Prior to the implementation of the Scrum framework, the project team successfully built the architecture required to on-board the pilot customer types and products. The initial system, built using a Waterfall approach, allowed sales users to open accounts for private individuals, and included the application and fulfilment of transactional products. At the time, the project team determined that in order to meet delivery commitments, they would need to adjust their development approach from the traditional Waterfall approach to a more flexible, Agile solution.

Implementing Agile practices meant analysts and developers would be able to iteratively and incrementally investigate, develop and test smaller and more manageable portions of the scope. Additionally, by instilling the XP practice of pair programming and test-driven development into the Scrum framework, the project team was able to significantly reduce errors.

Using Agile practices enabled the project team to course-correct, as required, to accommodate adjustments in scope and continuously meet delivery commitments. The nature of Agile and the two-week sprint cycles of Scrum enabled constant input from, and collaboration with, stakeholders on decisions regarding features and functionality.

The BSG project team adjusted the principles of the approach to ensure it could be applied within the confines of the bank’s operating environment, moulding the framework to fit the requirements of the client. In this way, the project team was able to continuously advise the client on the best course of action.

To manage business expectations and increase visibility of the prioritisation and scope for the sprint cycles, the project team lead joined the client’s internal project steerco. This ensured business expectations, around scope and prioritisation, were effectively managed throughout each development cycle.