Agile Project Delivery
Confidence
Mitigate project risks anddeliver
value toyour business
When Agile becomes an organisation’s standard project delivery
methodology, it changes the way projects are managed and
controlled. This paper explores how to create value for your
organisation by building the right capabilities, unleashing your
potential and gaining confidence to deliver the best product to
market, while minimising delivery risks.
July 2017
Contents
Create value for your organisation
with Agile Project Delivery 1
Build Agile Project Delivery
capability 4
Unleash your organisation’s
potential by becoming Agile 8
Do you have delivery confidence?
What’s next? 10
Contacts 12
Create value for your organisation
with Agile Project Delivery
The case to transition
toAgile
To be competitive in today’s marketplace –
in any industry – organisations must deliver
an exceptional customer experience.
Speed, quality, prioritisation, discipline
and adaptability are all key qualities that
will engage customers and other
stakeholders to use products or services
and build lasting relationships.
Traditional project management
methodologies, especially in today’s
fast-paced digital world, are no longer as
effective in being responsive to a customer’s
changing needs. To succeed in an
environment with shifting demands,
abusiness needs to be adaptive and
receptive to change.
In response, many organisations are
adopting various Agile Project Delivery
methods, suitable for their organisation.
Agile Project Delivery is a value-driven
approach that can give organisations the
capacity to deliver high-priority, high-
quality work and create lasting
meaningful relationships with their
stakeholders and customers. It ensures the
delivery of products through disciplined,
proven practices and allows for
adjustments based on continuous
stakeholder and customer feedback,
thereby increasing speed to market.
When Agile becomes an organisation’s
standard project delivery methodology, it
changes the way organisations manage
and control projects. Each organisation
adopting Agile must consider that this is
not just a software delivery method –
Agile requires a significant shift in
behaviours that directly affect
governance, human resources, risk
management, internal controls and
benefits management.
Agile: providing value
Agile Project Delivery promises to provide
value to organisations because it has
controls that ensure the product is driven
by the business, reducing the risk of
building the wrong product.
One common adage in the IT industry is
that 80 percent of all end users generally
use only 20 percent of a software
application’s features. Agile addresses this
by focusing on creating the minimum
viable product (MVP) by delivering the
minimum set of features that will deliver
1. Rooney, Paul (2012, Oct 3). Microsoft’s CEO: 80-20 Rule Applies To Bugs, Not Just Features. http://www.crn.com/news/security/18821726/microsofts-ceo-80-20-rule-applies-to-bugs-
not-just-features.htm
2. Sweeney, Michael. (2014, Dec 4). Agile vs Traditional: Which Method is More Successful?. http://clearcode.cc/2014/12/Agile-vs-traditional-method
3. Guarini, Matthew, Leaver, Sharyn, Matzke Pascal. Forrester Research. (2016, Oct 31). Predictions 2017: CIOs Push For Speed Amid Volatility. http://www.zdnet.com/article/forrester-
predictions-cios-push–for-speed-amid-volatility/
Agile and DevOps will
dominate… This cross–
functional iterative
approach to experience
design and delivery will
be a big shift – fraught
with false starts and
missteps along the way
– but will successfully
lay the groundwork for
sustainable customer
led innovation
3
.
Forrester’s 2017 Predictions
“
”
perceived value to the users
1
. The MVP
also allows them to continuously
incorporate feedback into each future
iteration as more information about
theproduct becomes available, and
addedtothe minimum features required
(by the users).
A significant percentage of companies are
now using Agile Project Delivery as their
approach to meet market demands.
Although Agile projects are 28% more
successful than traditional, they still have
a level of risk that can be addressed by
having the right controls in place to help
realise business value, reduce the risk of
building the wrong product, and increase
overall development success
2
.
If you are adopting an Agile Project Delivery
approach, this paper can help. It explores
how to create the best value for your
organisation by building the right
capabilities, unleashing your potential and
gaining confidence to deliver the best
product to market, while minimising risks
and implementing controls early and often.
PwC | Agile Project Delivery Confidence | 1
These four values originate from the Agile
Manifesto, written in February 2001 by 17
independent-minded software
practitioners. They set the tone for a
successful project, especially at an
organisational level.
Embedded into every facet of Agile Project
Delivery, these values start with the
organisation’s overall cultural mindset –
the most significant distinction between
Agile and traditional projectdelivery.
