British Airways undertook a major programme of work to replace several of their key frontline systems, which staff use to manage all aspects of their customers’ experience, along with associated aircraft functions. This was a £100m programme known as The Travel Programme of the highest strategic importance and received maximum scrutiny by BA’s Board. The solution handles all aspects of its customer proposition (check-in, baggage, lounge access, boarding, arrivals etc.) across the world, and is a complex multi-tiered suite, comprising of bespoke solutions in an Agile collaboration with their development partner, and tight integration with other airline community solutions.
The programme was running behind schedule and over budget, ASE were engaged by BA to:
- Conduct a full review of the Travel Programme, focusing on the delivery of the Customer Management (CM) component. This was in terms of its achievability within the existing timeframes, its impact on the organisation, and the clarity of activities required to complete it.
- Perform an additional review on the impact of a critical dependency (an upgrade to the integration infrastructure), and its ability to deliver performance improvements within CM timescales.
- Properly resource key skills into the BA Programme team to manage the delivery.
The recommendations of the report were accepted by BA, and ASE was subsequently engaged to support the delivery of the solution from the IT division into the business for user acceptance testing.
This focused on the architectural components of the solution, with support for the planning and resourcing of the programme, together with advising on the risk assessment process. The level of change proposed against the original requirements was recognised as a significant risk. ASE led on developing a comprehensive Change Request process across the programme, which prioritised and costed a significant backlog of change requests for inclusion in the revised programme Business Case.
ASE provided support for a re-planning and budgeting exercise being undertaken at the outset of the Programme engagement, specifically around validating costs and forecasts incurred by the IT division in commissioning the solution from BA’s IT supplier, and provide technical resource during its deployment into live service.
- A report to senior stakeholders including recommendations. This covered:
- Technical change, testing and deployment of the solution;
- Transformational change within the organization;
- Management of scope, schedule, resourcing and cost of the project; and
- Governance arrangements going forward.
- Design assurance of architectural artefacts developed by BA’s IT Division;
- A comprehensive and robust Change Request process across the programme; and
- Packaging of change into discreet deliverables that could be delivered with BA’s development partner in an Agile way.
With ASE’s support during this engagement, British Airways were able to:
- Manage a series of activities to re-baseline the programme
- Deliver a series of critical changes in the immediate term to allow user acceptance testing to begin and
- Lay the foundation for the successful delivery of programme.