A global financial services client needed help transforming their operations group towards a more agile way of working. This was driven by the recognition from leadership that the existing waterfall way of delivering was no longer viable in an environment of continuously changing regulations as well as a new business strategy to mange client market demand changes.
Methodology
The main focus was on coaching teams as well as the senior leadership on matters such as value streams and hypothesis-driven development. Mark McKee was able to leverage his engineering and architecture skills to help teams ask more thought-provoking questions about the business value of what they were being asked to deliver and ensuring that tech debt was being remediated.
Outcomes
The biggest insight gained was the need for a culture of product ownership and the need to re-organise into value streams. Coaching on product ownership was delivered, along with the ability to reduce friction in governance by automating reporting of progress to PMO functions through Jira tooling. That required teams to have the discipline to keep all their epics and stories up to date and apply the governance that agile ways of working demands.
Finally, people became comfortable that user stories were more effective than over-engineered business requirements documents and aided a clearer mutual understanding between teams and stakeholders to design and build the right thing that reduced rework.
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