Contents

Advantage ...................................................................................................... Error! Bookmark not defined. Disadvantage.................................................................................................. Error! Bookmark not defined. Hopper Timelines ........................................................................................... Error! Bookmark not defined. Hopper Team Structure ................................................................................. Error! Bookmark not defined. Tools Used ..................................................................................................................................................... 8 Outcome ....................................................................................................................................................... 9 Conclusions ................................................................................................................................................... 9

Company Background
The BPR process undertaken in the organization is of confidential, so the organization name is given an arbitrary name (ABC Software). The organization under discussion is a global management consulting, technology services and outsourcing company, with 257,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the worlds most successful companies, it collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$27.9 billion for the fiscal year ended Aug. 31, 2012.

The ABC Softwares"high performance business" strategy builds on the expertise in consulting, technology and outsourcing to help clients perform at the highest levels so they can create sustainable value for their customers and shareholders. It has wide industry knowledge, service-offering expertise and technology capabilities which helps in identifying new business and technology trends and develop solutions to help clients around the world: Enter new markets. Increase revenues in existing markets. Improve operational performance. Deliver their products and services more effectively and efficiently.

The BPR initiative under discussion is the complete transformation adopted by the organization from Waterfall to Agile methodology for delivering the software application for a major European Bank. Moving from a Plan-driven process to Agile not only needs a change in software development process but also the entire thought process surrounding the IT organization and its business stakeholders. It is a paradigm shift at organization level in terms of social and cultural mindset.

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Recently, there has been a steep rise in the demand by the organizations to adopt Agile methodology for project execution. We often hear following conversation among different groups within the organization:From the team member: We are an Agile team in a Plan-driven organization not sure how do we fit in here? From the management team: If we go Agile how are we going to comply with all the CMMI guidelines? From the executives: We do not want to adopt the Agile way totally in one go but try implementing in few projects and then gradually transition it to the entire organization based on the results Before the BPR initiative was undertaken, the approach used to follow was Waterfall model. In the waterfall model, there used to be a long time for the final products to reach to the customers of the Bank. In waterfall the development proceeds sequentially through a series of phases 1. Requirement Gatherings and analysis and then sign-off from the business 2. High Level design and Low level design, 3. Implementation 4. Testing 5. Installation 6. Maintenance There is a long waiting period for the business to deliver the final product to the end user. Due to changing dynamics of the business environment, there is a need for the Business users to come up with new changes which essentially means to start from the beginning of the phase and this takes time. Following were some of the disadvantages of the waterfall model It does not allow for much reflection or revision.
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 Estimating time and costs with any degree of accuracy (as the model suggests) is often extremely difficult. Customers don't really know what they want up-front Designs that look feasible on paper turn out to be expensive or difficult in practice. re-design destroys the clear distinctions between phases of the traditional waterfall model a clear division of labor between, say, "designers", "programmers" and "testers is neither realistic nor efficient in most software firms All this resulted in taking the BPR initiative of going from waterfall model to Agile methodology. The new model name was given as Hopper Model. The new Hopper model is designed to have release every month and release to the market within short span of time.

As part of the new Hopper Model, following are the six characteristics that represent the highlevel requirements for the Service Development delivery Model

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1. Concurrent Development Leverage the application architecture to reduce duplications with shared components Defines work that can be realistically undertaken by the delivery model i.e. large scale SI, incremental development, enhancements.

2. Process Standardizations Adoption of standard process and tools to drive greater efficiency and repeatability. Follow standard processes for E2E delivery across each mini application component
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3. Predictability Utilize resources to establish sustainable responsiveness. Create a consistent technology experience for the customer by delivering to agreed time, budget and quality constraints as a rule rather than an aspiration Effective management of delivery threats

4. Speed Flexibility and Agility Be scalable and adaptable to meet applications future growth agenda Ability to rapidly respond to changing dynamics of the business environment (both internal and external) Find ways of meeting business challenges by intelligently assessing delivery risk