Other key distinctions between traditional
and Agile Project Delivery are:
• A dedicated product owner is
responsible for making all decisions on
any software features that should be
developed. These features are chosen
based on the value they deliver in
meeting established Key Project
Indicators. Each team is assigned an
individual who comes from the
business – someone with the authority,
time and trust to be effective in
enabling change. Without a dedicated
over
People Processes and tools
over
Working prototypes Excessive documentation
over
Customer collaboration
Rigid contracts
over
Responding to change Following the plan
What is distinctive about Agile Project Delivery?
Agile Project Delivery is based on fourvalues:
product owner, Agile projects will suffer
from delays in the decision making
process, something more common in a
traditional hierarchical structure.
• Teams are 100% dedicated to the
project, thereby reducing multi-tasking
and creating a high level of focus.
Additionally, team co-location is
recommended as it creates efficiencies
in communication, knowledge transfer
and team building. If we consider the
best teams in the world – be it a sports
team or a software team – people who
work together build trust and perform
better than rotating teams.
There are many other distinctions,
including iterative and incremental
development, short feedback loops and
continuous engineering practices, all of
which are designed specifically to increase
delivery value and satisfy stakeholders.
2 | Agile Project Delivery Confidence | PwC
Traditional vs. Agile view
of project delivery
These charts show the distinction between
a traditional and Agile project over the
same period of time.
Agile reduces complexity by breaking
down the typical long cycle of a traditional
project into one to four week cycles, called
iterations, containing small, user-ready
segments of the final product that were
developed and tested during theiteration.
Although risk still exists in both, the main
outcome is that Agile Project Delivery has
a working product after each iteration.
This product improves throughout the
release due to the continuous feedback
that is incorporated at several points in
the lifecycle.
Finished Produc Dierent Software Development Life Cycle, but risks remaint
Traditional project delivery
Requirements
Design
Development
Implementation
Testing
Month 1 Month 2 Month 3
Agile project delivery
Month 1 Month 2 Month 3
Planning
DevelopingDemo
Ready
Product
Planning
DevelopingDemo
Ready
Product
Planning
DevelopingDemo
Ready
Product
Requirements Design Implementation Verify
Traditional approach
Visibility
Visibility
Agile approach
Full Cycle (Requirements, Design, Implementation, Verify)
Greater visibility = lower risk
Regardless of the delivery method used,
the core underlying project tasks,
dependencies and environmental
sensitivities remain the same. Agile is not
a silver bullet. There are still risks, but
when doing Agile Project Delivery, the
team has the opportunity to respond
torisk earlier in the delivery lifecycle
duetoongoing visibility and
continuousimprovement.
In these two images, traditional
development has high visibility at the
beginning and end. This is often why
progress reports are green until the end of
the project where stakeholders once again
have visibility and realise that progress
had not been as expected. Agile, on the
other hand, mitigates this risk through
iterative delivery where visibility is clear
throughout the lifecycle.
Agile is designed to minimise the risk to delivery
PwC | Agile Project Delivery Confidence | 3
The benefits and challenges
of Agile Project Delivery
Two strengths of Agile Project Delivery
include the flexibility to realign the
project work and the accelerated release of
incremental functionality.
For an organisation attempting to do Agile
Project Delivery for the first time, the
approach may appear to introduce
anarchy rather than structure. Agile,
being ‘non-prescriptive’ in nature, is open
to interpretation and the implementation
is only as good as how an organisation
interprets and enforces it.
Organisational capabilities are multi-
dimensional and embodied in the
organisation’s values and norms, managerial
systems, skills and knowledge, and
techniques and tools
4
. Changes can be
expected to all of these dimensions when
first embracing Agile Project Delivery.
Agile is also about embedding the
following characteristics into the
approach:
• Collaborative, empowered and self
organising teams
• More automation to reduce waste
• Continuous code quality checks
• Visibility on progress
Without these core characteristics in
place, the following may occur:
• Insufficient cultural acceptance
• Inadequate project organisation
andgovernance
• Inappropriate use of the Agile
techniques and tools
• Ineffective risk and control
trackingmechanisms
• Inadequate level of change
management necessary for a
successfulAgile transition
Be ready to mitigate risks
early and often
Despite the benefits of Agile Project
Delivery, organisations may find they
donot have adequate or effective risk
management capabilities in place.
Mitigating risk upfront and
continuously throughout the project is
what makes Agile Project Delivery the
right approach.
Agile Project Delivery is effective when
particular delivery controls are in
place. Becoming an Agile organisation
requires top-down and bottom-up
organisational change to build new
capabilities to mitigate risks early
andoften.
