Starting point
An airline’s digital retail team (web and mobile sales) consisted of two streams: the front end customers see (web and app) and the back end (services and integrations). Each stream worked with a different supplier. The structure of the organisation was mirrored in the structure of the software, work waited at every hand-off, and the end-to-end process from request to release was not defined.
What we did
- Mapped the end-to-end process together. With the team and the suppliers, we defined every step from request to release, including hand-offs and waiting points.
- Moved from Scrum to Kanban. For work that depended on suppliers and arrived unevenly, the front-end team moved to Kanban and visualised its workflow on a board.
- Started measuring flow. Throughput, lead time and cycle time are now tracked regularly.
- Clarified roles. A role matrix made clear who decides what, and the team writes its Kanban policies together.
Result
Flow in the front-end team became visible and measurable. For the next stage, a phased plan backed by management was prepared, covering the back-end transformation and how both streams work together end to end.