BP is one of the world’s leading integrated oil and gas companies. They manage the purchase of oil and gas across three global regions: UK, Singapore and USA. As part of this, they determine provenance and quality, and organise transportation of oil and gas in large quantities worldwide. The logistical issues around transportation are complex and have the potential to drive oil prices either up or down.
BP’s primary offshore managed service vendors operated in a legacy/waterfall way and were unable to supply the skills required for digital change. Without modern development processes embedded into the organisation, their transformation was challenging.
The agile transformation project had the following goals:
- Increase stakeholder engagement: Motivate traders to become more involved with the applications being built.
- Improve release frequency and predictability: The fastest the organisation could release was quarterly but releases every six-months were more common.
- Reduce regression testing cycles: These were deemed too long (upwards of four-weeks) and were error prone.
BP decided that they needed to select new suppliers with the specialist skills required to deliver their transformation project. Following an invitation to demo our capability within technical engineering and test automation, we were chosen to support the acceleration of change.