Airtel ATN is an independent supplier of data communication solutions for the aerospace industry. Airtel ATN has been active in the Aeronautical Telecommunication Network (ATN) since 1993 and is an international leader in the development of Data Link communications solutions (including ACARS and FANS).

The company develops and implements Data Link equipment and test services. With more than 20 years in the aviation industry, Airtel ATN has consistently been an international leader in the development of ATN communications software.

Company Name
Airtel-ATN Limited

Address
2 Harbour Square, Crofton Rd, Dún Laoghaire, Dublin

Consultant
Ammeon

Quote – “We are extremely happy with the project. We are very happy with Ammeon and Rob Healy. It has exceeded all of our expectations. We have seen improvements in more areas than we expected. We see this as the start of a long term relationship with Ammeon”

Lean Plus Objectives

To improve the software development and budgeting processes.

Key Challenges

Airtel-ATN develop complex software in a highly regulated industry. The software must be delivered physically and in a controlled process. This means the software development process does not lend itself naturally to iterative development.

Regulations also require a high level of transparency around testing and documentation. The existing Standard Operating Procedure was to treat each software delivery as an independent project and move through phases of development, verification and validation testing and deployment.

Key Changes

There were several key changes:

The first was to change the mindset from project-focussed to product-focussed. This meant introducing the concept of Continuous Delivery, which mean introducing automated builds of software every night ready for testing.

A separate ongoing project was to increase the amount of automated testing. This
also allowed for dynamic Agile backlogs to be introduced to complement project plans. This allowed for prioritisation of work by product owners.

Finally, the Lean Canvas was introduced as a way of cheaply and quickly assessing new ideas and proposals to see how they fit within Airtel-ATN’s current competencies and strategic goals.

Results

AGDLS Product Software can be built nightly instead ad hoc once or twice a month. The framework and practices for automating other products was put in place.
Product owners were trained in how to create and prioritise backlogs to prioritise valuable work.

The BCG matrix was introduced so that low value, low growth products and services obsoleted and investment could be put into opportunities with high growth potential. The Lean Canvas allowed ideas and innovations to be “sanity-checked” rapidly and inexpensively before deciding which should be pursued.