CASE STUDY
Information & Technology Solutions Provider
One of the largest technology products and services providers with $20B in revenue annually
Problem
The organization's IT department used to operate in a reactive "order taker" mode, resulting in a sporadic and siloed "product mindset." The planning process was cumbersome, focused on fiscal year and project-based planning, and the teams were under-resourced, leading to heavy reliance on contractors. There was significant technical debt, lack of enterprise architecture (EA) vision and strategy, and no scalable cloud capability.
Solution
The company adopted SAFe practices to address these challenges. The planning process was transformed into a synchronized Agile Release Train’s (ART) planning process composed of 5 different value streams, which enabled a more responsive and collaborative approach. The teams were provided with the resources they needed to deliver value, leading to improved productivity and quality.
The organization also invested in training to enhance the skills of its employees. Additionally, the technical debt was addressed, and the company implemented an enterprise architecture (EA) vision and strategy, which resulted in a more scalable cloud capability.
Our Frameworks
Agile Coaching
SAFe Trainings
Organizational Communications
Change Management
Azure DevOps
IMPACT METRICS
700+ Professionals
Trained at the program and portfolio level of SAFe
APPROACH
Teams were given a baseline approach for determining velocity and are moving to using historical velocity.
Business value is being captured and measured. Teams are consistently above 80% actual to projected predictability target. Work must be done to make sure we are delivering to leadership expectations.
PASS RATE
84%
Scrum Master
85.5%
PO/PM
100%
Leading SAFe
77
Appx teams measure projected vs actual business value PI over PI.
Teams across all ARTs are comfortable with the SAFe ceremonies, and have established cadences as part of the process.
Role clarity sessions have helped the people in key roles understand their roles and responsibilities in supporting the transformation.
26%
Increase in leadership perception
28%
Increase in foundational concepts
19%
Increase in performance metrics
BENCHMARK RESULTS
Organization Against Agility Health Teams
Leadership is on par against the average Agility Health teams.
Company culture leads against the average Agility Health teams.
Conducted maturity assessments to measure organizational health. 70 teams were benchmarked across all teams within the client organization and against 3000+ teams across 230+ companies.
PREDICTABILITY - Bussines Value Delivered for PI-3
105%
Digital Customer
103%
Digital Seller
136%
Infranstructure
97%
Enterprise Data
92%
Platform Services
APPROACH
Teams were given a baseline approach for determining velocity and are moving to using historical velocity.
Business value is being captured and measured. Teams are consistently above 80% actual to projected predictability target. Work must be done to make sure we are delivering to leadership expectations.
