In today’s highly competitive environment, companies are constantly seeking better business results. In order to
achieve this, they aim for:
Agile enables these outcomes when compared with a traditional software development approach.
The Agile transformation project at a Leading Credit Bureau was no exception. The organisation wanted their teams to go faster, be more productive and produce better quality technology products. Through various discussions with IQ
Business the decision was made to adopt the Scrum framework and partner with IQ Business to help the Leading Credit Bureau
start their Agile journey.
The IQ Business team was appointed to do an initial assessment of organisational readiness, facilitate 2-day
Scrum training (Agile Boot camp) for three pilot teams and coach these teams in order to embed the Agile principles,
practices, tools and techniques with a focus on implementing Scrum as the selected framework.
The Leading Credit Bureau offers various product offerings to both consumers and businesses through several operating divisions: Credit Bureau, Analytic and Decisioning Services and Auto Information Solutions. For consumers, the Leading Credit Bureau provides information resources and helpful tools for a clear understanding of their credit history and financial reputation, and to guard against the theft of personal information and potential fraud. Consumers also rely on this organisation for car value and history reports. For businesses, the Leading Credit Bureau provides powerful analytic and decisioning solutions, backed by professional service and current, comprehensive data for all Southern African businesses.
Key business challenges:
Some of the main challenges which IQ Business’ team faced at the Leading Credit Bureau were:
1. Initiation (five days) Review and assess the current Leading Credit Bureau project environment in relation to the proposed pilot projects selected to assess the constraints, governance requirements, team structure, infrastructure and other factors which were to be considered in order to tailor the Agile approach most suited to the selected pilot projects.
2. Tailored Agile Boot camp (two days) Scrum training for 30 attendees with the following key objectives:
3. Agile Coaching Over an eight week period We assisted teams with their practical implementation of Scrum focusing on the Agile principles, practices, tools and techniques learnt during the Agile boot camp. The objectives of this phase were:
The next steps – Future plans:
IQ Business recommended the allocation of a skilled Scrum Master with 2-3 years of Agile experience through contracting engagement, or a permanent hire to help with one of the teams. This will result in better execution of work during sprints and will speed up development. We also recommended the implementation of Agile coaching circles. Agile coaching circles are an opportunity to share experiences within the Leading Credit Bureau and to learn from peers. Coaching circles allow for spreading learning to avoid making mistakes already made by other teams, and to build stronger teams through collaboration. The Leading Credit Bureau will need to continue to educate business on Agile through hosting knowledge sharing sessions with business and executives. This will bring stakeholders closer to the team and improve communication. Other steps include introduction of Agile to other teams (already running and new). We also recommended establishing Agile metrics for all teams (such as velocity, burn-down rates, time to market, cost of delay, etc.). This will assist in the measuring of progress, performance and success. On conclusion of the initial engagement, the Leading Credit Bureau sent through an additional 16 delegates to further Agile training to further embed the learning.
How we helped their business grow:
Included in the engagement was a report presented to the sponsor and key stakeholders which represented the key observations, outcomes and recommendations. All teams improved their productivity with one of the teams increasing their average velocity by 78% by the end of coaching.
Initiation (five days): Review and assess the current TransUnion project environment.
Tailored Agile Boot camp (two days) Scrum training for 30 attendees.
All teams improved their productivity with one of the teams increasing their average velocity by 78% by the end of coaching.
Included in the engagement was a report presented to the sponsor and key stakeholders which represented the key observations, outcomes and recommendations.
All teams received positive feedback from stakeholders.