Case Studies

Business Agility Transformation for a global leader in payments solutions

 

Problem

 

      • Our client is creating an omnichannel solution that once developed will replace the specific regional solutions & has more than 20+ components who need to work in tandem to deliver against the market commit dates. Leadership wants execution certainty at all levels – from individual performance till portfolio success.
      • Business drivers – Transparency, Predictability, Time to market, End user satisfaction, Quality, Measurable outcomes/ productivity, Cost saving, Performance Optimization, Continuous Monitoring.

 

 

 

 

 

 

 

 

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Journey

 

      • 22 component teams
      • 6 Regions
      • A Group size of 130+ engineers
      • 2 coaches working closely with the teams for 12 months
      • Created COE, developed ScrumMaster, Product Owner roles and introduced Automation
      • Started with creating 4 success stories and within months scaled agility across all components throughout the Omnichannel solution.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Outcomes

 

      • Scrum of scrums helped us in resolving Inter-team dependencies & alignment to shared goals in parent backlog
      • Diligently tracking burndown chart and velocity brought in predictability to check deviations against the commit dates
      • Syncing the sprint cycles (same start and end date of all 20+ component teams) helped in bringing program level transparency and tracking progress
      • Control chart helped us in visualising wastes and reducing lead and cycle time
      • Cumulative flow diagram helped us in controlling the input queue and manage workload
      • Frequent reviews at component, inter-component and region level helped us visualising end to end workflow and improving regression cycles to promote continuous testing and seamless production release

 

Agile at Scale led by Spotify Model for a leading Product Engineering and Semiconductor Design Services Firm

 

Problem

 

      • Our client is serving their UK based partner for digital projects on audio domain. Here the software & hardware intervention is key and there has been huge dependency on availability devices by OEMs
      • Communication among all stakeholders – development team is based in India, the product owners are based in US, project coordinator is in Taiwan and project sponsors are based in UK
      • Business drivers – Transparency, Predictability, Time to market, End user satisfaction, Quality, Measurable outcomes/ productivity, Cost saving, Performance Optimization, Continuous Monitoring.

 

 

 

 

 

 

Journey

      • 4 Scrum teams & multiple business leaders
      • Distributed teams across 2 Regions
      • A Group size of 38 engineers
      • 2 coaches working closely with the teams for 3 months remotely
      • Streamlined reporting and metrics
      • Created COE, developed ScrumMaster, Product Owner roles and introduce Behavior Driven Development.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Outcomes

 

      • Restructured teams to make them more focused towards client expectations. Earlier the teams formed were short lived and needed context-switch. Later, we made them fully dedicated and long living. 
      • Resolved challenges of Distributed teams like language, cross culture differences, time zone differences.
      • In remote working by all, it was important to get trapped in zillion meetings. We brought the concept of ‘no meeting zones’ to provide productive time to all
      • We scaled agile using spotify model
      • Created cross-team technical knowledge sharing group to benefit from economy of scale
      • Metrics & reports to bring visibility to all including client stakeholders
      • Improvised project management tool – JIRA and made it more relevant.

Waterfall to Agile transition for an entire Payment Solutions group in Petroleum Domain

 

Problem

 

      • Our client is focused on providing end to end user experience at gas stations in North America & South America which includes Point of Sale, Forecourt, Food Services and other areas. The teams were working on legacy systems and need to upgrade to new systems while supporting new digital requirements of their customers
      • The group was distributed across India, US and Canada
      • Teams were of varied agenda – customer projects, new initiatives, technical excellence
      • Have been working in waterfall and have no experience on agile ways of working.

 

 

 

 

 

 

 

 

Journey

 

      • 13 Scrum teams & multiple business leaders
      • 2 Regions, Distributed Teams
      • A Group size of 105 engineers
      • 3 coaches working closely with the teams for 12 months
      • Implemented business contingency plan for the effects caused due to covid-19
      • Implemented scaled agile approach – SAFe 
      • Bridging cross culture gaps and bringing harmony in distributed teams and hierarchy.

 

 

 

 

 

 

 

 

 

 

 

 

Outcomes

 

      • For teams with creative solutions, we perform discovery sessions and brought in client centricity aspects through persona mapping & user journeys
      • Trained and coached teams on Essential SAFe & preparing incremental cadence
      • Enact business contingency plan to cope up with immediate remote working situation due to pandemic and ensure its effective results
      • Conducted 6 months programs to train the in-house Scrum Master & Product Owner candidates to ensure self-organizing trait across the group
      • Helped members with lack of confidence and fear to speak in being active participants in team events
      • Ensured fulfilment of business KPI of timely delivery and visibility of progress.