4. Leonard-Barton, Dorothy (1992). Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development [PDF Document]. Retrieved from the Strategic Management
Journal, Vol. 13: https://business.illinois.edu/josephm/BA545_Fall%202011/S12/Leonard-Barton%20(1992).pdf
Places a strong emphasis on prioritising
customer satisfaction through early and
continuous delivery of valuable
products and working software.
Supports continuous attention to
technical excellence and good
design, leading to less waste.
Reduces project delivery risk
byengaging in frequent reviews
with a cross-functional line of sight
into productreadiness, encouraging
highstakeholder visibility.
Fosters the importance of a
collaborative, self-organising team
that makes improvements, analyses
problems, and adapts behaviour to
become more effective along the way.
Welcomes changing
requirements, which encourages
rapid and flexible responses to change.
Encourages clear expectations for each
cycle and a common understanding
across all teams of what constitutes
done and ready for delivery.
Agile fosters a successful environment on many levels:
Build Agile Project Delivery capability
4 | Agile Project Delivery Confidence | PwC
Adapt delivery management
and governance
There is a correlation between project risk
and speed of delivery. The faster a team
develops a product, the more inherent
therisk.
Agile requires a highly-disciplined and
focused management and governance
approach that provides near real time risk
assurance through a range of Agile
ceremonies, such as:
• Release planning – Planning the next
set of product features to release
(comprised of multiple iterations)
• Iteration planning – Starting each
iteration where the team commitsto a
goal and identifies the requirements,
helping them reach that goal within
the iteration
• Daily stand-ups – A 15-minute
meeting held each day in an iteration,
where the development team discuss
what they completed the day before,
what they will complete on the current
day, any dependencies, and anything
standing in their way to complete a task
• Reviews – A meeting at the end of
each iteration, where a demo to
customers and stakeholders is held to
preview and discuss the functionality
that was built in that iteration
• Retrospectives – A meeting at the end of
each iteration where the team discusses
what went well, what they could change,
and how to implement those changes into
the next iteration
• Product Backlog Refinement
(Grooming) – An optional checkpoint
meeting that is held near the end of a
sprint, where the product owner and
the team prioritise the backlog items
and adjust accordingly
Touch
point
Description Control mechanism
1 Strategy and governance
planning review
• Agile contract review
• Business case review
• Approach suitability review
• Agile risk assessment
• Stakeholder assessment
2 Requirements review
(multiplereviews)
• Risk adjusted product backlog review
• User story review
3 Build and test review
(multiple reviews)
• Agile ceremonies/processes review
• Test strategy/approach review
• Test automation review
4 Readiness and release
review
• Code readiness review
• User readiness review (organisation and IT)
• Risk, compliance and control readiness
• Data conversion/migration review
• Business handover review (Definition of Done)
5 Post go live review • Post implementation review/Project
retrospective
6 Overall portfolio/
enterprise level
• Agile maturity assessment
Plan – Establish objectives relevant for
managing risk
Do – Implement controls to manage risk
Check – Assess and measure
performance against controls
Act – Take corrective action and apply
to thenext iteration/release
Plan
Do
Check
Act
Plan-Do-Check-Act
Risks are identified and discussed with
the first (delivery team), second
(Internal Audit) and third (external
audit) lines of defence, and a mitigation
plan is put in place in an iterative cycle
created by W. Edwards Deming called
PDCA (Plan-Do-Check-Act).
Specific control mechanisms provide
touch points during Agile Project
Delivery. These concentrate on key
aspects on the project lifecycle, as
outlined in this table.
Control the risk
PwC | Agile Project Delivery Confidence | 5
Although the phases that occur in
traditional project delivery still occur in
Agile Project Delivery, they are broken
down into smaller iterations and
increments. The rigour in governance and
controls occurs at a more frequent rate.
