Cultural aspects

The Virtual Centre (VC) programme is the major change agent for leading Skyguide into the future. In the Tranche 2 (VCT2) of the VC programme, the management identified quite early that there were challenging multidimensional objectives to be achieved to ensure success.

First, faster delivery of new operational functionality for harmonized Swiss-wide air traffic management (ATM) services was required. This would have to be implemented in new Swiss-wide software solutions based on service-oriented architecture (SOA). New technology was required, running on stateof- the-art infrastructure operated together with an external service partner.

These ambitious objectives allowed for new ways of working. It was decided to use the Agile methodology at a programme level, to enforce Software Development & IT Operations (DevOps) and Lean IT operations. As the project evolved, it became obvious that a great cultural transformation also had to take place to ensure that objectives could be achieved, and expectations of major stakeholders fulfilled.

The Agile transformation team and the responsible line managers worked to develop an Agile mindset at all levels while expanding the VCT2 approach to the overall ATM portfolio. This included strengthening the culture of relentless improvement, training and coaching people to be successful in their new roles, establishing and moderating Agile events, launching a Lean Portfolio Management framework for the whole ATM domain and reintegrating the VCT2 Software Factory into the respective line organizations.

Bringing teams closer together to simplify communication and encourage collaboration – rather than coordination – was quickly identified as an important action and triggered the collocation of the Software Factory teams in Geneva.

Unfortunately, COVID emerged and delayed this endeavour. But there was also a positive effect of people working remotely: team members demonstrated an impressive culture of collaboration. It was striking to watch programme increment planning (PIPE) events, sprint plannings and reviews conducted virtually, thereby minimizing delivery delays. The huge involvement of all those who contributed has been recognized and appreciated.

Culture is defined by how people interact with each other, how they behave and by the actions they undertake. In other words, behaviour leads to culture and good culture leads to the desired valuable outcomes that enable harvesting expected benefits.

All this set the baseline for VC touchdown to now concentrate on operational excellence, relying on a solid, efficient and effective delivery organization based on an outcome and improvement-oriented culture, while ensuring safety, security, quality and compliance.