Our client is a reputed financial institute that holds multiple internal projects while running these projects almost simultaneously. The PMO feels pressured to track, report, manage, change control, and efficiently learn from experience and transition to Agile due to ineffective communication between multiple projects. As a consequence, they failed to improve the quality of their deliverables, track the status of projects, couldn’t solve unexpected issues within the project or SDLC (due to the implementation of waterfall approach), and there were plenty of post ticket release issues where they failed to work iteratively. Our client wanted to manage these projects and individual applications with ease by deterring those conventional processes and rigid waterfall models which are not able to streamline the complex tasks and overcome the existing challenges.
Management of multiple projects with dependencies on each other has become a nightmare for PMO. To cope up with this problem they need to embrace new processes and transparent approaches – Agile transformation and methodologies that was indispensable for managing these projects effectively and sustaining growth. Here are some of the key challenges seen in the organization:
- Waterfall models and processes being used internally hindering the productivity
- A lack of effective communication among teams and project members
- Resistance to embrace change and failing to create a culture of collaboration
Solution and Outcomes
We helped client to quickly build an efficient team involved staffing full-time employees from multiple industries as the projects demanded. And this hiring was done in a higher volume than ever before in their organization. We delivered the right quality and prolific candidates the client needed for all of the internal projects they have.
We looked into reworking requirements, regrouped the team members based on their skills and commitment, and our client has set to start implementing Agile. We offered business advisory services to help their organization deal with the challenges in management and interpersonal relationships. In addition to deploying physical technologies, we also helped the entire organization practice Agile methodologies through our performance transformation initiatives. Our industry-focused approach was started with a pilot program and continued as a 12-month engagement. The enterprise-wide Agile transition has been successful and the transition being ended up within the stipulated budget.
All the internal projects and several applications were a success, the new Agile team that was formed through our IT professional services practiced Agile in the way that was planned. The quality was better, productivity increased, and there was greater visibility and self-learning among the team members.
Intense Agile training for effective communication and the effort that has been put to regroup the team members were the two crucial