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Case

Energy- and telecommunications concern implemented effective agile execution  

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Peak laid the groundwork for an increased streamlining-potential in a recently merged energy- and telecommunications concern. Among other things, this involved a concrete implementation plan for effective, agile project completion and IT-operation as well as preparation of clearly defined agile frameworks.  

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We respect that not all customers wish to appear under their own name. For this reason, this case is described using general terms.  

Problem

In the wake of a recently completed merger the concern wished to further strengthen, make clear and anchor its common execution-, reporting- and management models. Here, the primary focus had to be streamlining of agile principles and methods. But the organization had an insufficient governance-model for prioritization of projects, tasks and incidents, as the agile development models were not adequately described in the project model. Therefore, the agile approach was not consistently applied across departments and project teams, and the people, participating in the development projects, had different agile experience levels.   

Solution

A comprehensive observation-phase with interviews and review of the models showed a significant streamlining-potential by expanded application of agile methods. Therefore, Peaks consultants prepared a concrete and detailed implementation plan to achieve more effective project execution and IT-operation. Here, the focus was on an anchored agile model with clearly defined agile elements. The model featured, among other things, the layout of a clearly described IT governance model for IT development, that ensured plainly described interfaces and distribution of roles between PL, PO and business. Moreover, focus was put on the application of Agile Value Streams. Peak’s consultants thus helped deliver an implementation plan, that enabled and optimized an effective agile execution in the organization.  

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