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SITA Agile Transformation Case Study 17/Feb/2012 By: Dinesh Sharma

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Page 1: SITA agile transformation

SITA Agile TransformationCase Study

17/Feb/2012

By: Dinesh Sharma

Page 2: SITA agile transformation

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SITA Introduction

SITA is the world's leading specialist in air transport communications, IT solutions and Border

Management Solutions

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Dinesh Sharma

• Around16 yrs of experience as a Developer, Development Manager and now Agile Coach

• J2EE and Oracle background • Used/implemented Scrum, Kanban and XP.

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4 | Case Study | Confidential | © SITA 2012

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Three States of Transformation

Confusion (Shu) Exploration (Ha) Commitment (Ri)

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State Before The Transformation Journey

• A big project won using Traditional Delivery approach• Customer expecting delivery in “n” months.• Delivery “folks” wants to adapt Agile but lacking skills to

implement Agile. Few agile transformation attempts in past without little success.

• A Design Study underway to understand customer requirements and propose solution.

• Management willing to support Agile implementation but need help

• Technical teams not sure how Agile going to change their way of working.

Page 7: SITA agile transformation

Transformation: State of Confusion

Can we deliver everything On

time?

How are we going to

measure the progress?

How Risk and Issues

will be addressed in

Agile?

Who is responsible

for the delivery?

How existing roles going to be fit in Agile?

Can you really

deliver so often?

No upfront Architecture and design?

%^&$

Cross-functional teams? My %^&

Delivering potentially shippable product every two weeks?

You must be kidding!!!

Why do you need us so

often?

You know all requirements what else do

you need from us?

Who is responsible for quality

Where is predictability

?

Who the hell is

Story point?

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State of Confusion: Management

• Can we deliver everything in 12 months?• How Risk and Issues will be addressed in Agile?• Who would be responsible for delivery and quality?• How are we going to track/measure progress?• What are the roles and responsibilities in Agile?• Who would be Scrum Master & Product Owner?• How existing functional roles going to be fit in Agile?• Who is responsible for Quality?

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State of Confusion: ManagementEducation

• Agile Manifesto• Individuals and interactions over processes and tools• Working software over comprehensive documentation• Customer collaboration over contract negotiation• Responding to change over following a plan

That is, while there is value in the items on the right,

we value the items on the left more.

• Commitment before Success• Provide environment to promote openness.• Agile manages Business Risk & Expectation

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State of Confusion: Management EducationResponding to change over following a plan• Planning is important but not the plan• Agile projects require more planning• Five Levels of planning in Agile

• Continuous planning improves predictability and adaptability

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State of Confusion: Management Education

• This statement doesn’t mean no documentation but advocates not to write unnecessary document

• Assure the customer through early and continuous delivery of valuable software rather than documents

• Face to Face communication with teams rather than passing of documents (Handoffs are waste).

Working software over comprehensive documentation

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State of Confusion: Management Education

• Step 1 - Form a cross-function (BA/Dev/QA) team • Step 2 – Work with them to be and behave like a team

using Agile values• Step 3 – Let them take most of the decisions but provide

active coaching

It takes good 6-12 months for teams to fully feel empowered with active coaching.

Empowerment over Command and Control

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State of Confusion: Management EducationAgile manages Business Risk and Expectations

Source: Rally Software

Potentially Shippable Product Increment

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State of Confusion: Customer

• Explained Agile Delivery Approach and it’s benefits• Improved satisfaction with the end product• Deliver the highest business value features first and will avoid

building features that will never be used.• Flexibility towards scope reprioritization.• Early and regular education about the system being built• Responsiveness is best achieved by fulfilling customer requests

quickly.• Regular deliveries of quality software, ready for Customer

Review, Feedback, Acceptance and Ready to be used• Work as one team to ensure the final system delivers as much

value as possible.• Transparency & clear visibility with Delivery Progress

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State of Confusion: Customer

• We have already given our requirements, what else do you need?• Famous Quote “We asked to build a car, so go and build the car

and come back in 12 months”

• Why would you need us so often?• Can you really deliver software every two weeks?• What’s in it for us?