In order for these controls to be effective,
changes must occur top-down by leadership
and bottom-up by the project team. An
organisation will need to assess and revise
its project delivery controls, including:
• Creating a modular approach to
governance procedures to align with
increment, release and roadmaps
• Updating the change management process
and defect management process to align
with product backlog maintenance
• Treating Agile meetings as a form of a
self-organising team approval to
moveforward daily and weekly with
project work
• Updating reporting that tracks progress
for budget and schedule estimations
• Ensuring that the stakeholders and the
Agile team are receiving the proper
training to be effective
Requirements anddesign Development Quality assessment
• Product and iteration backlog
• User stories
• Definition of Done
• Cross competence fixedteam
• Version control code repository
• Definition of Done increments
• Adherence to coding agreements
• Testing as part of Definition of Done
• Enforced workflows
• Product owner acceptance
• Least viable product
Accelerate risk assurance
to the speed of Agile
Refine your risk tools
and techniques
Agile Project Delivery includes many tools
and techniques to help control typical
risks, such as:
Probability analysis
• A list of a project’s top risks, the
probability of the risk occurring and the
impact of that risk to project delivery
Risk burndown chart
• A graphical representation of how the
total risk value changes over time
SWOT analysis (Strengths,
Weaknesses, Opportunities, Threats)
• A determination of whether the risk is
helpful or harmful to the project
Once risk has been identified, the team
discusses what risk response strategy
should be used:
• Mitigate: Actions to reduce the
probability or impact of a risk in
thefuture
• Avoid: Eliminate the risk entirely by
choosing an alternate approach
• Assume: Accept the risk with no
otheraction
• Transfer: Redistribute the risk to
another area
The product backlog is then reprioritised
accordingly, becoming a risk adjusted
backlog where the actions for the risks are
documented and monitored.
This table describes the types of controls across the project lifecycle:
6 | Agile Project Delivery Confidence | PwC
Take a top-down and
bottom-up approach
Becoming Agile is achieved through
aligning delivery with strategy, enhancing
technical capability, transforming your
peoples’ mindset and accelerating the
process execution.
Here are a few considerations to help you
reach each objective:
• Prioritise projects and stories based on
business value in alignment with
organisational strategy
• Decentralise decision making to reduce
delays and achieve fast value delivery
• Provide greater visibility through periodic
monitoring of Velocity and Burndown
charts to assess delivery risk
• Minimise risk through frequent demos
and encourage stakeholder feedback
• Empower the product owner to make
the go/no-go decision for each product
release
• Build short release cycles,
frequentdemos and continuous
business involvement
• Update the change and defect
management process to align with
product backlog maintenance
• Enable continuous learning through
‘inspect and adapt’ to ensure
lessons learned are incorporated
• Agree on an approach for Agile Project
Delivery and determine that the right
measurements related to Agile values
and principles are followed
• Remove barriers to the productivity of
development by applying more rigour
around automation, source control
and provisioning
• Drive the process of continuously
integrating code changes from Agile
teams in shared code based
environments
• Build in quality through automated
code reviews and refactoring
• Leverage Agile tools for management,
support, collaboration and reporting
in a transparent and efficient way
• Build cross functional, self-
organising, fully committed and
motivated teams
• Improve employee engagement by
providing autonomy, mission and
purpose and minimise constraints
• Invest in coaching to develop the
Agile mindset and provide
continuous training on methods
and practices
• Foster a culture of open
collaboration and communication
Accelerate
process
execution
Transform
people
mind set
Align
delivery with
strategy
Enhance
technical
capability
Become
Agile
PwC | Agile Project Delivery Confidence | 7
Evaluate your Agile maturity
If you’ve already begun to move towards
Agile, it is key to understand where the
transformation may be exposing your
organisation to risk. Objectively assessing
and understanding Agile team maturity is
a critical point to identify and resolve
gaps, accelerate process improvements,
and evaluate control gaps and deficiencies.
Identify Agile controls
Poorly designed or non-existent controls
pose significant risk. A clear definition
and application of controls to Agile
development processes are needed to
preserve business integrity, promote
quality control and comply with
regulatory and organisational statutes
andrequirements.
Evaluate tools and technology
Although Agile is not about technology,
understanding how technology needs to
be modified or implemented to support
Agile and control effectiveness must be
considered. Existing technology should be
identified and assessed to help in
understanding how they support Agile
principles and controls.
Additionally, new technologies should be
acknowledged so that Internal Audit and
Risk and Compliance teams can begin to
understand how their review and
evaluation of Agile (from a control and
compliance lens) need to change.
Prepare for Development
Operations(DevOps)
DevOps provide a framework to accelerate
delivery of completed solution components
to production. Understanding DevOps
principles, tools and embedded controls is
helpful as your organisation seeks to
mature and automate more development,
code migration, and testing activities to
meet changing business needs.
Successfully adopting and optimising
Agile delivery frameworks often includes
a transition to DevOps. DevOps
accelerates deployment by removing the
traditional barrier between the
development and operations activities and
tools. This presents a continuous
integration environment, where all code is
continuously integrated and synchronised.