5. Quality and Service Stability Ability to consistently meet the needs to the business i.e. does the customer get what they asked for? Reduction in the cost of rework through improved delivery processes Trial new features via the use of the Alpha, Beta Live Delivery approach Protect service stability through the universal adoption of development standards and working practices by leveraging proactive knowledge transfer 6. Resource Scalability Optimal cost to develop / run the service by leveraging SI partners, suppliers, contractors where necessary Exploit economies of scale through effective adoption of right shore and workforce distribution Introduce multi supplier delivery model to grow the ROLB capability as required

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The SDLC Definition of Hopper Model Framework provides a defined mechanism for How major innovations and initiatives are generated across the Business. How these initiatives are assessed by relevant stakeholders when delivered through the Hopper process. For ensuring the right team set-up, guidance and support as well as streamlines deliverables. The Hopper Framework is designed to facilitate the innovation initiatives that by nature require rapid delivery, High level of Collaboration across Organisational boundaries in an Agile Focusses Environment. As part of the new Hopper Model there are now only 3 phases to cater to the first delivery of the application to the end users Opportunity Identification and Initial Sizing Solution Development (Genrate Phase) Implementation

Opportunity Identification and Initial Sizing The Business opportunities are captured using a standard form-set to validate data inputs for completeness, consistency and data accuracy. The demand from all areas (Retail, Premier,
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Credit Cards, Mutual Funds, Payments and Transfers, Cap) will funnelledinto an overall backlog owned by a single Portfolio Product owner . The prioritisation board (chaired by Product owner) will review opportunity submissions based on business value and strategic alignment (presented by change sponsor) Initial decisions will be agreed and documented regarding the relative priority of analysis activity that will be undertaken by a dedicated Generate team (composed of business and technology resources)

Phase A Refine business needs and generate requirements Early estimation of backlog and potential time to market Decision if POC/Rapid Development Required

Phase B Customer journey / experience Use cases (complexity etc) Technical feasibility study / concept solution Wireframes / static prototype POC demo / code (if appropriate) Lightweight business case for consideration Request JIRA Project creation

Phase C Once changes have been sized and approved, the 90 day delivery clock starts ticking Changes, use cases, stories etc added to mini app backlogs 90 Day Hopper, planned at a release level initially to ensure co-ordination across mini apps. 3 Release Hoppers will run in parallel with a 30 day stagger between each to provide monthly drops of code to live Option of Alpha, Beta Live deployments and only deploying those apps that have changed The contents of this project material are prepared for Academic purpose as a curriculum for EPGP-04 and not to be used for any other purposes. Page 7

Advantages of the new Model

Each Hopper has multiple projects. Resources free to move around the different projects in a Hopper as per the work load. In the earlier waterfall model, resources once secured to a project are expected to finish off the complete project. In the middle of the project, if it was known that the resources are not doing good, securing new resources was not preferred. Single code stream for a Hopper team, so no need for a separate workspace setup. In the earlier model, if the team has to move to a new project as part of a new release would have require to set up a new workspace. One month time lag for each hopper where-in if some new changes comes from the business, the new set of changes goes in the next Hopper. In the earlier waterfall model there used to be more than a month to release the new changes.

Tools Used
JIRA TheJIRA tools helps in tasks tracking, defect tracking, issue tracking and project management. The workflows are created for each Hopper which helps to track the progress. JIRA has workflows to match existing processes that can easily adapt as the team evolves It also helps to plan efficiently and effectively. Teams that need to be productive and efficient choose JIRA to help them capture, assign, and prioritize their work. This tools also helps to collaborate easily. On any team, it's important that the team members can easily share information and reach out for help when they need it. JIRA's simple, intuitive interface allows one to collaborate with teammates and get the job done more efficiently.

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Outcome
This has helped to have release after the end of every month resulting in increase in customer satisfaction. The time to bring to the market any new changes got reduced from 9 months to every month which has helped greatly to increase the customer satisfaction. Lot of time got saved in resource management. As in the current model , you have a set of resources fixed and they can be moved across projects in a Hopper depending on the work load.

Conclusions
The BPR has helped to increase the customer satisfaction. In todays rapidly changing economic condition, it is expected to develop the product at rapid pace. The time to bring to the market any new changes got reduced from 9 months to every month which has helped greatly to increase the customer

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