The internal IT service provider of a large German insurance company was in the process of optimizing its order-to-cash process along the value chain using workstreams Product Design, Contract and Order Management, Invoicing and Cash Collection. The customers are all group companies worldwide. In particular, the aim was to ensure a consistent, customer-friendly process flow and the dissolution of operational and organizational silos.
Agile project design set up and roadmap defined
Before the start of the interim mandate, the project team had already defined initial solution approaches and set up workstreams. The interim manager was hired to set up the project in an agile approach and define a roadmap. Particular attention was paid to ensuring an integrated, future-proof, functional and technical architecture. The interim manager was also tasked with defining the project-related and operational key performance indicators (KPIs). Once the project had been set up, she was to finally hand it over to the internal project manager.
Basic assumptions of the agile methodology adapted according to the Nexus method
The interim manager used the induction meetings to create a capability-availability matrix. The project team consisted largely of departmental experts who were only available for the project on a part-time basis. For example, the team was unable to work together on site the entire time, and some of the teams were too large.
As a result, the interim manager modified the basic assumptions of the agile methodology. She chose a scalable agile approach based on the Nexus method - with project management and selected experts as the integration team. Instead of face-to-face meetings, she opted for virtual methods. These included, for example, moderated telephone conferences as a replacement for daily scrum meetings (daily scrums). Mandatory face-to-face meetings were reserved for special occasions such as sprint planning and reviews as well as weekly project meetings.
Breaking down silo thinking in individual areas of the company
One of the typical challenges of a change project such as this one was getting individual teams and employees on board with the new direction. The integration team provided by the interim manager took on the task of breaking down the silo mentality in individual areas of the company. The aim was to use intensive communication to convince the "hesitants" of the benefits of end-to-end processes and the focus on internal customers.
Compensating for staff shortages through training and successfully handing over the project
One challenge was the shortage of personnel in the project team. On the one hand, there was a shortage of agile coaches and design thinking experts. On the other hand, the few agile-savvy employees found it difficult to adapt to the project's individual approach. The interim manager responded to this with individual training measures. She also enriched the project jour fixes with general focus topics and established virtual meetings on individual topics.
The interim manager worked together with the designated project manager towards the end of the mandate. A successful handover according to plan rounded off the assignment.