In many cases, it also automates
development builds, migrations and
testing activities.
Successfully integrating Agile with
DevOps practices and tools is essential to
getting a product to market quickly and
facilitating Internal Audit’s review of
Agileprojects.
Unleash your organisation’s
potential by becoming Agile
Points to consider on your
path to Agile Project Delivery
Determine organisational readiness and
culture
Is your organisation ready to embrace an
Agile transformation? Does the leadership
style support it? Are the delivery team and
Internal Audit ready to embrace Agile?
Agile is about preparing your organisation
for cross-team collaboration. Having an
understanding of its readiness is an
important first step.
Engage Internal Audit, Risk and
Compliance and Technology teams
Agile has the capacity to fail, just like any
other technology transformation. This is
most likely to happen at the beginning due
to Internal Audit and Risk and Compliance
not being engaged at the outset.
Are you sure these teams understand what
the shift from traditional to Agile means?
Have your technology delivery teams
reviewed and assessed the need to embed
controls within Agile processes? Do both
sets of teams understand the value of
collaborating to drive controlled Agile
Delivery? If not, your transformation may
be challenged from the start.
Assess existing controls
Not all current defined controls are
applicable and relevant to Agile
development. Evaluating the relevance,
applicability and maturity of current
controls is important in understanding how
they need to be redefined or implemented to
drive value from the transformation.
8 | Agile Project Delivery Confidence | PwC
Develop Agile Project Delivery
techniques andtools
Agile organisations should also
incorporate tools and techniques that help
open and align communication channels
between stakeholders, including:
• A continuously prioritised
productbacklog
• A clearly defined and socialised
(enterprise) ‘Definition of Done’
• A set of acceptance criteria prior to the
start of development
• Daily review of quality to enable
expedited code deployments
• Efficient ceremonies to support and
enhance Agile delivery
• Structured review, approval and
prioritisation of user stories/
requirements by the product owner
• Automated testing andcontinuous
integration
This ensures that the features are
developed in accordance with their
priority, minimising business risk and
increasing business value.
Agile Project Delivery alsocontinuously
prioritises, consumes and delivers the
most valuable stories (requirements)
during each iteration.
Develop skills and knowledge within the
Agile Project Delivery team
When properly developed, the Agile
Project Delivery team includes dedicated
team members and stakeholders who fully
understand Agile Project Delivery culture,
governance, tools and techniques.
Agile teams will best deliver value when
they are cross-functional, e.g. a software
developer who can do testing and write
technical documentation. Cross-functional
teams are more resilient and increase
efficiency by reducing hand-offs.
Agile Project Delivery demands a high-
level of personal interaction and frequent
informal communication, teams are most
likely to succeed when members are
co-located.
Clearly establishing roles is important.
The identification of a single, dedicated
product owner is key to breaking down the
barriers between the development team and
the organisation.
A new product owner must:
• Have the necessary time to spend with
the Agile team to answer questions
and refine user stories
• Have the authority to define
requirements/stories, and formally
accept the product as ‘ready for
deployment’ on behalf of the organisation
• Ensure the product backlog is
continuously updated and correctly
prioritised based on business needs
• Actively participate in Agile
ceremonies, e.g. planning meeting,
demos and retrospectives
• Work with internal and external
stakeholders to validate that the
correct controls are in place, e.g. Legal,
Compliance, Risk, Internal Audit
PwC | Agile Project Delivery Confidence | 9
Do you have delivery confidence?
What’s next?
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decision making
Cost control
Inspect and
adapt
Knowledge
management
Agile practices
and techniques
Integrated
suppliers
Self organising
teams
Customer
collaboration
Methodology and
measurement
Progressive
planning
Managed
risk and
opportunities
Value delivery
Process
excellence
People
excellence
Delivery
excellence
Technical
excellence
PwC
We use this framework to:
• Provide assurance to Management,
Sponsors, IT, Risk, and Internal Audit
on Agile governance, controls, culture
and change management
• Provide safeguards to the delivery
team and Internal Audit so that they
can provide assurance, while being
enablers of Agile
• Provide maturity assessments to
understand Agile team delivery
capabilities, gaps and maturity towards
becoming a high performing team
• Help organisations build their Agile
Centres of Excellence by creating the
right governance and culture around
the methodology
PwC’s Agile Delivery
Confidence Framework
We use a comprehensive framework to
provide delivery confidence to Agile
organisations, underpinned by our
understanding of Agile and experience in
global transformation projects. Fully
implemented, our Agile Delivery
Confidence Framework creates assurance
over risk that operates at the speed of your
Agile Project Delivery.
