Trade, Travel and Logistics
A Flywheel of Continuous Improvement
NS and ProRail aimed to add a lot more adapted functionality to the Donna-system while enhancing the level of predictability of the development teams at the same time.
Xebia started by coaching one team, making work predictable and visible, and scaling up in a later phase of the project.
With every iteration, the team gained more awareness of the effort required to realize improvements and began incorporating these into the sprint planning activities. Their refined sprint planning not only reduced the amount of re-work but also created trust within the team and towards management. The structure allowed more room for improvements and a shared understanding of the effort required. The team embraced continuous improvement, step by step.
The Road to End-to-End Responsibility
Installing a self-service platform, focusing on one development team at first, knowing the fast and tangible results we achieved would serve as a guideline for the following teams. It took all hands on board to guide this first team to full responsibility, from feature idea to production. People from different parts of the organization—testers, architects, system administration, and management— helped make it happen, step by step.