Manager
Design and Infrastructure
Lead
Server and Mocom Lead
Test Lead
Mortgage – Solution Delivery
Manager
Retail – Solution Delivery
Manager
Corporate - Solution Delivery
Manager
Application Support
Lead
Designers•Solution Architect•Systems Analyst
Mainframe DevelopersAnalyst Programmer & Programmer
Testing•Test Designer
•Testing Analyst
Infrastructure
Server DevelopersAnalyst Programmer & Programmer
Mainframe Lead
Division: Group StrategyDepartment: Business Transformation
General ManagerBusiness
Transformation
Manager – Project Managers
• Senior Project Managers
• Project Managers
• Senior Business Analysts
• Business Analysts
• Business Transformation Managers
Business StrategyManager – Business
Analysts
FTE:Owner: Rob McKeonVesion:1Date:09/05 /07
ABL TechnologyMainframeWindows ServersWindows PCs/LaptopsDatabases
Datacom, SQL Server, Access
Programming Languages.Net , CICS/Cobol, Microfocus Cobol
Applications In-house, third party developed, COTS, hybrid
ABL Business Capability Model 00.04 (DRAFT) Revised: 10/07/07 Printed: 10/07/07
EM Enterprise Management
EN Enablers
Human Resource Management
PS Product Servicing
Customer Register
Product Management
Collateral Handling
Work & Case Management
Work Management
Case Management
Business Rules Management
Integration
Data Integration
Metadata Management
Business Process Tracking
Enterprise Application Integration
Content, Document and Record
Management
Content Management
Records Management
Document Management
Security Services
Authorisation
Authentication
Non repudiation
Identity Management
Public Relations
Investor Relations
Administration Support
Vendor Management
Physical Asset Management
FM Financial Management
PM Product Manufacture
Product Development and Deployment
Treasury
Securitisation
Product Register
Loan Syndication
Branch Cash Inventory
Corporate Finance
AR/AP
Corporate Accounting & GL
Budgeting
PD Product Distribution
Origination
Application Management
Pre Sales
Partner Contract Management
Channel Management
OnlineContent DeliveryTransaction
Delivery
Outbound
Document Generation
Document Delivery
Bulk File Transmission
Single Transaction Transmission
Inbound
Ind
exin
g
Single transaction take on
Bulk file handling
Scanning
Direct keying
Paper Handling
OI Outcome Improvement
Analytics
Data Quality Management
Business Intelligence
Operational Reporting
Physical Security
Product Planning
Market Analysis
Product Alliance Management
Partner Market Analytics
Customer Market Analysis
Executive Reporting
Management Reporting
Regulatory and Compliance Reporting
Technology Operations Corporate Governance
Policy and Procedure
Management
Audit
Common Services
Account Management
Account Maintenance
Commissions
Arrears Management
Transaction Management
Party Relationship Management
Party Contact Management
Retention
Complaints Management
Consolidated Customer View
Call Centre Support
Campaign Management
Performance Management
Asset Management
Production ControlService Mgt
Problem/Incident Management
Capacity Mgt
AS IS Application to Capability Fit
Technology Delivery
Project Management
Enterprise Arch.
Business Design
Solution Design
Software Development
Implementation
Software Acquisition
Quality Assurance
SLA Administration
De
liver
y P
refe
ren
ce
Man
agem
ent
Service Register
RM Risk ManagementRisk Scoring
Customer Risk Scoring
Transaction Risk Scoring
Monitoring & Alerting
Treatment Strategy Management
Product Monitoring
Risk Monitoring
Corporate Risk
Risk Compliance and Legal Management
Business Continuity Management
Fraud Monitoring
Credit Risk Management
Operational Risk Management
Policy ManagementAlerting
Change Management
ABL Applications mapped to Business Capabilities
ABL Business Capability Model 00.04 (DRAFT) Revised: 10/07/07 Printed: 10/07/07
ABE Liabilities
ABE Assets
ABIS
ABLConnect
ABL Scan
Adelaide Managed Funds
ASX
Bank Guarantees
ABL e-learning
Austraclear
BBS
Bank Reconciliation
Bloomberg
Branch Reporting
Business Banking Profitability
CA-Etrust
Call Management System
CGU 3270
BrokersADB
CAS
CHESS Access
Charitable Foundation Database
CHRIS
CHRIS KIOSK
Contact Note Automation
Contract Print
Credit Decision Management
Customer Feedback
Comparison Rate Indicator
Customer Challenge
Partner Relationship Management
Customer Forms
Data Exchange
Data Link
Dtex System Scan
Early Surrender Calculator
Easysure
Email (surfcontrol)
Discharge Retention
E-Connect
Home Loan Retention
HEAT
ieconfig
Intranet
IVR
LE Securitisation
Loan Simulator
Mainframe Printing (CA express)
Loans Performance Reporting
Mars
Managesoft
Finance One
Message manager
Microsoft Project Server
MOCOM
Monitoring
Net Surplus calculator
Messtrack
Moody’s
OpeN/2
OLAS
Online Banking
OLB Kiosk
Ops Risk Database
Originator Profitability
PABX
Phone Update
Online Broker Interface (GBST)
Payment Systems
Predictive Dialler
Partner Management System
ProfitabilityDatabase
Qrisk
Rates & Margins (RAMS)
Rates.abl
Realtime
RITS
Quantum
RedFlag
RFS
Reuters
Securitisation
Sendero
SNA Monitor
SRR System
Staffware
Statement of Advice
Shares
Star System (EDI Post)
Visa Disputes
Warehouse Reporting
VPN
Third Party Status Tracking
The Vault(sharepoint)
Staffware
Swift
Tower
Valuations System
Tivoli
Extranet Loans Tracking
Excess letters
Finesse
Foresite Forms Service
GE Extranet
GEMSL reporting
Greeting.adelaide.com.au
HBP Plan
GE Cheque Reconciliation
Guarantor Excess Letter
MRS
AS IS Applications - LegendABL Applications
Project Document Checklist (PDC)
Adelaide Bank Project Methodology / Systems Development Lifecycle (SDLC)
Business Case (BC)
Project Statement (PS)
Risk & Issue Register (RIR), Project Change Request (PCR)
Program &/or Project Status Report (PSR), Meeting Agenda (MA), Meeting Minutes (MM)
Estimation Worksheet
FunctionalSpecification
Document(FSD)
Start-Up Analysis Development ClosureImplementationConcept
Concept Estimate +100%, -50% Planning Estimate +50%, -25% Detailed Estimate +20%, -10%
ConceptBrief (CB)
Ad
min
Ke
y P
roje
ct
Do
cu
me
nts
IS D
oc
um
en
ts
Business Requirements
Document (BRD)Business
Implementation Plan (BIP)
Post Imp’n
Review (PIR)
UATTesting
UAT Test Scripts
(UATS) & SAT Scripts
Closing Report (CR)
Appendix –Post Imp’n Issue
Register
Production Acceptance
Document (PAD)
QA Test Plan
QA Final
Report
Training & Comms
Plan (TCP)
Project Release
Doc (PRD)
SATTesting
IS Implementation Plan(feeds into BIP)
UAT Test Plan (UATP)
QA Problem Register
Filename: App E_Project Document Flow_1.1.ppt Confidential to Adelaide Bank Ltd.
