Revitalising a Stalled Government Project

The Planning

Critical thinking process:

Based on the conversation we scored the capabilities that have been showing unstable behavior and their reach in terms of impact. We first recognized that the seat allocation system was overly complex, leading to inefficiencies and potential errors.

Key issues included:

1. Multiple route checks before seat allocation
2. Complicated seat availability calculations
3. Inconsistent seat blocking and release mechanisms
4. Various scenarios affecting seat allocation and release.

Cause & Effect Analysis: Using the power of the “Why, and what” technique, to uncover the strategic goals of the user while using the system.

1. Why was the seat allocation not working as expected?

   – Because the seat release logic is not working as expected.

2. Why is the seat release logic not working as expected?

   – Because we have not catered for all business logic.

3. Why have we not catered for all business logic?

   – Because it was not mentioned in the requirements gathering and we were asked to build an application based on a legacy application.

4. What do we need to do to capture all scenarios for seat release logic?

   – Create a use case for seat release logic and capture all possible scenarios.

5. Why didn’t we have seat release logic captured end-to-end in the first place?

   – Because we followed a lightweight method of capturing user requirements as user stories and tried to mimic the legacy system without seeking to understand the value realised concept. 

Mapping the current state

The next step taken by us involved mapping out the current state of the capability. Key stakeholders and team members were gathered to visually represent every step of the process, for the value delivery. This capability was allocating seats to the travellers based on the availability of the seats and their application eligibility.

We first drew up various actors involved with using the system. We then mapped each actor with a specific role and the separate use cases end to end. We mapped out the customer journey right from the start until the end. Several critical issues were revealed through this exercise: 

• Lengthy application processes were creating bottlenecks.
• Complex eligibility rules for availing the service.
• Seat release logic is not working as expected
• Data integrity issues between the legacy system and new system
• A lack of clear communication channels between the team and stakeholders was evident.
• Regular feedback loops between the value receiver and developer were missing.

We then asked the stakeholders to do a dot voting on the functionalities that are critical to them. 

Testable Solutions

The team developed a streamlined approach:

• Simplified Route Selection: The system now checks the two most optimal routes instead of checking five routes.
• Unified Seat Allocation Logic: A single, clear algorithm was implemented for all scenarios, reducing confusion and potential errors.
• Real-time Seat Management: Moved from a nightly batch process to real-time updates, improving accuracy and user experience.
• Clear Trigger Points: Established specific events that trigger seat allocation or release, eliminating ambiguity.
• Flexible Capacity Management: Implemented a dynamic capacity system that adjusts based on actual usage patterns rather than rigid pre-allocations. 

By applying critical thinking to break down a complex problem into its core components, the team developed a more efficient, user-friendly, and maintainable system. This approach solved the immediate issues and created a deep understanding of the system, which in turn helped gain trust and confidence among the stakeholders.

Product Outcomes

The new system was implemented in phases, allowing continuous feedback and adjustment.

Outcomes included: The new system was implemented in phases, allowing for continuous feedback and adjustment. Key outcomes included:

• 40% reduction in seat allocation processing time
• 60% decrease in manual interventions required by administrators
• 95% improvement in seat utilization across routes
• Significant increase in user satisfaction due to faster, more accurate allocations

Tying the pieces to the whole puzzle – The Value Map 

With these insights for each capability, we applied the same concept until we ended up taking several takes in visualising the full system map. We followed the below steps for each capability and repeatedly

• Defined the high-value capability and mapped out the various possible scenarios
• Identify the possible stakeholder in decision-making authority and get approval on the use case which had just the right information for all scenarios for a capability.
• Regular stakeholder check-ins with a showcase of the implemented changes during the delivery timebox.
• Feedback loops at each stage were collected and addressed before we picked up another capability.
• Repeat and pick up another capability with maximum impact and least effort.

To rebuild trust with stakeholders, focus on transparency and frequent communication was emphasised.

– Weekly check-ins were in place, and we inspected the delivery with all stakeholders.

– A project dashboard was created to provide real-time visibility into key metrics.

– Stakeholders were invited to regular showcase sessions to observe work in progress.

Prioritising team wellbeing: Recognising that team burnout was a significant issue, several measures were implemented:

– Workload was actively managed to ensure even distribution among team members.

– Regular team retrospectives were held to identify and address pain points around processes.

– A “no meeting” day was instituted to allow for focused work time.

Within six months, remarkable improvements in the project were observed:

– The first set of features was successfully delivered, demonstrating tangible progress.

– Stakeholder satisfaction scores increased from 2/10 to 7/10.

– Team morale improved significantly, with burnout rates decreasing by 60%.

– The approach taken for the project became a model for other government initiatives.

Lessons learnt: 

This exercise in critical thinking demonstrated the importance of:

• Questioning initial assumptions about system requirements
• Prioritising simplicity and maintainability in system design
• Considering long-term implications of design decisions
• Involving stakeholders in the problem-solving process
• Continuously refining and improving based on real-world usage data

By applying critical thinking to break down a complex problem into its core components, the team was able to develop a more efficient, user-friendly, and maintainable system. This approach not only solved the immediate issues but also created a deep understanding of the system which in turn helped gain trust and confidence among the stakeholders.