Agile en Seine - LACE A L ECHELLE.pptx
Download as PPTX, PDF0 likes22 views
Amadeus built a Lean-Agile Center of Excellence (LACE) to support a global SAFe transformation involving over 18,000 employees. The LACE provides coaching, assessments, knowledge sharing and develops internal SAFe expertise to manage multiple implementations in parallel across business units. It aims to align resources, enhance culture and deploy SAFe flexibly across the global organization.
Agile en Seine - LACE A L ECHELLE.pptx
- 1. How did Amadeus build a LACE to support a global SAFe transformation for more than 18,000 people? 20 au 22 septembre 2021 Sandra BELLONG – Head of Amadeus Lean- Agile Center of Excellence Olivier LAFONTAN - Coach Agile, SAFe, lean startup at www.leanpizza.com
- 2. Remerciements sponsors 20 au 22 septembre 2021
- 3. 3 CONFIDENTIAL DOCUMENT Amadeus: Enriching every step of the traveler’s journey © Amadeus IT Group and its affiliates and subsidiaries 3 On-trip Post-trip Inspire Shop Book Pre-trip
- 4. 4 CONFIDENTIAL DOCUMENT 1M+ Our customers © Amadeus IT Group and its affiliates and subsidiaries airport operators ground handlers hotel properties travel agencies, online travel agencies, tour operators and corporations worldwide mobility providers rail operators insurance provider groups cruise and ferry lines airlines 4 90+ 65+ 20+ 25+ 130+ 130+ 470+
- 7. 7 CONFIDENTIAL DOCUMENT Creation of Enterprise Agility Program Scaled Agile at Amadeus SAFe officially selected as target model 2015 2017 2018 2020 2019 June 2021 35 Agile Release Trains +12 ARTs in 2020 despite COVID First SAFe ARTs launch First scaled agile initiatives Creation of the LACE
- 8. 8 CONFIDENTIAL DOCUMENT Why a LACE? 1. A need for rationalization 2. A need for joining expertise and forces to deploy SAFe 3. A need for flexibility 4. A need for aligning resources against global enterprise priorities
- 9. 9 CONFIDENTIAL DOCUMENT The vision Shape the future of Amadeus to make our employees and customers thrive through the deployment of SAFe and Lean-Agile mindset.
- 10. 10 CONFIDENTIAL DOCUMENT The set-up Lean-Agile Center of Excellence Airlines Hospitality Travel Distribution People & Culture Internal IT Payment Hub-and-Spoke model Technical Capabilities
- 11. 11 CONFIDENTIAL DOCUMENT Benefits of a central LACE organization Preparation 4 months Ability to manage different SAFe implementations and transversal topics in parallel Global and aligned vision at company level Sharing knowledge and best practices Developing our internal SAFe expertise Enhancing globally the Amadeus culture PI Planning Sustain & Improve 6 months Up to 8 Agile Release Trains + Lean Portfolio Management implementations in parallel Measurements and Lean Budgeting Dashboards, KPIs, Surveys, Lean time reporting,… Transversal topics – Business Agility Extensions People & Culture, Communities & Communications Roles, Trainings, External and Internal comms, CoP,… Agile and SAFe external services Consulting, Training, Coaching, Agile HR,…
- 12. 12 CONFIDENTIAL DOCUMENT Is a LACE enough to transform the full enterprise?
