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.

– 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

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”

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

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.

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

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)

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

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)

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

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

Crippled Team?

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

Questions?