Yonix presents: Building the world's most sophisticated tb eradication software solution

Presented By Jody Bullen

Building the world's most sophisticated TB eradication software solution

A case study on how business analysis ensured the success of Animal Health Board's (AHB) VectorNet software development project.

• 10+ Years Working in Software Development

• Worked on both technical and business teams

• Variety of projects

• Lead Technical and Business Analyst on VectorNet project

• Founder and CEO of Yonix

Introduction

• Passionate about well run and successful IT software projects.

• Frustrated with project failure rates.• ‘Calm’ a business software solution, focused

on supporting the early phases of projects where critical business and technical requirements are developed.

• Used commercially for over 3 years.• Used in Animal Health Board’s VectorNet project

• Q4 2010, ‘Calm 2.0’ Software-as-Service (SaaS)

Introduction - Yonix

Scope

Project Delivery

Project Management

Project Ownership

Business Dom

ain

Project Dom

ain

Software Development

Testing

Detailed Design and Specifications

Business Vision & Objectives

Project Portfolio Management

Project Management

Requirements Management

Business AnalystBusiness D

ecision M

aker

Developers

Architect

Testers

Board / CEO

Project Manager

BusinessStakeholders

© Yonix. 2009. All rights reserved.

• AHB - www.tbfree.org.nz

• Other vendors involved:• Hunter Group (Project Management and Consultancy Services)• Microsoft (Consultancy Services)• Datacom (Software Development Services)• EGL (Enterprise GIS Services, including Software Development

Services)• Eagle Technology (Enterprise GIS Services, including Software

Development Services)

Acknowledgments

• Introduction to Animal Health Board (AHB)

• VectorNet

• Business Case

• Approach

• Role and responsibilities of Business Analysts

• Critical Success Factors

• Process Improvements

Agenda

• It is one of  New Zealand’s most serious animal health problems, affecting domestic cattle and deer herds throughout the country

• TB is a threat…• humans can become infected with it• negative consumer perceptions and adverse market reactions

• Transmission of TB is mainly by close contact between animals

• An organism that carries or transfers a disease is called a Vector

• Possums and ferrets are the main vectors for bovine TB in cattle and deer.

• About 80% of TB infection in cattle and deer is caused by contact with wildlife vectors.

What is Bovine Tuberculosis (TB) ?

• The Animal Health Board’s mission is to eradicate TB from New Zealand

• Protect NZ $6billion meat, dairy and venison industry

• Achieve TB free status by 2013

• Non-profit incorporated society funded by industry stakeholders, local and central government

• Annual expenditure $80m

Animal Health Board Inc (AHB)

• Disease control Management of TB in cattle and deer herds

• Vector control Control/eradication of TB in wildlife vectors

(mainly possums and ferrets)

• Research

Animal Health Board Inc (AHB)

• Achieve NPMS objectives earlier

• Optimise the vector control programme

• Improving control and visibility

• Reducing business risk

• Supporting the whole vector programme

• Providing the right functionality

• Reduce administration costs

• Support business change

Business Case

• Initial four month requirements gathering and scoping

• Process rather than a documentation exercise

• Extensive stakeholder involvement

• Documented business processes, high level, detailed and some non-functional (Quality Assurance) requirements

• Documented and managed relationships between requirements

• Requirements and business processes reviewed and signed-off

• Business case prepared

• AHB board approval

Approach: Requirements Gathering

• Risk

• Criticality

• Size

• Accountability

• Timing

• Availability of key stakeholders

• Flexible / Facilitated Change

• Improve Quality & Value (ROI)

Approach: Influential Factors

Approach: Influential Factors Criticality

Size (Number of personnel)

Culture (Order vs Ad-hoc)Dynamism (% of requirement changes / month)

Personnel (Capable of process improvement

Structured

Agile Adapted from: Boehm & Turner’ s White paper titled ‘Observations on Balancing Discipline and Agility’

• Balanced Agility with Discipline

• Process driven

• Single Information Repository

• Divided project into manageable stages

• Continually re-prioritised and analysed business

needs

Approach

• Co-located

• Open, informal and regular communication

• No blame culture

• Disciplined, but creative

• Promoted continuous improvement

• Learning and mentoring

• Supportive

• Fun

• High Visibility

Approach: Environment & Culture

AHB Board of Directors

AHB IT Sub Committee

CEO

Steering Committee

Project Sponsor

Project Manager

Working Group Business Analyst Team

Development Team Test Team

Approach: Project Team and Governance Structure

• One Lead BA

• Two Senior BA’s

(One Technical, One Business)

• Three BA’s

• Reporting directly to Project Manager

Business Analysts Team Structure

• Stakeholder Management

• Business Processes

• Requirements Management & Planning

• Detailed/Design Specifications

• Release Management

• Business Change

• Training

• First Line Business Support

Business Analyst Responsibilities

• Clarified existing requirements with stakeholders

• Identified and communicated high-level changes

• Finalised scope of release

• Created Interface/Web page designs

• Documented detailed specifications and requirements

• Identified defects to resolve

• Reviewed design with business stakeholders

• Release pack released

Business Analyst Release Process

• Release Summary

• Related Documents

• Requirements

• Screen/Interface Designs and

Specifications

• Defects, Enhancements

Release Packs

Business Analyst Release Process

BA Releases

Draft Release

Pack

Testing Team

Review

Development Team Review

Development Estimations

High Level Testing Plan and

Estimation

Quality Gate

Release

Ready for Development

• Comprehensive Testing Coverage

• Systems Testing

• User Acceptance Testing (UAT)

• Strict Release Criteria

Software Testing and Release

• Delivered what the business needed

(which is not the same as what they asked for)

• Finished on time

• < 1% over budget

• Provided greater benefit than anticipated

• It is estimated that VectorNet will save $30 million in its first

decade

• Won three industry awards

The Result

• Tangible• Reduce duplication• Increase efficiency and effectiveness• Future proofing

• Intangible• Increase visibility of decisions• Improve consistency, accuracy and timeliness• Improve access to information• Consistent, flexible and robust process

Cost Benefits

• People

• Right people

• Team focused

• Complimentary

• Environment

• Co-located

• Open and informal

• Supportive and focused

Key Success Factors

• User involvement and management buy-in

• Frequent and regular releases

• Focus on quality and value

• Process driven

• A software solution that supported and

enforced processes

Key Success Factors

• Terminology

• Supporting business change

• Training, Knowledge Transfer

• Reference Data

• Environments

Issues

• Test scripts through analysis

• Improved communication of scope changes

What we would do differently

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?Questions

Jody [email protected]