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Scrum outside IT for A350XWB Design Optimization

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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

Published in: Business, Technology
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Scrum outside IT for A350XWB Design Optimization

  1. 1. Scrum outside IT for A350 XWB Design Optimization September 30th – October 4th
  2. 2. Disclaimer: what we won’t speak about  A350 XWB design optimization is a key industrial Airbus asset  Activities on this topic are confidential information  We won’t talk about them  We won’t answer questions about technical content on this topic
  3. 3. Who we are Francois Kubica Antoine Laloux Airbus A350 XWB Chief Engineer for Design Optimization Airbus A350 XWB Mechanical installation Scrum Product Owner Nicolas Brechard Olivier Flebus Romain VALERY BAC Engineering domain leader A&D Agile leader, Agile Coach Business Consultant, Scrum Master
  4. 4. Drivers of A350 XWB design optimization Accelerate Time-tomarket Safety First. Technical & industrial feasibility Increase Aircraft performance
  5. 5. 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
  6. 6. 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 ?
  7. 7. Operational Context  Scrum used outside IT ,in a business environment , as a support to improve collaboration and accelerate Change Requests management ICB CCC DELTA - 2 CCB DELTA - 1 INIT EVAL Full Change Process INVEST
  8. 8. Our approach Ideas portfolio 14 one-day Acceleration Sessions in 2 years Daily work activities CCB 1 to 2 months 3-week Scrum Sprints during 6 months Collaborative workshops based on ASE™ method to accelerate Change Requests management
  9. 9. Design optimization community & Scrum Teams Multiple skills & roles: •Experts from Engineering domains •Aircraft Section leaders •Airbus Suppliers •… Design Optimization Community (Hundreds of people) People involved in Acceleration Sessions (300+ people) Electrical domain Mechanical domain 3 Scrum Teams (< 30 people)
  10. 10. Benefits  Acceleration  Average CR lead time from idea to CCB (months) 5 months saved (40%) 7,5 With AS + Scrum Average lead time to cancel a CR (months) 73% lead time reduction to kill ideas 1,5 With AS + Scrum 12,5 Without AS & Scrum 5,5 Without AS & Scrum 0 2 4 6 8 10 12 14 0 1 2 3 4 5  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 What benefits did you expect ? Any reaction ? 6
  11. 11. 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 ?
  12. 12. What could be improved &  How to find the right level of preparation for the ideas portfolio ?  How to improve collaboration within distributed teams ?  How to ensure key people mobilization ?  How to keep the “momentum” after the session ?  How to improve collaboration with people outside of the Scrum team ?
  13. 13. Thank you ! Any Question ? nicolas.brechard@capgemini.com romain.valery@capgemini.com olivier.flebus@capgemini.com @olivierflebus
  14. 14. 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 www.capgemini.com The information contained in this presentation is proprietary. © 2013 Capgemini. All rights reserved.

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