- 13. 13 CONFIDENTIAL DOCUMENT Our Enterprise Agility SAFe Agile Release Train 6 dedicated teams to coach, assess and raise Agile and SAFe maturity 3 dedicated transversal teams SAFe deployment Transversal guidance People & Culture, Communities and Communication Measurements & Lean Budgeting Enterprise Portfolio Management © Amadeus IT Group and its affiliates and subsidiaries
- 14. 14 CONFIDENTIAL DOCUMENT How do we prioritize? Strategic Portfolio Review Portfolio Sync Every 3 months Every 2 weeks Lean Portfolio Management Synchronization @Unit level
- 15. 15 CONFIDENTIAL DOCUMENT AGILITY MATURITY: INCREASE OVERALL TEAM AND TRIBE/ART LEVEL MATURITY 35 Active ARTs 28 Agile Cartography = previous figures 5 4,138 2203 SAFe eNPS Predictability Target 2021 = 38 Target 2021 = 3500 Enterprise Agility KPIs End of June 2021 4380 2600 Total VOD headcount SAFe headcount 0 0.2 0.4 0.6 0.8 1 1.2 2019-Q4 2020-Q1 2020-Q2 2020-Q3 2020-Q4 2021-Q1 2021-Q2
- 16. 16 CONFIDENTIAL DOCUMENT CONFIDENTIAL & RESTRICTED 0 10 20 30 40 50 60 70 80 - 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 2019 2020 2021 2022 2023 2024 SAFe deployment on estimated addressable market SAFe candidates Cumulative progress Nb of ARTs planned Our Business Agility evolution Full essential SAFe deployment by end 2023, considering a stable transformation rate Assumptions: • Volumes: 80% of the worldwide engineering community + Product management + Implementation teams, considering that 20% of those teams will not be moving to SAFe as not needed. • Transformation rate: Data based on achievements and on forecast 35 Agile Release Trains +2600 people in SAFe June 2021 We are here
- 17. © Amadeus IT Group and its affiliates and subsidiaries LARGE SAFe TRANSFORMATIONS : A COACH’S VIEW
- 18. 18 CONFIDENTIAL DOCUMENT Coaching in this setup Some basic info about me Some basic info about Amadeus What it means for coaches What it meant for me Some challenges and tips for large transformation programmes •I started with Agile in 2002, and I have been coaching since 2004. •I coached at Amadeus for 1 year (July 2020 – June 2021) •I helped support multiple ARTs and coached stakeholders on their LPM (Lean Portfolio Management) journey •Sponsors are available •Priorities are very clear •Business engagement is a given •Stable teams during transformation PI execution •Transformation roadmap marks expectations for everyone •Escalation, although rare, is swiftly resolved •I felt part of a team and larger group from the start (there was always someone ready to help and answer questions) •I only had a subset of Amadeus to focus on to be able to coach •I had visibility on all the other transformation initiatives at the end of every transformation sprint •Altogether, this allowed me to get “stuck in” easily and rapidly •25 dedicated coaches : most of them are permanent staff •Coaches work within one of the 3 teams supporting dedicated Business Units and business objectives •Once assigned to a team, coaches participate to quarterly PI Planning events where Business Units and Business Domains’ coaching priorities are tackled. These priorities are discussed and agreed during specific and dedicated Agile transformation Strategic Portfolio Reviews.
- 19. 19 CONFIDENTIAL DOCUMENT Coaching in this setup Some basic info about me Some basic info about Amadeus What it means for coaches What it meant for me Some challenges and tips for large transformation programmes Empower coaches in front of high level stakeholders And remember… Industrialise where and when needed Think about new joiners Define / Agree what value is expected from your transition
- 20. 20 CONFIDENTIAL DOCUMENT Coaching in this setup Some basic info about me Some basic info about Amadeus What it means for coaches What it meant for me Some challenges and tips for large transformation programmes Empower coaches in front of high level stakeholders And remember… Industrialise where and when needed Think about new joiners Define / Agree what value is expected from your transition In large SAFe implementations, investments are substantial. They requires that we all understand how we will measure that we are bringing value to the organization. Measuring Value is hard! Having the right KPIs in large transformations is always a challenge. There might be global ones, but we also need to look for local ways to measure value.
- 21. 21 CONFIDENTIAL DOCUMENT Coaching in this setup Some basic info about me Some basic info about Amadeus What it means for coaches What it meant for me Some challenges and tips for large transformation programmes Empower coaches in front of high level stakeholders And remember… Industrialise where and when needed Think about new joiners Define / Agree what value is expected from your transition Reaching speed and trust between the coaching team and stakeholders of a transition can be tricky. Providing actual delegation from the LACE management to coaches is a fantastic way to see progress on these fronts on transformations. Although not easy to achieve on large setup such as Amadeus, SAFe provided the necessary upfront discussions and setup to ensure a consistent and adequate level of delegation to coaching teams (this can take some getting used to by the stakeholders who usually like to talk to “management” whenever decisions and priority calls need to be made).
- 22. 22 CONFIDENTIAL DOCUMENT Coaching in this setup Some basic info about me Some basic info about Amadeus What it means for coaches What it meant for me Some challenges and tips for large transformation programmes Empower coaches in front of high level stakeholders And remember… Industrialise where and when needed Think about new joiners Define / Agree what value is expected from your transition Induction is always a challenge! Good and easy to browse documentations is always great if you have a lot of external coaches joining your team. A buddy system is also a great way to introduce new coaches into a company.
