Mylène Boutet, Agility Ambassador for HR chez Amadeus, fera un focus sur l’accompagnement des équipes RH et des managers dans leur transformation à l’échelle ! Comment avons-nous embarqué nos Ressources Humaines dans notre transformation globale ? Comment avons-nous accompagné nos managers dans notre évolution vers SAFe ?

1. 20 & 21 septembre 2022 - New Cap Event Center
Quid des RH et des managers dans le
passage d'une organisation à l'échelle?
Amadeus REX

2. Remerciements à nos sponsors et partenaires Partenaire

3. Amadeus REX
How did we embark the HR
functions in our SAFe
transformation journey
Evolution of the Manager
role in Agile

4. Mylène Boutet
Amadeus Lean-Agile Center of Excellence

5. Enriching every step of the traveler’s journey
On-trip
Post-trip
Inspire Shop
Book
Pre-trip

6. 1M+
Our customers
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
90+ 65+ 20+ 25+
130+ 130+
470+

7. Amadeus world presence

8. Our Scaled Agile journey
8
Creation of
Enterprise
Agility Program
SAFe officially
selected as target
model
2015 2017 2018 2020
2019 Today
51 Agile Release
Trains
+12 ARTs in 2020
despite COVID
First SAFe ARTs
launch
First scaled agile
initiatives
Creation of the LACE

9. 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
August 2022
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
We are
here
• 51 Agile
Release Trains
• 4800+ people
in SAFe

10. How did we embark
Human Ressources into
Agility?
01

11. Cultural change
• Proximity with Top Management
• Closer collaboration BU / R&D
• DevOps
• Continuous learning
• Continuous improvement
• Innovation
• Transparency

12. A double reporting line for the LACE
LACE reports to CTO and HR
Chief Technical Officer
LACE
Agile
Coaches
Agile
coaches
HR Global Business Partner & Director
LACE: Lean-Agile Center of Excellence

13. Agile training for HR

14. The role of the HR Business Partner
Once the ARTs
are launched?
Be part of the
transformation
Team
Attend the Value
Steam identification
Workshop and ART
design Workshop
Participate to
the casting of
Agile roles
Support
managers
throughout the
transformation

15. Objectives setting
Individual Common Collective
Fully depends
on individual’s
performance
Common to the team,
aligned with the
team/dept. mission
Common to the team,
aligned with the
team/dept. mission
50% 20% Max 30%
• Coordinate the defense
with the team
• Share best practices
with substitute GK
• Increase your
competence vs.
freekicks and penalties
with 1 extra hour
practice per training
session
• Do not play dangerously
• Do not give a
penalty/foul inside the
box
• Avoid yellow and red
cards
• Play Collaboratively
• Encourage and foster
team spirit
• Achieve top 4 finish to
place in Champions
league next season
• Win 1 trophy from the 3
domestic competitions
Individual Rating Individual Rating Collective Rating

16. Evolution of the talent framework
Scrum
Master
Agile coach
New jobs
created out of
management
path
Product
owner
Release Train
Engineer
Architect
path
Principal
Path

17. Agile P&C Community
A transversal Community for Human Ressources
• Progressing on
transversal initiatives
• Breaking silos
• HR processes
evolution
• Experience sharing
• From P&C or from
the business
• Training
• Awareness session
Learning Sharing
Working
Transforming

18. Do you want to embark your HR to the Agile
transformation?
Train HR on Agility
Define a target state in terms of people behaviour
and company culture
Dedicated people to work on the HR transformation
Communicate efficiently on the vision

19. Amadeus REX
QUESTIONS?

20. CONFIDENTIAL & RESTRICTED
Evolution of the manager’s role
02

21. Evolution of the Team manager’s role
• Referent of strategy
• Prioritization
• Vision
• Product/component
architecture
• Process definition
• Budget follow-up
• Cost management
• Product/Solution stability
• Sizing estimation
• Planning
• Task assignment
• Solution definition
• Result accountability
• Escalation/pb mgt
• Talent management
MANAGER
DECENTRALIZATION
TO MANY ROLES
Agile
Teams
contributes
contributes
contributes

22. Risk of Value
Leakage
How to make sure
Managers have value in
SAFe?
Controversial
Legitimacy
How to make sure that
everybody finds its
place and feels
legitimate in its area?
Challenges
Discomfort with
SAFe
transformation
How to offer further
clarity and visibility on
their role and
responsibilities?
Questioned career
evolution
What is the evolution of
Management job vs
SAFe roles?
Weak component
ownership
Who keeps the
responsibility of the
component quality,
stability, evolution and
maintainability?

23. What are the options for managers?
Talent manager
Focus on people
Management of a large
team, on a given function
2
Manager and contributor
Management of a team
+
Take official operational
accountability
1
Individual Contributor
Move to the expert or
individual contributor
career path
3

24. 24
Additional support for managers
New steps to embark people in the SAFe journey
o Positioning the manager in a SAFe context
presentation
o Career management- keep growing in a
SAFe context with HR Business Partners
o Meeting cartography and rationalization
o Community of Practice

25. Communities of managers
Addressing pain points via workshops and sharing
_Communities address practical pain
points via focus groups
_Involving Human Resources
_Topics such as:
• Roles & Responsibilities between teams
and management
• Best practices for a given activity / job
(QA manager, Product Definition…)
• Best practices/guidelines/rules around
component management & evolution

26. 26
Management participation to ceremonies
Strategy to execution with alignment and transparency
_ EXCOM Members, Directors, Associate
Director
• Strategic Portfolio Review
• PI Planning: Business context, Team
recognition…
_ Director, Associate Director, Senior
management
• Portfolio Sync/Strategic Portfolio Review
• PI Planning: Opening session, Management
review, Business Owner Tour, Closing session
• PI System Demo
_ Senior management
• Portfolio Sync
• PI Planning: Opening session, Management
review, Business Owner Tour, Closing session,
Risk roaming
• System Demo
_ Middle management
• Portfolio Sync
• PI Planning: Management review if needed
• System Demo
• Sprint Review

27. 27
Remaining challenges
Still no perfect setup: we are facing a transition phase
Remaining questions on accountability/responsibilities
Which career evolution for people managers?
How to recognize all leaders?

28. 28
Amadeus REX
QUESTIONS?

29. 29
Amadeus REX
MERCI