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

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  • 1.SITA AgileTransformationCase Study17/Feb/2012By: Dinesh Sharma

2. SITA IntroductionSITA is the worlds leading specialist in air transportcommunications, IT solutions and BorderManagement Solutions2 3. Dinesh Sharma Around16 yrs of experience as aDeveloper, Development Manager and now Agile Coach J2EE and Oracle background Used/implemented Scrum, Kanban and XP.3 4. 4 | Case Study | Confidential | SITA 2012 5. Three States of TransformationConfusion (Shu) Exploration (Ha) Commitment (Ri)5 6. 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 toimplement Agile. Few agile transformation attempts in pastwithout little success. A Design Study underway to understand customerrequirements and propose solution. Management willing to support Agile implementation but needhelp Technical teams not sure how Agile going to change their wayof working.6 7. Transformation: State of ConfusionHow Risk How are we and IssuesWho is going to will be responsible measure theaddressed infor theprogress?Can we deliver Agile? delivery?everything Ontime?How existingroles going tobe fit in Agile?Can you really deliver soWho is often? responsiblefor qualityDelivering potentially shippable product every two weeks? Cross-You must be functionakidding!!!l teams? My %^&Where isWho thepredictabilityYou know all hell is Why do you Story point?? requirementsNo upfront need us sowhat else do Architectureoften?you need and design?from us?%^&$ 8. 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?8 9. 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 & Expectation9 10. State of Confusion: ManagementEducation Responding 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 adaptability10 11. State of Confusion: Management EducationWorking software over comprehensive documentation This statement doesnt 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).11 12. State of Confusion: Management Education Empowerment over Command and Control 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 coachingIt takes good 6-12 months for teams to fully feel empowered with active coaching.12 13. State of Confusion: Management Education Agile manages Business Risk and ExpectationsPotentially ShippableSource: Rally SoftwareProduct Increment 13 14. State of Confusion: Customer Explained Agile Delivery Approach and its 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 Progress14 15. 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? Whats in it for us?15 16. State of Confusion: Customer Stakeholder 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 purpose16 17. State of Confusion: Customer Power of Visualisation Visual Feature Mapping with Customer Visual Product Roadmap Backlog & Release Burndown Visual Progress Report17 18. State of Confusion: Customer Feature mapping18 19. State of Confusion: Customer Ordered Product Backlog19 20. State of Confusion: Customer Estimated Product Backlog20 21. State of Confusion: CustomerProduct Roadmap Release 1Release 2 Release 3Release 4 Release 5 IIR Integration Arabic UI Disaster Recovery, Monitoring PNR-DCS Data New interface Denial of Boarding Cleared List and Reporting Travel Pattern Watch List Targets Referral Workflow Auto Qualification AnalysisManage Arabic NameCarrierPNR / DCS New English Watch List Arabic UIMatching Cleared ListProcessing Visualisation Data UITargetsusing IIRRulesAcquisition Fuzzy EnglishDenyPre-AutomaticPrint/Export AutoNameBoarding Carrier PortalSystem Departure Identity Riskfor remaining Qualification Matching (using Watch UpdateAuditing Scan Assessmentscreensof Referrals using IIRLists) Print/Export forView APP ViewLoad APPTravel Transactions, Disaster PNR/DCSReferral Balanced ReportingIntegrationData, and Alert GovtRecoveryTravel DataWorkflowCarrier Portal lists Override TravelSLA User Monitoring Watch List MonitoringSMSDAS PatternRecordingAdministrationToolConfiguration Tool Notifications MonitoringAnalysis ARAS User PNR-DCS Active: Active Online HelpAdministrationReporting Infrastructure 21 22. Backlog Burndown1200Backlog Burndown1000 800 Story Points 600Realistic CaseBest CaseWorst CaseActual 400 200 0 31-Jan 02-Mar 02-Apr 02-May 02-Jun 02-Jul 02-Aug 02-Sep 