Scrum outside IT for A350XWB Design Optimization
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Scrum outside IT for A350 XWB Design Optimization September 30th – October 4th
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How Scrum (the most used agile approach on IT projects) has been used outside IT – in a business environment – to improve collaboration and accelerate Change Requests management on A350XWB design optimization activities. Presented on October 3, 2013 at Capgemini architecture week and on october 10, 2013 at Agile Tour Toulouse
Transcript of Scrum outside IT for A350XWB Design Optimization
Scrum outside IT for A350 XWB Design Optimization
September 30th – October 4th
Disclaimer: what we won’t speak about
A350 XWB design optimization is a key industrial Airbus assetActivities on this topic are confidential informationWe won’t talk about themWe won’t answer questions about technical content on this topic
Who we are
Francois KubicaAirbus A350 XWB
Chief Engineer for Design Optimization
Antoine LalouxAirbus A350 XWB
Mechanical installationScrum Product Owner
Nicolas BrechardBAC Engineering domain
leader
Olivier FlebusA&D Agile leader,
Agile Coach
Romain VALERYBusiness Consultant,
Scrum Master
Drivers of A350 XWB design optimization
Accelerate Time-to-market
Increase Aircraft
performance
Safety First.Technical & industrial feasibility
Why using Scrum ?
Scrum Definition:
A framework within which people can address complex problems, and productively and creatively deliver products of the highest possible value.
http://www.scrum.org/Scrum-Guides
How Scrum was introduced
Agile awareness of involved Capgemini consultants Discussion with Olivier
Clearly identified value on every idea in the portfolio Multiple skills required Collaboration is key to address transverse topics
Presentation to Antoine
Sponsorship from François
Deployment into design optimization teams 30 min “training” Scrum Master & Coach Improvement through Scrum retrospectives
What convinced you to experiment with Scrum ?
Operational Context
Scrum used outside IT ,in a business environment , as a support to improve collaboration and accelerate Change Requests management
Full Change Process
ICB CCC CCB
DELTA - 2 DELTA - 1
INIT EVAL INVEST
Our approach
Ideas portfolio
14 one-day Acceleration Sessions in 2 years
1 to 2 months
3-weekScrum Sprints during 6 months
Daily work activities
CCB
Collaborative workshops based on ASE™ method to accelerate Change Requests management
Design optimization community & Scrum Teams
Design OptimizationCommunity
(Hundreds of people)
People involved inAcceleration Sessions
(300+ people)
3 Scrum Teams
(< 30 people)
Multiple skills & roles:•Experts from Engineering domains•Aircraft Section leaders•Airbus Suppliers•…
Mechanicaldomain
Electricaldomain
Benefits
Acceleration
Quality / maturity Better insight due to variety of people involved Improved Change Request maturity at decision gates Most Change Requests passed CCB on the right first time
Productivity Alignment of all involved people Reduced workload on Change Requests that have been killed earlier
0 2 4 6 8 10 12 14
Without AS & Scrum
With AS + Scrum
12,5
7,5
Average CR lead time from idea to CCB (months)
5 months saved (40%)
0 1 2 3 4 5 6
Without AS & Scrum
With AS + Scrum
5,5
1,5
Average lead time to cancel a CR (months)
73% lead time reduction to kill ideas
What benefits did you expect ? Any reaction ?
Why it worked – Key Success Factors
Visibility, Transparency Accelerations Sessions Visual management for Scrum
Priorities & Focus on what matters most (at any time) ~10 ideas with specific goals in every sprint
Continuous portfolio management
Rhythm through iterations
Scrum as a way to make Acceleration Sessions sustainable on a day-to-day basis
Would you recommend this approach in another context ?
What key success factor would you highlight ?
What could be improved
How to find the right level of preparation for the ideas portfolio ?
How to ensure key people mobilization ?
How to keep the “momentum” after the session ?
How to improve collaborationwithin distributed teams ?
How to improve collaboration with people outside of the Scrum team ?
&
The information contained in this presentation is proprietary.© 2013 Capgemini. All rights reserved.
www.capgemini.com
About Capgemini
With more than 125,000 people in 44 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2012 global revenues of EUR 10.3 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business ExperienceTM, and draws on Rightshore®, its worldwide delivery model. Learn more about us at www.capgemini.com.
Rightshore® is a trademark belonging to Capgemini
