SITA agile transformation
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Transcript of SITA agile transformation
SITA Agile TransformationCase 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
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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.
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.
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
pr
21-A
pr
30-A
pr
09-M
ay
18-M
ay
27-M
ay
05-J
un
14-J
un
23-J
un
02-J
ul
11-J
ul
20-J
ul
29-J
ul
07-A
ug
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
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.
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
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?