- 23. 23 CONFIDENTIAL DOCUMENT Coaching in this setup Some basic info about me Some basic info about Amadeus What it means for coaches What it meant for me Some challenges and tips for large transformation programmes Empower coaches in front of high level stakeholders And remember… Industrialise where and when needed Think about new joiners Define / Agree what value is expected from your transition Spending effort solving the same problems, or thinking about the same thing, again and again is time consuming and generates frustration and misunderstanding. In large setups (multiple ARTs to be launched over multiple quarters/years) some form of systematic process, organization, infrastructure and tooling will provide stability. As an example, there can be cognitive overload from new ARTs stakeholders from very mundane decisions such as “where do we store / document and how do we organize our Themes / Epics / Features / Stories / Tasks as well as PI Objectives, Risks?”.
- 24. 24 CONFIDENTIAL DOCUMENT Coaching in this setup Some basic info about me Some basic info about Amadeus What it means for coaches What it meant for me Some challenges and tips for large transformation programmes Empower coaches in front of high level stakeholders And remember… Industrialise where and when needed Think about new joiners Define / Agree what value is expected from your transition SAFe is not a silver bullet, it is not a magic solution to all problems. SAFe is merely a great revealer of what needs attention and could be improved.
- 26. 26 CONFIDENTIAL DOCUMENT Teams identification PI Planning Event Boards 26 Our main tools Metrics Implementation workshops Internal tool: Virtual Organization Directory
Editor's Notes
- #4: We design our solutions around not only our customers’ needs but also their customers’ needs. Right from the first moment of the traveler life-cycle from looking for inspiration for travel possibilities through to shopping, booking and then pre, on and post-trip. At all stages of the travel experience our solutions help our customers deliver better service to travelers. We continuously conduct extensive research to better understand traveler trends in the future. We recently worked with the Future Foundation to develop the Future traveler Tribes study, which identifies the traveler segments that will shape the future of travel, and advises travel businesses on how to meet their needs. We are also conducting research into accessible travel, to explore how travel businesses can meet the needs of growing numbers of people traveling with specialized requirements. (HERE YOU CAN MENTION SOME OF OUR SOLUTIONS BY THE CATEGORIES IN THE traveler LIFE CYCLE ILLUSTRATION - AS APPROPRIATE TO YOUR AUDIENCE)
- #5: We serve every part of the global travel ecosystem. Amadeus’ customers include travel agencies, both online and offline, focused on leisure travel and business travel, and corporations themselves; airlines, airports, ground handlers, hospitality businesses, railway and car rental companies, tour operators, insurance provider groups, insurance companies, ferry & cruise lines and other businesses involved in global travel.
- #14: 50 SPCs upskilled before COVID
- #16: ______________________________________________________________________________________________ Updated by Measurements on jun/2021 with PI#8 figures SAFe 30 ARTs (7 new in Q2): Digital Commerce (Red Train) Digital Platform (Black Train) Digital Web Touchpoints (Blue Train) Digital Orange Train Digital White Train Digital Purple Train Enterprise Agility Program - 50 pers. Headcounts . Hotel Property Management System Hotel Sales & Events Sales & Catering Service Optimization Hospitality eCommerce. Hotel Distribution OCC (Offer Cockpit and Computation) OSS (Offer Search Service ODS (Offer Data Science) OGM (Offer Group Management) NDC (New Distribution Channel) Cloud Platform Voyager Cloud Platform New Horizons xDLC Operations - Disruption Cloud Platform Migration (07Dec20) OBB (Offer Back Bone) (08Dec20) CIAM (01Feb21) Payment (06Feb21) Operations - Customer Management Products (29Mar21) Operations - Customer Management Services (29Mar21) Search (30Mar21) Fast Data (25May21) Big Data (25May21) Corporations (07Jun21) Corporations (07Jun21) Flight Departure (15Jun21) Seating (15Jun21) ACS MiddleWare (21Jun21) Q1/2021 - ASAM (5): Cloud Shopping Tribe Content & Acquisition Rail Tribe Retailing and Servicing Front Office ______________________________________________________________________________________________ Updated by Measurements on 01/03/2021 with PI#7 