RealisedBenefitsReview (BIR)
PCR (toCAB with
Production Status)
HighLevel
Solution Design
Project Schedule (Sched)
Production Acceptance Checklist
High LevelSolutionDesign
ABL AGILE PROJECT DELIVERY MODEL
CONCEPT START-UP ANALYSIS DEVELOPMENT IMPLEMENTATION CLOSURE
ProjectStatement
EstimationWorksheet
BusinessCase
ConceptBrief
Business Requirements(High Level)
ProductBacklog
Review/UpdateProduct Back logFrom Sprint 2
Sprint #1 Presentation
Preparation Sprint #1(Detailed Requirements/
Design) Development Sprint #1 (Develop/Test)
Preparation Sprint #2 (Detailed Requirements/
Design) Development Sprint #2(Develop/Test) Sprint #2
Presentation
Implement
Y
Sprint #1Review
Sprint #2 Review
SprintBacklog
Sprint Planning
Preparation Sprints – process and documents
QATesting
UATTest Scripts
UATTesting
ISImplementation\Plan
ProductionAcceptanceDocument
ProductReleaseDocument
Development Sprints – processes and documents
Multiple Iterations (Sprints) using Scrum
File Name: ABL Agile Project Delivery_v1.0.vsd Confidential to Adelaide Bank Ltd
CloseProject?
ProjectClosingReport
PostImp’nReview
Benefit’sReal’nReview
Final sprint orSteering CommitteeDecide to stop
(30 calendar days)
(30 calendar days)
Y
N
Review/UpdateProduct Back logFrom Sprint1
BusinessReq(BRD)
Review &Reprioritise
ProductBacklog
BusinessImplementation\Plan
QATest Scripts
Training/CommsPlan
FunctionalSpec
CAB
Project approach(ie. Scrum) documentedIn Project Statement
Any Questions???
Business Analysis
Heather Fitch
(Senior Business Analyst)
WHAT DOES A BUSINESS ANALYST DO?
Understand existing process / technologiesCreate Current State and Future State Process MapsProcess Re-engineeringGather and Document Business RequirementsLiaise with developers and QAUAT Plans and ScriptsSupport UAT TestingTraining and CommunicationImplementation SupportSite Acceptance TestingStakeholder Management (managing expectations)Peer ReviewsInput to Project Schedule
BUSINESS ANALYSIS PHASES:
Initiation / Conceptualise (15%)Concept Brief / Business CaseExecutive 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 supportInstitutionalise the new way
BA TECHNIQUES
Benchmarking existing processesObserve the task being completedInterviewsFacilitation
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 workshopsensure the right participantsdefine the aimtake chargeprovide 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:
VerifiableRanked for importance and stabilityModifiableTraceableUnderstandableAccurateCompleteConsistentClear
NEED TO CONSIDER NON-FUNCTIONAL REQUIREMENTS:Usability – “look and feel”, consistency, supporting documentationReliability – Frequency / severity of failure, recoverability and audit standardsPerformance – speed, efficiency and No. of usersSupportability – 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
Any Questions???
Solution Design
Chris Owen
(Solution Design Manager)
Solution Design High Level Solution Design
Input to business case (costs)Framework for rest of designStakeholders are business, development, test,
infratsructure, production services, enterprise architects, security, etc
Functional SpecificationDescribes functionally how the system will work.
(Screen designs, flow diagrams, business rules) Technical Specifications
Detailed designs of infrastructure, application components, messaging etc.
Any Questions???
Development
Mark Lockwood
(Server Development Manager)
Development
Process EnvironmentsTechnologyResourcingApplication 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
ServerMicrosoft core technologies
MainframeCICSCOBOL
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.NetSQL Server 2005 and 2008Biztalk Server 2006 R2
Development
Resourcing
Factors to consider;
Skills TrainingSpecialist (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.
Any Questions???
Testing
Anne-marie Marchioro
(QA officer)
SOLUTION DELIVERY STAGES
AnalysisDevelopmentTestingImplementationClosure
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 DirectorInformation Technology Infrastructure
Library (ITIL)ISTQB certificationIEEE 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 noonStatus changed to ready to assessReviewed by CAB membersCAB meeting to discuss - TuesResult - 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
Any Questions???