02-Oct Dates22 23. Release Burndown Chart 450 Required Project Burndown 405 Actual Project Burndown 400 350 300285Story Points 250 200 165 150 115 100500 0 21 22 232425 Sprints 24. Release PlanRelease 1 prod 20th Feb Release 2 prod 1st MarRelease 3 w/c 12th Mar Please wait Get Lucky Email Ticket Endorsement CCV Masking Manual Refunds Fees in Sales Accounting Disclaimer texts Tidy up ReportsPleaseTravellerGet Lucky ManualTicketMeal Refund (Trip Endorsement Wait Text Detail Text 1Email 2 Refund) 2 Preference1 Payment CCV ConcessionInternationalCC RefundNo Price CancellationReverseAdjustmentDisclaimerMasking3Fees5 3 Order in Acc4BookingBreadcrumbsRefundRemoveReissuance Fees in SalesReportAccountingStatistics 6(quick) 7MISReport5- Single6 Moved from Release 3 DOT USTidy SalesSales AccCode Share Flight 8 Acc. Report 9 Ref Report7 routes only Display details Extra SingleCurrency 10 Name11 Converter DOT Daily Baggage Schedule Moved from Release 1ShowRBD 4 Key:Not25% 50%75%Complete In1 = Top priority in releaseStartedCompleteComplete CompleteProduction24 25. 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 dont have detail requirement specifications and design? Quality is definitely going to suffer. Whats this Story points estimation? Why do we need another estimation technique? TDD, Pair Programming!!! Big Resistance!!!25 26. State of Confusion: Delivery Teams Education Agile Manifesto Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiationResponding 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.26 27. State of Confusion: Delivery Teams Education - Key Agile Principles Satisfy the customer through early and continuous delivery ofvaluable software Business people and developers must work together dailythroughout the project. Build projects around motivated individuals. Give them theenvironment and support they need, and trust them to get thejob done. The most efficient and effective method of conveying informationto and within a development team is face-to-face conversation. Simplicity--the art of maximizing the amount of work notdone--is essential. The best architectures, requirements, and designs emerge fromself-organizing teams.27 28. State of Confusion: Delivery Teams Team 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 Integration28 29. Scrum Framework Daily Scrum Meeting Vision & Release Done since last meeting Plan Will do for next meeting Impediments 1 Day2 weeks Product Backlog Sprint Planning Sprint Product Backlog PotentiallySprint Review (prioritized by PO) Meeting BacklogRefinementShippable Product & Retrospective(5-10% of Sprint) Increment Meeting Sprint Planning Meeting Review Product Backlog Estimate Sprint Backlog Retrospective Meeting Define Sprint Goals Inspect & Adapt Commit Continuous Improvement29 30. Was it Smooth? NO But it gave us a good head start and to move to next step.30 31. Transformation: State of Exploration How can we Can we go How can help? live so often? we involve Can we still delivermore?everything on time? Project vsProductCan wescale usingthis model? Quality vsProductivity?How to address changerequests?How to be morecross-functional?Should we Lets explorealign Sales Lets ExploreContinuous strategy with BehaviourDeliveryDelivery Driven Feature Strategy?Development Teams 32. Transformation: State of Exploration Management 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.32 33. Transformation: State of Exploration Management 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.33 34. Transformation: State of Exploration Customer How can we help (more)? How can we involve more (collaboration)? Can we go live so often?34 35. Transformation: State of Exploration Customer 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.35 36. Transformation: State of Exploration Delivery 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 Responsibility36 37. Transformation: State of Commitment Feature Collaborate, coll Teams aborate, collaborKeep ate CustomerSatisfactionat the heart?Communicate, Communicate Communicate SocialResponsibility Pull the cordContinuous ImprovementOne ButtonDeployment 38. Award Frost & Sullivan award top honour for border management delivery to SITA 2011 Global Customer Value Enhancement Award in border control38 39. Questions?39