A land based security company was looking to deploy an off the shelf solution to help automate job allocations to replace a legacy system and integrate into the existing landscape. The implementation was to configure only the product only and no custom code was to be developed as part of the solution.
User requirements was lightly documented. Supplier had employed a waterfall approach to delivery. The project was late and overbudget since the first solution delivered did not meet the top use case and had to be rejected. Business confidence was at an all time low. End users who had tested the initial platform where highly critical and extremely unhappy with it. A new supplier and product was then sourced and the project had to be started from scratch.
"Orchestr8 consultants worked their magic to bring the fragmented teams together and deliver the outcome that our sponsors were expecting for the investments made, and leading our field workforce towards a digital way of working."
We changed from a waterfall approach to an Agile approach, so that senior management and the project sponsors would have more transparency. The single business requirements specifications was transformed into features and user stories, prioritised and then prepared for the Scrum team to analyse and breakdown. Key end users were identified and involved in the development process, providing crucial input into the configuration of the platform. Whereas the supplier had opted for an infrequent communications approach, we opted for a high communications approach, which allowed all stakeholders and the entire team to be fully aware of the project progress at any given point in time. This included product demos as we progressed, giving stakeholder confidence as the product was growing to their expectations.
Senior management and sponsors had superior visibility of what was being built, and was able to see early on whether the product was able to achieve what was defined in the requirements so that we did not reach the end of the project only for them to find out the product was not fit for purpose.
As end users were involved, the product configuration was well aligned with the company's expectations.
Field Engineers were trained in the new way of working, and finally as a team, were fully bought into the benefits of an automated job routing, which enabled them to save time and work more effectively to deliver a better service to their customers.
Changed the way the teams worked, so that they worked as a single unified team aiming for the same goals.
Sponsor confidence low
Supplier not understanding fully the requirements
Lack of unity across the company, supplier and third parties
Field Engineers not fully on board with the concep
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