SITA agile transformation
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SITA underwent an agile transformation journey from an initial state of confusion to exploration and finally commitment. In the initial state, management, customers and delivery teams had many questions around how agile would work. Through education on agile principles and practices, forming cross-functional teams, and exploring new ways of working, confusion started to reduce. In the state of exploration, focus shifted to customer collaboration, continuous delivery, addressing changes through "exchange requests", and exploring new techniques like behavior driven development. Finally, in the state of commitment, principles of customer satisfaction, social responsibility, continuous improvement, and one-button deployments became guiding lights for working in an agile way.
SITA agile transformation
- 1. SITA Agile Transformation Case Study 17/Feb/2012 By: Dinesh Sharma
- 2. SITA Introduction SITA is the world's leading specialist in air transport communications, IT solutions and Border Management Solutions 2
- 3. 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. 3
- 4. 4 | Case Study | Confidential | © SITA 2012
- 5. Three States of Transformation Confusion (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 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. 6
- 7. Transformation: State of Confusion How Risk How are we and Issues Who is going to will be responsible measure the addressed in for the progress? Can we deliver Agile? delivery? everything On time? How existing roles going to be fit in Agile? Can you really deliver so Who is often? responsible for quality Delivering potentially shippable product every two weeks? Cross- You must be functiona kidding!!! l teams? My %^& Where is Who the predictability You know all hell is Why do you Story point? ? requirements No upfront need us so what else do Architecture often? 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: Management Education • 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 9
- 10. State of Confusion: Management Education 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 adaptability 10
- 11. State of Confusion: Management Education Working software over comprehensive documentation • 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). 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 coaching It 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 Expectations Potentially Shippable Source: Rally Software Product Increment 13
- 14. 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 14
- 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? • What’s 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 purpose 16
- 17. State of Confusion: Customer Power of Visualisation • Visual Feature Mapping with Customer • Visual Product Roadmap • Backlog & Release Burndown • Visual Progress Report 17
- 18. State of Confusion: Customer Feature mapping 18
- 19. State of Confusion: Customer Ordered Product Backlog 19
- 20. State of Confusion: Customer Estimated Product Backlog 20
- 21. State of Confusion: Customer Product Roadmap Release 1 Release 2 Release 3 Release 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 Analysis Manage Arabic Name Carrier PNR / DCS New English Watch List Arabic UI Matching Cleared List Processing Visualisation Data UI Targets using IIR Rules Acquisition Fuzzy English Deny Pre- Automatic Print/Export Auto Name Boarding Carrier Portal System Departure Identity Risk for remaining Qualification Matching (using Watch Update Auditing Scan Assessment screens of Referrals using IIR Lists) Print/Export for View APP View Load APP Travel Transactions, Disaster PNR/DCS Referral Balanced Reporting Integration Data, and Alert Govt Recovery Travel Data Workflow Carrier Portal lists Override Travel SLA User Monitoring Watch List Monitoring SMS DAS Pattern Recording Administration Tool Configuration Tool Notifications Monitoring Analysis ARAS User PNR-DCS Active: Active Online Help Administration Reporting Infrastructure 21
- 22. Backlog Burndown 1200 Backlog Burndown 1000 800 Story Points 600 Realistic Case Best Case Worst Case Actual 400 200 0 31-Jan 02-Mar 02-Apr 02-May 02-Jun 02-Jul 02-Aug 02-Sep 02-Oct Dates 22
- 23. Release Burndown Chart 450 Required Project Burndown 405 Actual Project Burndown 400 350 300 285 Story Points 250 200 165 150 115 100 50 0 0 21 22 23 24 25 Sprints
- 24. Release Plan Release 1 – prod 20th Feb Release 2 – prod 1st Mar Release 3 – w/c 12th Mar • Please wait • Get Lucky Email • Ticket Endorsement • CCV Masking • Manual Refunds • Fees in Sales Accounting • Disclaimer texts • Tidy up Reports Please Traveller Get Lucky Manual Ticket Meal Refund (Trip Endorsement Wait Text Detail Text 1 Email 2 Refund) 2 Preference 1 Payment CCV Concession International CC Refund No Price Cancellation Reverse Adjustment Disclaimer Masking 3 Fees 5 3 Order in Acc 4 Booking Breadcrumbs Refund Remove Reissuance Fees in Sales Report Accounting Statistics 6 (quick) 7MIS Report 5 - Single 6 • Moved from Release 3 DOT US Tidy Sales Sales Acc Code Share Flight 8 Acc. Report 9 Ref Report 7 routes only Display details • Extra Single Currency 10 Name 11 Converter DOT Daily Baggage Schedule • Moved from Release 1 Show RBD 4 Key: Not 25% 50% 75% Complete In 1 = Top priority in release Started Complete Complete Complete Production 24
- 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 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!!! 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 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. 26
- 27. State of Confusion: Delivery Teams Education - 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. 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 Integration 28
- 29. Scrum Framework Daily Scrum Meeting Vision & Release • Done since last meeting Plan • Will do for next meeting • Impediments 1 Day 2 weeks Product Backlog Sprint Planning Sprint Product Backlog Potentially Sprint Review (prioritized by PO) Meeting Backlog Refinement Shippable 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 Improvement 29
- 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 deliver more? everything on time? Project vs Product Can we scale using this model? Quality vs Productivity ? How to address change requests? How to be more cross- functional? Should we Lets explore align Sales Lets Explore Continuous strategy with Behaviour Delivery Delivery 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 Responsibility 36
- 37. Transformation: State of Commitment Feature Collaborate, coll Teams aborate, collabor Keep ate Customer Satisfaction at the heart? Communicate, C ommunicate Communicate Social Responsibility Pull the cord Continuous Improvement One Button Deployment
- 38. Award • Frost & Sullivan award top honour for border management delivery to SITA • 2011 Global Customer Value Enhancement Award in border control 38
- 39. Questions? 39