IT Architecture and Strategy Review – Development Architecture

Assignment: Review of the software build- and deployment architecture (part of the software development environment)

Situation: Our client, a major European Insurance company based in Düsseldorf, has a very complex, 4-tier application infrastructure. Aim of the review was to shorten cycle time of software artifacts, to get stage containment in place and reduce build- und deployment efforts significantly.

Approach: We analyzed the as-is organization, processes and tools and proposed a set of technical and organizational measures.

Key Accomplishments:

  • The target KPI’s were more time for developers to develop and test code (previously restricted by the long lead times for build and deploy) and much better quality in the user-facing test stages.
  • The study resulted in a set of technical (i.e. more automation) as well as organizational actions. Return on investment will be approx. 5-6 months.

(03/2012 – 05/2012)

Automation in Software Engineering

Automation in Software Engineering – I continue to be amazed how little even sophisticated clients invest in their software development architecture. These are the components that help design, code, test and deploy application software. Build, deploy, test data and quality management are often still the place for heros and massive efforts to get the software product out of the door. Continue reading “Automation in Software Engineering”

Turnaround Manager for a Global Bank (Manila, Singapore)

Deutsche Bank AG, Singapore  (Turnaround Manager 03/2010 – 07/2010)

Assignment: Design, implement and run a utility service for software build and deployment (volume approx. 15 m€, 50 people).

Situation: Accenture’s aim was to automate the build and deployment processes for complex, global applications and then run these processes from their offshore center in Manila. The project was behind schedule; way above budget and client satisfaction was near zero. The team ran more than 25% attrition and was very frustrated when Mr. Kraft took over technology account leadership.

Approach: Review of contract, status, processes, organization and tooling. Mr. Kraft reorganized the team, exchanged key personnel, redesigned the client interaction and launched investments in real-time reporting (dashboards) and automation. In addition, Mr. Kraft helped the client address shortcomings on the Bank’s side.

Key accomplishments:

  • Project turned around in three months. Still running stable with green SLA’s today.