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State of Confusion: CustomerStakeholder Engagement Expectation• Setting the Product Vision and Context

• The goal, the benefits, the constraint

• Prioritisation and Decision Making• Change Management based on business value

• Communication to the Team • Clarifications of business needs and processes• Provide feedback on developed software

• Communication to the Business• Ensure the Business is ready to receive the software• Change to the way of working, training• The product is fit for the purpose

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State of Confusion: CustomerPower of Visualisation• Visual Feature Mapping with Customer• Visual Product Roadmap• Backlog & Release Burndown• Visual Progress Report

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State of Confusion: CustomerFeature mapping

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State of Confusion: CustomerOrdered Product Backlog

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State of Confusion: CustomerEstimated Product Backlog

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State of Confusion: CustomerProduct Roadmap

Release 3 • Disaster Recovery, • Cleared List and• Auto Qualification

Release 4 • Monitoring• Reporting

Release 1 • IIR Integration• New interface• Watch List Targets

Manage Watch List Targets

Automatic Identity Risk Assessment

Fuzzy English Name

Matching using IIR

SLA Recording

APP Integration

Release 2 • Arabic UI• Denial of Boarding • Referral Workflow

Arabic UIArabic Name

Matching using IIR

Deny Boarding

(using Watch Lists)

Referral Workflow

Online HelpARAS

Active: Active Infrastructure

Auto Qualification of Referrals

Release 5 • PNR-DCS Data• Travel Pattern Analysis

PNR / DCSData

Acquisition

Pre-Departure

Scan

View PNR/DCS

Travel Data

Travel Pattern Analysis

PNR-DCS Reporting

Print/Export for Travel Data,

and Alert lists

Carrier PortalUpdate

View APP Transactions,

Govt Override

SMS Notifications

Print/Export for remaining

screens

System Auditing

Cleared List

Reporting

VisualisationCarrier

Processing Rules

Disaster Recovery

Load Balanced

Carrier Portal

DAS Monitoring

Watch ListConfiguration

Monitoring Tool

Monitoring Tool

User Administration

User Administration

New English UI

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Backlog Burndown

31-J

an

09-F

eb

18-F

eb

27-F

eb

07-M

ar

16-M

ar

25-M

ar

03-A

pr

12-A

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21-A

pr

30-A

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09-M

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18-M

ay

27-M

ay

05-J

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14-J

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23-J

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02-J

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11-J

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20-J

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29-J

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16-A

ug

25-A

ug

03-S

ep

12-S

ep

21-S

ep

30-S

ep0

200

400

600

800

1000

1200

Backlog Burndown

Realistic Case

Best Case

Worst Case

Actual

Dates

Sto

ry P

oin

ts

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Release Burndown Chart

21 22 23 24 250

50

100

150

200

250

300

350

400

450

405

285

165

115

0

Required Project Burndown

Actual Project Burndown

Sprints

Sto

ry P

oin

ts

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Release Plan

Release 1 – prod 20th Feb • Please wait• CCV Masking• Disclaimer texts

Please Wait Text

Traveller Detail Text

Show RBD

CCV Masking

50% Complete

Release 2 – prod 1st Mar • Get Lucky Email • Manual Refunds• Tidy up Reports

Meal Preference

Manual Refund (Trip Refund)

Payment Disclaimer

International Cancellation

Refund Report (quick)

Remove MIS Report

Tidy Sales Acc. Report

Sales Acc Ref Report

Release 3 – w/c 12th Mar • Ticket Endorsement• Fees in Sales Accounting

Ticket Endorsement

Get Lucky Email

No Price Adjustment in

Acc

CC Refund Reverse Order

Reissuance - Single

Fees in Sales Accounting

DOT US routes only

Single Name

Currency Converter

Flight details

Key:

BookingStatistics

25% Complete

75% Complete

Not Started

DOT Baggage

2

Daily Schedule

• Extra

• Moved from Release 1

Concession Fees

1 2

4

6 7

8 9

1

34

65

Code Share Display

Breadcrumbs

10

3

• Moved from Release 3

5

11

7

1 = Top priority in releaseComplete In Production

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State of Confusion: Delivery Teams

• When and how are we going to do detail architecture & design (BDUF)?

