Repairing a broken system with continuous improvement:

How a shared vision turned frustration to passion

TUI WebHub 26 November 2015

Who are we?Maria Alfredéen

12 year veteran of Fritidsresor/TUI. WebHub PMO now Improvement Guru.

David Fuchslin

Backend developer, technical consultant from Valtech, on the WebHub project since early 2014.

Who is TUI?

136 13300

30 million customers from 31 source markets travelling to 180 destinations

What is WebHub?Why? How? What?

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What could possibly go wrong?

Development culture clash

“The mobilisation team”Slipping values

The mythical man month

Poor craftsmanship

Extreme market differences

Platform before product

Berlin refuses to work with the code

Backseat drivers

Lack of business understanding

Enterprise PMOBeware getting too far away from the real work Beware producing reports with no actual value

You end up being the team nobody likes

Copyright Lean Kanban Inc. dja@leankanban.com.....................@lki_dja.

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Liberal.socie8es.are.more.likely.to.adopt.it..

Early.Agile.Adop8on.

@asplake: Introducing #Kanban through its values #lkna13

These are values shared by learning organisations

(as described by Senge, Aryris, Spear and others)

Environment Outlook Drive understanding customer focus transparency

agreement flow balance

respect leadership collaboration

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Quality ReviewBranching strategy

Continuous integration/continuous deliveryCode quality

Unit tests and test coverageMonolithic architectural approach

Listen

Filter and interpret

Amplify

A leader who understands how to…

Agree to pursue incremental, evolutionary change

Put problems & problem-solvers as close together in time & space as you can

Our Goals

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Continuous Integration — Before

Continuous Integration — Before

• Long-lived branches

• Merge hell, conflict resolution took weeks and weeks

• Silo development

• Duplicate code, no cross-team collaboration

• Incomplete feature causes delays

Continuous Integration — After

😀

Continuous Integration — After

• Short-lived branches, git-flow model

• No merge hell, easy conflict resolution

• Less duplicate code, more collaboration

• Togglable features go to production

Leadership

“Managing is improving” - Toyota Kata

“Implementing an enterprise-level continuous improvement process is a prerequisite for any large-scale transformation effort” - Lean Enterprise

Enterprise PMO → Improvement Team

CoP WoW

Openness and ManagersO

penn

ess

Number of Managers in a Meeting

Transparency

Information RadiatorsOverview of product status

Fast feedbackTransparency of good and bad

Testing & AutomationContinuous integration requires automated testing

Minimize manual interventionFast feedback

Increase quality by finding faults early

CollaborationHipChat replacing email groups

Chromebox replacing telco Different ways to make it fun

Collaboration with distributed teams

Where are we now?

20152014

3 teams

13 teams

1 team WebHub

Partner

5 teams

6 teams

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Bookflo

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Our Goals

✓ ✓ ✓

What we’ve learnedBeware the frozen middle

Even small steps move you forward Stand by your principles and values

Make the effort to get aligned Make sure everyone knows where you’re heading

Leverage champions

Thank you!