Lukas Svoboda: Strategy, Architecture, Governance & Technology

The inaugural event of the Agile Professionals Network (Auckland) - Introducing Agile into ASB and Sovereign Liberty Case Study

Agile Project management and Agile Development are often used in the same context. This session looks at how ASB have used both Agile techniques successfully within their organization.

ASB identified a need for greater transparency between the Project Manager and the Project Sponsor and looked at Agile Project management to help them find opportunities in this area.

This session looks at how ASB have successfully transformed their company and talks about how ASB recognized that while Agile Project Management is a simple concept, it can be difficult to put into practice. A successful move in the Agile culture required commitment, ongoing support and mentoring for ASB Project Managers and Project Sponsors.

Sovereign used an old data management system which had, over time, grown to several hundred spreadsheets. Since the policies were not linked to a central database, information was widely duplicated, inefficient and processing was labour intensive.

With staff morale and customer service suffering as a result of the outdated data management system, fast delivery of an effective solution was identified as one of the project’s key priorities. This emphasis on rapid deployment, coupled with the limitations of a strict budget meant the project was ideally suited to an Agile Development approach.

In the space of 14 weeks, using Agile Development Methods, Sovereign created a bespoke administration system (on time and budget) that was clean, automated, efficient and accurate. It reduced error rates and increased turnaround times immensely.

The ASB group of companies has three principle operating entities; ASB Bank; Sovereign and ASB Group Investments. ASB Bank is one of New Zealand’s four main trading banks and has long been recognised as the best in customer service amongst its peer group. Sovereign is New Zealand’s largest life insurance company providing, life, trauma, income protection and health insurance. ASB Group Investments is number two in funds under management and funds under administration. The group employs over 5,500 people throughout New Zealand.

John joined the ASB Group in 2002 as the first Head of Group Human Resources to lead the development and implementation of Human Resources strategies across the companies. John leads the HR teams based in the operating companies supported by centralised services covering recruitment, HRIS, payroll, remuneration and reporting.

John’s background encompasses both line and HR management. He started his work career in finance moving into industrial marketing then general management of a fast moving consumer goods business. He had two years in executive recruitment followed by five years consulting in the design and implementation of organisational change before joining a telecommunications company as HR Director. His portfolio extended to include Property and then Information Systems Development. Immediately prior to joining ASB John was a Director in the Strategic Change practice of PricewaterhouseCoopers Consulting leading the team specialising in Organisational and Change Strategy.

A recent 'import' to NZ, Billy Miller has spent the last 15 years managing complex projects within equally complex organisations such as British Airways and the UK Government.

Although Billy has been fortunate enough to work alongside many contributors of well-known methods and frameworks, he has yet to find the silver bullet and prefers to 'mix and match', according to the risk profile and success criteria of any given project.

Billy would recommend project teams become familiar with DSDM as a delivery framework - especially for projects where time and cost is fixed and deliverables can be prioritised. Even in more traditional waterfall approaches, some of the tools taken from DSDM can be very effective in reducing the all important 'time to market'.