figures SAFe 28 ARTs (5 new in Q1 but only 2 in Feb21, 3 coming in March): Digital Commerce (Red Train) Digital Platform (Black Train) Digital Web Touchpoints (Blue Train) Digital Orange Train Digital White Train Digital Purple Train Enterprise Agility Program - 50 pers. Headcounts . Hotel Property Management System Hotel Sales & Events Sales & Catering Service Optimization Hospitality eCommerce. Hotel Distribution OCC (Offer Cockpit and Computation) OSS (Offer Search Service ODS (Offer Data Science) OGM (Offer Group Management) NDC (New Distribution Channel) Cloud Platform Voyager Cloud Platform New Horizons xDLC Operations - Disruption Cloud Platform Migration (07Dec20) OBB (Offer Back Bone) (08Dec20) CIAM (01Feb21) Payment (06Feb21) Operations - Customer Management Products (29Mar21) Operations - Customer Management Services (29Mar21) Search (30Mar21) Q1/2021 - ASAM (7): Dynamic Intelligence Hub – Should disappear with the Data ART in Q2-2021 Seating – Should disappear with the operations in Q2/Q3-2021 Cloud Shopping Tribe Content & Acquisition Rail Tribe Retailing and Servicing Front Office ______________________________________________________________________________________________ Updated by Measurements on 12/11/2020 with PI#6 figures Main highlights: 3 new ARTs minus 1 for Mobile 1 ASAM Tribe moved to SAFe Disruption Lot of VOD update after VOD communication. + 1000 persons Teams in Waiting List 906 Travel Fusion Scrum Team - TCH - Corporations - 14/02/2020 1064 Planning - xDLC - 14/09/2020 1063 KPI - xDLC - 09/09/2020 904 Relational Databases - New Horizons - 18/02/2020 1012 OBE Framework - New Horizons - 16/06/2020 1006 Private Cloud - New Horizons - 27/05/2020 962 Payment in Altea - PNR Integration - 08/04/2020 SAFe 21 ARTs Disruption OGM Digital Purple Mobile Hotel Distribution Digital Commerce Train Digital Touchpoints Train Digital Platform Train Digital White Train eCommerce Digital Orange Train Entreprise Agility Program Hotel Sales & Events Hotel Service Optimization Hotel PMS OSS (Offer Search Service) OCC (Offer Cockpit and Computation) ODS (Offer Data Science) Altea NDC New Horizons Voyager xDLC 8 Tribes ASAM Airline Ancillary Services – Should disappear with the last ART of Offer in Q4-2020 Dynamic Intelligence Hub – Should disappear with the Data ART of Offer in Q1-2021 Seating Front Office Tribe (corresponding to former Sell Connect) Cloud Shopping – Contact Christine Content & Acquisition Rail Tribe Retailing and Servicing Sell Connect ______________________________________________________________________________________________ Updated by Measurements on 06/07/2020 with PI#5 figures Main highlights: 7 new trains launched this quarter A huge work on the VOD completion for all the new ARTs and globally in all the divisions. VOD becomes more and more used thanks to a global communication around it. Important work on the ABPs on TPE and TCH in particular: globally the maturity (%First and Premium/Nb Teams with an ABP) decreased due to those new ABPs on teams not yet mature in Agile (Economy class). SAFe 19 ARTs Mobile Hotel Distribution Digital Commerce Train Digital Touchpoints Train Digital Platform Train Digital White Train eCommerce Digital Orange Train Entreprise Agility Program Hotel Sales & Events Hotel Service Optimization Hotel PMS OSS (Offer Search Service) OCC (Offer Cockpit and Computation) ODS (Offer Data Science) Altea NDC New Horizons Voyager xDLC 9 Tribes ASAM Disruption – Will disappear with the launch of the ART disruption Airline Ancillary Services – Should disappear with the last ART of Offer in Q4-2020 Seating Dynamic Intelligence Hub Front Office Tribe Cloud Shopping – Contact Christine Content & Acquisition Rail Tribe Retailing and Servicing ------------------------------------------------------------------------------------------------------------------------ Updated by Measurements on 27/03/2020 with PI#4 figures 1 Tribe Structure Assessment not yet issued for Q4 2019 (Dynamic Intelligence Hub) 12 Tribes ASAM Airline Ancillary Services Cloud Shopping Content & Acquisition Disruption Dynamic Intelligence Hub Merchandising Rail Travel Sellers Rail Tribe Retailing and Servicing Seating Sell Connect SME Digitalization 12 SAFe ART self-assessment includes Digital NSU Orange Train Digital Commerce Train Digital Platform Train Digital White Train Digital Web Touchpoints Train Entreprise Agility Program Hotel Sales & Events eCommerce Hotel Service Optimization Hotel PMS Hotel Distribution Mobile (moving to SAFe in JAN 2020)
- #27: Reminder: Talk about Jira governance