A German media group wanted to significantly reduce the maintenance costs for an app platform and significantly shorten the development cycles (release cycles) in order to offer users noticeable added value more quickly. In addition, users of acquired companies were to be migrated to the platform in a timely manner. The company was also considering outsourcing some of the product functionality (IDA) to external service providers. The interim manager was tasked with setting up this complex project in an agile manner and scaling the productivity of the product teams.
Comprehensive transformation of an SSO platform
In terms of content, the transformation project involved a single sign-on platform (SSO) with a large number of apps from various partners. In addition, the client had made a number of acquisitions in the run-up to the mandate, whose apps had to be migrated to the SSO platform. At the same time, a solution was to be implemented that would give the client's customers convenient access to all of its apps with a single log-in.
Another aim of the project was to significantly increase the performance of the development teams, reduce maintenance costs in development and accelerate the further development of the platform (shortening release cycles).
Analysis identifies many shortcomings in project management structures and models
After an observation phase lasting several days and an analysis of the existing Scrum-based framework for agile project management, the interim manager quickly identified many weaknesses. The project management structures and models were outdated and the Scrum skills required for large projects were not sufficiently present in the team. This constellation contributed significantly to the fact that the maintenance costs were particularly high and disproportionate to the costs of developing new features. With these results, the interim manager convinced the client to essentially reorganize agile project management.
Concept developed for scalable agile Scrum and SAFe project management
In inspect-and-adapt workshops with the teams, the interim manager deepened the analysis of the design errors and gaps in the operational working methods. She then developed the concept for the new project management. The elements of the Scrum framework identified as suitable in the workshop formed the foundation for scaling. The interim manager then implemented a customized, scaled framework - SAFe elements integrated into DevOps. The implementation of automation was successfully realized in the course of setting up DevOps.
Turning teams into designers of change with the co-creation methodology
In addition to increasing efficiency, the interim manager had to overcome a particular challenge when redesigning project management. The client attached great importance to realizing the desired requirements "silently". To avoid negative press, for example, there were to be no redundancies. The company also wanted to avoid employees resigning in the course of the transformation and their knowledge leaving the company.
The interim manager took the client's wishes into account by involving the teams intensively in the restructuring of the project management. As a method, the certified change manager used the co-creation model, which involves employees intensively in the development of new processes - turning them from those affected by change into those shaping it. Co-creation has been proven to reduce resistance to change. Another advantage is that changes have a lasting effect (change reinforcement), because participation leads to greater acceptance among employees. The interim manager also convinced the employees of the new processes in numerous personal discussions. At the same time, she coached the team members and thus made a significant contribution to investing new skills.
Proof of concept reveals serious risks for possible outsourcing
In the course of the project, the question arose as to whether outsourcing parts of the project would reduce costs. The interim manager was asked to check the feasibility and usefulness of outsourcing. Her proof of concept (PoC) showed that outsourcing was unlikely to result in any significant cost reduction. However, one disadvantage was almost more serious: outsourcing would have meant that the client would have lost control over an important part of its business model and would have become heavily dependent and difficult to control.
All goals achieved: agile project management successfully established after ten months
After ten months, the new agile project management was successfully established. The costs for maintenance and the development of new features had fallen significantly. The SSO platform team has been working significantly more efficiently since then - and with renewed motivation. There were no resignations and the transformation of project management went smoothly. The client attested to the interim manager's excellent handling of the multidimensional complexity of the project. Her suggestions and results exceeded the client's expectations.
