This project aimed to replace an outdated booking management platform with a modern ERP system tailored for the travel industry. The ERP was designed to support B2B operations for travel agencies, improve internal efficiency, and integrate all business-critical processes — from booking and visa handling to logistics, document generation, and external supplier connections. The system also included a multi-service inventory covering hotels, flights, transfers, visas, insurance, and excursions.

I joined the project as Project Manager, later transitioning into the Product Owner role. While the ERP was initially developed under a Waterfall methodology, I introduced Agile practices in several modules to improve responsiveness and collaboration. I was responsible for:

• Functional analysis and requirement definition;
• Stakeholder engagement with internal departments and branch offices;
• Roadmap planning, backlog management, and release coordination;
• Cross-functional team collaboration (developers, designers, visa and logistics teams);
• Running demos, refining prototypes, and collecting feedback from real users.

The project followed a hybrid methodology — with long-term planning via Waterfall, and iterative Agile delivery introduced at the module level.
For modules like visa processing, booking, and logistics, I introduced:

• Prototyping to validate functionality and user experience early;
• Short feedback loops with internal users and department heads;
• Frequent demos to internal stakeholders for early validation;
• Progressive release planning, aligned with the company’s seasonal peaks.

Collaboration with regional offices and operational departments was essential to ensure the workflows reflected real-world usage and document flows.

Business Performance Metrics

• Revenue (total and segmented by product category or destination)
• Revenue per client and average booking value
• Operational margin, tracked to evaluate profitability after automation and efficiency improvements
• Adoption rate, especially in early-stage rollouts
• Client retention rate, as a signal of loyalty and service reliability
• Client (agency) base evolution – tracking the number of B2B partners and their booking activity over time (new vs. returning agencies)

Operational Efficiency Metrics

• Impact of Process Automation, measuring how automation (e.g. booking data delivery, invoice dispatch) reduced processing time and manual workload across high-volume tasks
• Search response time, for critical operations in both front-office and back-office interfaces, tracked as a key factor affecting usability, adoption, and user satisfaction
• Average processing time per operation
• Complaint frequency from clients (agencies), categorized by type

Development and System Health Metrics

• Delivery velocity, mapped against planned milestones
• System uptime and error frequency, particularly in high-season periods
• Integration success rate, especially for external suppliers (XML/API)
• Time-to-resolution for bugs and system incidents, used to optimize team workflows
• Number of iterations to stability, used to assess complexity and developer readiness
• Bugs per release, classified by severity, supporting QA efficiency and future release forecasting
• Regression incidents, particularly after changes to barcode templates or external integrations, tracked to reduce rework and instability