- Industry : Public transport
- Company : RATP
- Employees : 64,000 (2019)
- Revenue : €5.704 billion (2019)
RATP is a state owned public transport operator and maintainer headquartered in Paris, France. Formed in 1949, it has its origins as the city's public transport operator.
The RATP is in charge of the most of the public transport in the Greater Paris area, including the Paris Métro, Île-de-France tram, and RATP bus network, as well as part of the regional express rail (RER) network. In the Île-de-France region, the RATP carries about 3.3 billion passengers per year.
Performance Excellence Center
Performance requirements have increasingly become a key player in the success of any projet. Performance is one of the most critical non-functional dimensions of quality.
Performance Excellence center aims to improve (continuously), establish a centralized, automated and DevOps compliant initiative for performance engineering. PeC is a discipline that leverages products, practices, people, processes to minimize performance risks and enhance and validate the performance, the testability, the observability and the resilience of applications. This initiative improves business results, end-user satisfactions and reduces downtime and performance issues that can occurs in production.
RATP wants to build and maintain their Performance Center of Excellence. This CoE will include performance Processes, performance engineering teams (People) and onboard the usage of necessary tools and software (Products).
The Center of Excellence will integrate :
- Performance Architects
- Performance CoE Managers
- Performance Engineers
- APM experts
- Application Architects and
- Code quality experts
A Performance CoE can also provide the entire organization of RATP with a central platform for performance management, for all projects that will create visibility into critical performance parameters of the delivered application, keeping every team informed and keeping applications aligned with business objectives.
The pressure on performance
Many companies' IT departments face the common challenges of no sharing, no common processes, and no performance awareness or return on experience .
As in many organizations, RATP is facing the pressure to deliver high-quality applications, shrinking development and deployment schedules, geographically distributed teams, outsourcing, and high pressure (and rates) for skilled experts make application performance testing and auditing more challenging.
Faced with the reality of having to do more with less, juggling multiple projects and managing diverse and distributed project teams, with heterogeneous technologies and architectures (from cloud to on premise); RATP IT management is adopting test management methodologies and aims to automated Performance Management to help centralize, organize, prioritize ,and document their performance efforts.
Performance engineering is a specialized set of knowledge and skills. It requires an understanding of applications, software/hardware, and third-party systems, an architectural understanding of application behavior from an architectural point of view, modeling skills, and a systematic approach for testing, analysis and even predict.
IT organization in RATP (as many other big organizations) has different project teams, working in separate and sometimes autonomous groups to deliver applications solutions. RATP IT team has done a huge effort to standardize their technologies and set of architecture through several initiatives (application blanche, digital factory), but some projects require the introduction of blackbox softwares for transport and need to be integrated in the IT ecosystem.
When new technologies, frameworks and solutions are introduced, not all of these different groups will have the necessary expertise to support those new technologies. In many IT organizations, each project team develops its performance optimization strategies and techniques will use whatever tools that are recommended by individual team members. The result is an unmanageable mix of workflows, practices, tools, and techniques not well documented, not well integrated, and not transferable to other performance teams and result in miscommunication lead to more than inefficiency.
Technologies and tools
For example, if incentives are based on the number of calls made or appointments booked, it can be easy to game the system. Further, this could lead to a negative reputation with your prospects when sales reps call too often and send too many emails.
As the leader of a sales team, it is your responsibility to develop a great incentive plan that not only motivates employees to perform well but also leads to more revenue for the company. Below are 4 tips to develop an incentive plan that will encourage your team to meet goals that really help your company.