Keynote: Leap of Agile Faith
SunTrust Announces Chief Information Officer Retirement, Appointment
ATLANTA, Jan. 19, 2018 /PRNewswire/ – SunTrust Banks, Inc. today announced that Anil Cheriyan will retire as chief information officer effective March 31, 2018., following a 36-year career in management consulting and information technology. Assuming responsibility for the company’s Enterprise Information Services unit. Previously, he was senior partner at IBM Global Business Services, where he served financial services industry clients and led business systems transformation, technology and process re-engineering initiatives. Before joining IBM in 2002, he was a partner with PricewaterhouseCoopers Consulting; a senior consultant with Electronic Data Systems; and an information services manager for TVS Clayton, Ltd.
Cheriyan holds master of science and master of philosophy degrees in management as well as a bachelor of science in electronic and electrical engineering from Imperial College in London. Has 25 years of experience in financial services leading transformational change and delivering innovative solutions. He served in senior technology executive positions with Bank of America for 15 years prior to joining SunTrust in April 2015. About SunTrust Banks, Inc.SunTrust Banks, Inc. is a purpose-driven company dedicated to Lighting the Way to Financial Well-Being for the people, businesses, and communities it serves.
Headquartered in Atlanta, the Company has two business segments: Consumer and Wholesale. Its flagship subsidiary, SunTrust Bank, operates an extensive branch and ATM network throughout the high-growth Southeast and Mid-Atlantic states, along with 24-hour digital access. Certain business lines serve consumer, commercial, corporate, and institutional clients nationally. As of December 31, 2017, SunTrust had total assets of $206 billion and total deposits of $161 billion. SunTrust leads onUp, a national movement inspiring Americans to build financial confidence.
Agile and DevOps: How to rethink your software development culture
DevOps techniques and Agile methodologies are regularly touted as the best ways to get IT projects completed quickly and efficiently, and for many are now preferred over the more tradition linear ‘Waterfall’ model of development. Gideon Kay, European CIO at media and digital marketing specialist Dentsu Aegis Network, says his organisation is making increasingly heavy use of Agile and DevOps methodologies. Kay says Agile development fits well with the fast-changing cadence of the business but the company doesn’t use Agile for every development project and waterfall techniques are still used in some instances. He says Agile suits media and advertising well, particularly as firms in the sector have become so reliant on data and analytics. He says the Agile approach represents a key area of investment for the retailer, which is undertaking a digital transformation that involves a shift to the cloud for a range of business applications.
When new hires are identified, they work as part of the IT team, but also work closely with Boden’s digital and marketing functions. While freedom might be the aim, Tarah Lourens, group CTO at payday loan specialist Wonga, says that, when it comes to using Agile, it can be a challenge to convince employees to take more responsibility for their work. Lourens has worked hard to demonstrate the benefits of Agile in her own IT department and across the wider business. While Agile is associated to flexibility, it is a methodology that requires tight working practices and processes. Work with your providers to create flexibility within projects.
The digital-first approach is aiming to provide councils with a technology platform from which to deliver better services – and he expects Agile developments to play a key role in this strategy. Wallace says public sector organisations traditionally work from a functional specification for a big, multi-year project, which takes a lot of time and money.
DHS CIO: Trump team on board with agile
The leaders of IT operations and acquisition at the Department of Homeland Security don’t expect a change in the approach to procurement innovation at the sprawling agency, even as the White House changes hands. DHS CIO Luke McCormack said he has met several times with the incoming administration’s transition team and is confident that they will continue the agency’s push toward faster, more effective acquisition capabilities and efforts. The FLASH contract is an integral part of the shift to agile, according to McCormack. DHS officials told FCW at the event said the agency is anticipating the need for faster, more efficient acquisition processes and program management capabilities as the new administration possibly begins implementing significant changes in border security and immigration programs. They’re also anticipating the Trump administration will want to get new technology into component agencies quickly and efficiently.
Despite the optimism for the new contracting and acquisition techniques at DHS, its FLASH contract faces five protests from vendors following its late November award. FLASH was heralded as a futuristic vehicle to provide DHS headquarters and component agencies with agile design and development support services. The agencywide vehicle includes concepts from the U.S. Digital Services Playbook such as user-centered design, DevOps, automated testing and agile. The 13 winners were all businesses that could provide agile software development services to help design and develop new systems.
If risks are considered, taken intelligently and comply with the law, then agency procurement officials can provide cover for risk-takers to flex their creativity, she said. FLASH, Correa said, showed DHS can move quickly and deftly. With FLASH, McCormack said, DHS isn’t looking to eliminate its $22 billion Enterprise Acquisition Gateway for Leading-Edge Solutions II contracting vehicle.