Agile Scrum in Unified Methodology
On of the leading Credit Risk IT Support System project was launched to provide an integrated front office solution supporting credit and loan processes (also known as a Credit Support System).
Project used Agile UM driven by Scrum approach.
“The Unified Method (UM) Templates and Work Breakdown Structure (WBS) provided a great starting point for the project documentation and project plans. The SOA and Integration supplemental guidance was an excellent source of information on how to manage and execute a large SOA program.”
– XXXXX xxxx
Senior Project Manager, Bank S.A.
Expands Enterprise Identity and Access Management Capabilities
The flexible nature of OUM allowed us to select the strategy, techniques, and tasks appropriate for the Cisco project. We were able to scale the method to suit the characteristics of the project and the business Cisco supports.
Improves Reporting and Analysis Capabilities with Business Intelligence Application (BIA), Supply Chain, and Order Management Analytics.
The Weatherford project, implemented in 12 weeks, highlights the flexible and scalable nature of the Unified Method (UM). Using the UM guidelines, we were able to choose which activities and tasks to include in the Weatherford project plan and eliminate those that were not necessary.
– XXXX xxxxxx, NAD
Change in the “culture” of the Enterprise
Changing focus from “tactical” project level to “strategic” -adapting to agile across the enterprise
Business sponsors ownership of projects
Strategic thinking critical for the business
Many people now understand that agile is feasible, or they are convinced that it is worth a try. Of course the work to implement agile and the evolution within an enterprise then become the primary focus.
After guiding some enterprises to explore these new “Agile” ideas, we can overcome challenges and learn what really works within a given Enterprise at both the tactical and cultural level.
Undertaking an Agile approach to system development is a fundamental shift in thinking. Techniques area applied that encourage frequent communication, examination of business priorities, and assessing technology for the business value it provides.
The techniques work bridging the gap between what the business user needs as strategic business changes, and what the technology can do to support these changes to the business.