Courtesy: ISO/IEC TR 29110-2-2:2016
About 8.5% of the effort was invested in prevention tasks while only 9.6% was spent in rework tasks. The ISO 29110 process improvement project allowed the small department to shine within the IT division, as it became a model for future small IT projects.
Implementation in a large financial institution. The IT division of a large Canadian financial institution has over 3,000 employees developing new applications and maintaining over 1250 applications. The Cash Management IT department, of 6 developers, is responsible for the development and maintenance of software tools used by traders. Each year, the department is faced with an increase in the numbers of requests to add, correct or modify features related to supported applications.
Before the implementation of the ISO 29110-agile process, customers had the following complaints:
- Very difficult to know the status of specific requests
- Very often, there is an incident when a change is put in production.
- There is a large number of faults detected by the quality assurance department
- The development process is painful and the documentation produced is not very useful.
In response to these problems, processes were evaluated by comparing the activities of the actual maintenance process to those of the Basic profile. Some shortcomings were found in the actual project management process and in the software implementation process.
The new project management process has been adapted to the context of the division, by injecting a few tasks of the SCRUM methodology. The new agile process, using the Basic profile of the ISO 29110, has been tested on three pilot projects. Recently, a team of 5-person team was added to the department to carry out all non-urgent maintenance projects using the ISO 29110 agile process