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The Crippled Team The Story of CONFIRM

The Crippled Team The Story of CONFIRM. CS 524 – Software Engineering Dr. Sheldon X. Liang 18 Sept 2007 Darryl Nakata. Why “The Crippled Team”. Team -> Sports “Crippled Team” Lakers Current Job Situation. Development vs. Sustainment. Who Was Involved?. AMR Corp.

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The Crippled Team The Story of CONFIRM

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  1. The Crippled TeamThe Story of CONFIRM CS 524 – Software Engineering Dr. Sheldon X. Liang 18 Sept 2007 Darryl Nakata

  2. Why “The Crippled Team” • Team -> Sports • “Crippled Team” • Lakers • Current Job Situation Development vs. Sustainment

  3. Who Was Involved? • AMR Corp. • Subsidiary of American Airlines Corp. • Created successful SABRE system • Formed AMRIS • Information System arm of corporation • Marriott Hotels • Hilton Hotels • Budget Rent-A-Car • Intrico Consortium • Formed by AMRIS, Marriott, Hilton, Budget

  4. The CONFIRM Project • Background • SABRE • AMR’s Reservation Control System • 80% Airline reservations thru similar systems • Only 20% hotel reservations • CONFIRM (Mar 1987) • Comprehensive travel industry reservation program • Combine airline, hotel, car rental • Marriott, Hilton, Budget • Intrico Consortium (Oct 1987) • AMRIS – “Managing Partner – Development”

  5. What Eventually Happened • July 1992 • 3½ years after starting • Intrico disbanded • $125 Million • AMR sued Marriott, Hilton, Budget • Marriott, Hilton, Budget sued AMR • AMR agreed to pay est. $160 million

  6. What Happened In Between • Initial Agreement (Sept 1988) • Two phases: Design & Development • Completed by June 1992 (45 months) • $55.7M initial estimate • $1.05/reservation operating cost est.

  7. What Happened In Between, II • Dec 1988 • “Base Design” presented by AMRIS • Marriott claimed “inadequate” specs • Later audit described specs as too general (1992) • Mar 1989 • AMRIS declared specs complete • Unacceptable to partners • Reworked for next six months

  8. What Happened In Between, III • Sept 1989 • Design Phase completed • Price estimate increased to $72.6M • Cost of reservation increased to $1.30 • Partners accepted plan • Deadline revised to July 1992 • Feb 1990 • Missed deadline for terminal screen design and BAA phase • AMRIS admitted being behind schedule (13 wks)

  9. What Happened In Between, III • Summer/Fall 1990 • Partners concerned with progress • AMRIS assures being on schedule, but eventually admits to being over 1 year behind • Feb 1991 • AMRIS presents “re-plan” • Functionality – Hilton only by June 1992 • New price: $92M

  10. What Happened In Between, IV • SummerFall 1991 • About ½ people were looking for new positions • AMRIS President resigned • 1992 • 8 AMRIS Executives fired (April) • Intrico disbanded (July) • AMRIS files countersuit (Sept)

  11. What Went Wrong • Schedule slips • “Traveled Work” • “Spin” – not dealing with reality • Lack of Ethics • Dishonesty • Failed Tests

  12. Lessons • Team: Provider & Client • Client responsibilities: • Clear requirements • Accountability • Awareness (vigilance) • Provider responsibilities: • Right people • Right product

  13. Crippled Team? • Not seeing the signs (blind) • Not hearing what was really being said (deaf) • Not saying what was wrong (mute) • More…?

  14. Questions?

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