• How can we become cross-functional team? Developer can only develop and tester can only test.

• How can we develop if we don’t have detail requirement specifications and design? Quality is definitely going to suffer.

• What’s this Story points estimation? Why do we need “another” estimation technique?

• TDD, Pair Programming!!!• Big Resistance!!!

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State of Confusion: Delivery TeamsEducation – Agile Manifesto

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right,

we value the items on the left more.

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State of Confusion: Delivery TeamsEducation - Key Agile Principles

• Satisfy the customer through early and continuous delivery of valuable software

• Business people and developers must work together daily throughout the project.

• Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

• Simplicity--the art of maximizing the amount of work not done--is essential.

• The best architectures, requirements, and designs emerge from self-organizing teams.

Respect Integrity

TrustCommitmentHonesty

TransparencyCourage

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State of Confusion: Delivery TeamsTeam Formation & Engineering Practices

• Started with two Scrum Teams with Cross Function Skills (Business Analyst, Development, Quality Assurance, UI)

• Make them Sit together• Help them to understand each ceremony in Scrum

Framework• Explained Engineering Practices from XP

• Test Driven Development• Pair Programming• Refactoring• Collective code ownership• Continuous Integration

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Scrum Framework

Product Backlog(prioritized by PO)

Sprint PlanningMeeting

Sprint Backlog

1 Day

2 weeks

Potentially Shippable Product Increment

Sprint Review& Retrospective

Meeting

Product Backlog Refinement (5-10% of Sprint)

Daily Scrum Meeting• Done since last meeting• Will do for next meeting• Impediments

Vision & Release Plan

Sprint Planning Meeting• Review Product Backlog• Estimate Sprint Backlog• Define Sprint Goals• Commit

Retrospective Meeting• Inspect & Adapt• Continuous Improvement

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Was it Smooth?

NOBut it gave us a good head start

and to move to next step.

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Transformation: State of Exploration

Can we still deliver

everything on time?

How can we help? Can we go

live so often?How can

we involve more?

Project vs Product

Can we scale using this model?

How to be more cross-

functional?

How to address change

requests?

Lets explore Continuous

DeliveryLets Explore Behaviour

Driven Development

Quality vs Productivity

?

Should we align Sales

strategy with Delivery

Strategy?Feature Teams

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Transformation: State of ExplorationManagement

• Can we still deliver everything On time and Budget?• Can we scale with Agile?• Product vs Project approach• How to address Change Requests?• Should align Sales strategy with development.

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Transformation: State of ExplorationManagement• Focus on Delivering what customer wants i.e. Delighting Our

Customer• Create environment to promote bi-directional transparency• Promote environment where we focus on Quality and protecting

team from external pressure• Focus on Intent• See with your Feet• Scale using same model (Scrum Teams) at distributed locations • Work on Product Development approaching by keeping eye on

projects.• Exchange Requests rather than Change Requests, wherever

possible and feasible.

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Transformation: State of ExplorationCustomer• How can we help (more)?• How can we involve more (collaboration)?• Can we go live so often?

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Transformation: State of ExplorationCustomer• Work closely with Delivery team to explain business

reasons of your requirements.• Provide early feedback to ensure that it can implemented

early.• Can go live with features whenever you want considering

• You are ready to receive software.• End User trainings are met• Anything else they need to complete at their end

• Use Exchange Request, wherever possible.

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Transformation: State of ExplorationDelivery Teams• Show empathy to Customer needs• Focus on Quality and ensure Customer Delight• Cross Functional, what does it means?• Stop developing, Start Delivering• Explore Behaviour Driven Development• Always remind yourself, we are protecting Borders so

Quality is not negotiable and We have a Social Responsibility

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Transformation: State of Commitment

Collaborate, collaborate, collaborate

Keep Customer

Satisfaction at the heart?

Feature Teams

Pull the cord Continuous Improvement

One Button Deployment

Communicate, CommunicateCommunicate

Social Responsibility

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Award

• Frost & Sullivan award top honour for border management delivery to SITA• 2011 Global Customer Value Enhancement Award in border

control

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Questions?