For this client, after the latest round of mergers and acquisitions, the organization was challenged with process integration issues; slow measured development, and poor integration of tracking & reporting. We were engaged to work with the client executive leadership team to help implement unified and structured governance processes that could be scaled to what the new organization required.
Project Highlights:
- Addressed task management, sourcing and tracking by using a right-sized tool and process with low overhead and high degree of flexibility while lateral processes stabilized.
- We implemented weekly backlog refinement meetings and weekly product architecture strategy calls to review product development and the efficacy of new processes.
- Partnered with sales and marketing teams to develop a unified Technology Product & Feature roadmap.
- We consolidated communication channels built around product strategies used and accepted by both technology and business teams to improve open communication and mutual understanding.
- Achieved measurable improvements in feature development cycle times, visibility & communications, scope containment, quality control & outsourcing strategies.
Approach:
Strategic Implementation Advising partnered with an executive client to assess current implicit processes and design a new sustainable structure that could be scaled out to achieve the organization’s long-term objectives. We conducted an analysis of all the organization’s communication patterns in conjunction with key stakeholders to identify an abstract implicit behavioral structure that could be visualized and codified. Using our repository of methodologies and best practices, we established a baseline and a series of suggested tailored improvements that would best suit their organization.
Along with providing individual and team coaching support, we successfully led a custom hybrid-Agile change transformation for their product development team and implemented a new architecture strategy. New processes were put into practice and implemented into daily operations, with policies in place to ensure the transformation would be sustainable. Re-work was reduced by 30%. A clear product roadmap was established, with rapid adoption from the teams. This helped provide a common vocabulary for the organization, facilitating communication between the multiple business functions. Outsourcing was enabled by employing a feature packaging and right-sized quality management system.