While the framework is aligned with Agile
values, it assesses against the essential
elements of project management,
governance, cost and measurement of
value delivery. We can perform different
types of reviews to assess risks and
identify mitigation actions across the
project lifecycle.
PwC's Agile Delivery Confidence Framework: assessing elements of project
management, governance, cost and measurement
• Embed the core fundamentals of what
it means to be Agile, through training
and coaching, including steps to
reduce project risks right from the start
To help an organisation navigate through a
volatile risk environment, we can provide
the right balance and understanding of
risk, controls and expertise.
When done well, Agile Project
Delivery has the potential to:
Create and deliver business value
Minimise delivery risk
Confirm that expected benefits
arerealised
Increase the level of acceptance
by keystakeholders
Better manage stakeholder
expectations through demos and
product reviews
10 | Agile Project Delivery Confidence | PwC
How we can help
Achieving the full value from Agile Project
Delivery requires continuous planning
and a commitment to proactive and
embedded assurance and controls as part
of an Agile transformation.
Provide
foundational and
in-depth Agile
training
Help control
functions to better
enable Agile
teams
Develop controls
frameworks for
Agile projects
Perform
programme/
project risk
assessments
Provide Agile
consulting
Deliver ongoing
coaching
Assess control
mechanisms
How we can help you
Conduct Agile
maturity
assessments
Assess current
Software
Development Life
Cycle and Agile
methodologies
The journey toAgile Project Delivery
Agile transformations are complex. Successfully designing, adopting and executing an Agile
transformation requires significant planning, review and organisational readiness.
Navigating the journey to Agile success requires a level of due diligence, insight and an
understanding of Agile delivery frameworks.
We have the experience and insight to help your organisation succeed on its journey. With the
right Agile processes, tools, principles, mindset and willingness to innovate, your organisation
will reap the rewards of stakeholder satisfaction and realise the benefits of a project modelled
around continuous improvement and organisational growth and evolution.
Agile Development
Operations (DevOps)
Maturity
Understanding your Agile and DevOps
maturity is a critical step to understanding
Agile gaps that could be impacting
business delivery.
Our Agile Project Delivery practitioners can
help provide insight and perspective on
challenges impacting Agile maturity.
Our assessments:
• Analyse team maturity using specially-
designed Agile maturity assessment
frameworks
• Develop or confirm existing maturity
action plans for achieving the next
stage of maturity
• Understand the use of the Agile/
DevOps tool by delivery teams,
including the availability of metrics to
aid more continuous visibility into
maturity level and progression
• Conduct interviews with a balanced set
of select team members to further
develop understanding of Agile/
DevOps maturity
• Observe team ceremonies as key inputs
to the execution of Agile principles
and concepts
The assessment generates a detailed list of
findings, as well as a tailored roadmap
towards optimising and improving Agile/
DevOps maturity.
PwC | Agile Project Delivery Confidence | 11
Authors
Contact your local Risk Assurance team to find out how we can help you achieve success
with Agile Project Delivery
Australia
Ganesh Jonnalagadda
Melbourne
ganesh.jonnalagadda@pwc.com
Canada
Sarah Shafey
Toronto
sarah.shafey@pwc.com
Canada
Wes Lynah
Toronto
wes.lynah@pwc.com
Germany
Simon Wieczorek
Hannover
simon.wieczorek@pwc.com
Netherlands
Sander Landzaat
Amsterdam
sander[email protected]
Switzerland
Manuel Probst
Zurich
[email protected]c.com
United Kingdom
Andrew Schuster
London
andrew.schuster@pwc.com
United Kingdom
Chris Oxborough
London
chris.oxborough@pwc.com
United Kingdom
Ravinder Bains
London
ravinder.bains@pwc.com
United States
Matthew Bonser
San Francisco
matthew.p.bonser@pwc.com
This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this
publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this
publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any
consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it.
© 2017 PricewaterhouseCoopers LLP. All rights reserved. In this document, “PwC” refers to the UK member firm, and may sometimes refer to the PwC network. Each member firm is a separate
legal entity. Please see www.pwc.com/structure for further details.
170616-122437-JP-OS
www.pwc.com/riskassurance
Germany
Marco Massetti
Munich
marco.massetti@pwc.com
Germany
Patrick Maerten
Hamburg
patrick.maerten@pwc.com