The challenge
At the time of the collaboration with Airbus CRISA, the company was immersed in an agile transformation project aimed at adopting new ways of working based on methodological frameworks.
The project’s purpose was to extend the benefits of agility across the entire organization, enhancing delivery predictability, meeting commitments, and the customer’s active involvement in defining solutions.
To that end, Eraneos leveraged the so‑called Digital Transformation Office (DTO), which in turn was part of the Transformation & Improvement area—the driving force behind continuous improvement, organizational efficiency, and transformation. In coordination with our customer, we implemented agile and sustainable ways of working and launched and supported teams and Scrum Masters—key figures in the transformation—through working dynamics, training, and coaching.
Eraneos contributed significantly to achieving these objectives, which are especially relevant in the aeronautics sector and specifically in the MSR (Mars Sample Return) mission. This mission aimed to bring back to Earth samples from the surface of Mars.
Eraneos has been a key player in the company’s transformation, driving sustainable change
Our approach
After selecting the teams that would work with the Scrum methodology, a Scrum Master from the PMO—part of the Improvement & Transformation area—was assigned. The PMO’s objective was to provide support and guidance in project management, regardless of a project’s nature, whether agile or non‑agile. PMO members joined the project teams and were tasked with adapting the framework to the specific needs of each initiative, ensuring its correct application, and actively contributing to the project’s success.
The process began by training the Scrum team members, applying the 70:20:10 learning model based on 70% experience, 20% practice through dynamics and workshops, and 10% theory. Once training was completed, the framework was tailored to the team’s specific needs. For example, the daily meetings were extended in duration and held every two days rather than daily.
The Product Owner bootcamp marked a turning point, enabling them to understand why the transformation is necessary, increasing confidence in the feasibility of applying agile principles, and achieving results that deliver value.
The step prior to starting the first sprint was to support the Product Owner in creating the project roadmap using the digital, collaborative, and visual iObeya tool. This roadmap forms the basis for building the project backlog, carried out collaboratively within the team. Once the first sprint started, the team progressively incorporated the new ways of working.
In parallel, we supported the person performing the Scrum Master role to increase their maturity level and thus help the team more effectively. Through a shadowing program and coaching sessions, their capabilities and skills for the role grew gradually and at an accelerated pace.
During the engagement, a “methodology thermometer” was defined to facilitate the early identification of new projects that could benefit from applying an agile framework to achieve their objectives. To improve delivery predictability, the team tracks the points committed versus delivered in each sprint.
Results
Within a few months, delivery predictability increased thanks to stronger team alignment, a clear focus on delivering value, greater transparency in managing impediments, and the customer’s active involvement in defining solutions.
Regarding delivery predictability, the teams became aware of their predictability level by tracking points delivered versus points committed per sprint. Having predictability traceability allowed them to recalibrate estimates using more realistic data, increase commitment, and strengthen focus. As a result, their forecasts of the amount of work to be completed in a sprint improved. Improvements of up to a 30% increase in predictability were observed.
The sustainability of scaling the transformation across the company increased by having a pool of mature Scrum Masters within the Improvement & Transformation area.
The team is currently in a more mature phase, having moved past the initial uncertainty and instability associated with adopting new routines. The focus is now on consolidating what has been learned, continuing to improve results, and applying agile principles in a natural and sustained way.
About the client
Airbus Crisa is a subsidiary of Airbus, fully integrated into Airbus Defence and Space. It operates in the space sector and is Spain’s leading company in the design and manufacture of electronic equipment for satellite, launcher, and orbital infrastructure applications. It has more than 30 years of experience and has delivered over 1,200 flight units. Airbus Crisa contributes to most European Space Agency (ESA) programs, national space programs, and is a benchmark in the international market for space equipment, providing solutions and products to most of the sector’s prime contractors.