Past Performance

South State Bank

South State Bank, South Carolina’s largest bank with over $15.7 billion in assets, was experiencing issues with prioritizing changes, allocating resources and utilizing their internal IT teams which led to slow delivery times and significant communication gaps with respect to organizational and project changes.

Partnering with South State Bank, Agility Consulting conducted a thorough assessment and jointly implemented an Agile strategy to allow South State Bank speed up their delivery, improve resource planning and reinvent organizational change communication along with improving requirements analysis by focusing on business value.

Ultimately, South State Bank doubled the speed of releases and helped their business unlock value from IT teams.

South State Bank increased the current release rate by 100% as a result of implementing an Agile transformation, and South State Bank’s end users acknowledge an 80% improvement of business value delivered by IT.

  • Start Date: 2019-11-01
  • Contact Phone: Provided upon request

New Management Services

New Management Services (NMS), a financial services company located in Jacksonville, was struggling with slow delivery speed and a lack of clear direction on what should be delivered and why. Their teams and leadership were experiencing a high number of dependencies across specialized teams, a lack of vision, unclear team responsibilities, and poor communication channels.

Agility Consulting partnered with NMS to conduct a thorough assessment of the current state of the enterprise and created a tailored organizational change plan and roadmap to increase agility within the organization and leverage the Scaled Agile Framework (SAFe).

Together, Agility Consulting and NMS implemented a variety of solutions to resolve the team organizational issues, clarify roles and responsibilities, provide working agreements, identify specific QA individuals, found a DevOps team, provide tooling updates to support scaling, and create essential metrics and reporting mechanisms.

To address scaling needs, NMS leveraged SAFe to powerful effect. Agility Consulting provided instruction and learning opportunities to ensure the implementation proceeded smoothly and participants were ready for their first big-room planning session, called Program Increment Planning (PI Planning). After completing their initial PI event, the response was overwhelmingly positive with greater collaboration across teams, clearer business objectives, and a feasible product roadmap.

After transitioning to Agile and implementing the Scaled Agile Framework (SAFe), New Management Services increased organizational team agility by 100% and reduced quality analysis bottlenecks by 75%.

  • Start Date: 2019-11-01
  • Contact Phone: Provided upon request

Medium-Sized Insurance Company

The Challenge: Shortly after the organization completed their transition from a Waterfall approach to software development to an Agile approach, a large project with impacts to every business-critical application was initiated. They realized that they needed to scale their Agile approach and selected the SAFe framework. The organization was struggling to adopt such a large amount of change, while also trying to tailor SAFe’s Release Train concepts to a smaller number of participants. The development teams were being pushed to adopt a more adaptable mindset, while business executives continued to ask for certainty around the same metrics as they had during Waterfall days. Overall, development teams were change-saturated and struggling with mixed messages, leading to under-performance; business executives were excited about the flexibility Agile development promised, but were not ready to give up certainty they had become accustomed to.

The Solution: After an initial period of working with several of the development teams and provided targeted coaching to ensure successful delivery of key efforts, an assessment of product delivery across the entire organization was performed. In addition to a few team-specific findings, patterns were clear, and recommendations were made at the organization, program, portfolio, and team levels. Both process-specific and role-specific training was developed; where appropriate, Scrum teams were converted to Kanban teams; revisions were made to Program Increment planning, and backlogs and dashboards were built to provide transparency. Targeted individual and team coaching also continued.

The Results: Within a year of engaging with the organization, teams had increased their productivity, achieved a predictable velocity, and were delivering more often. Total feature-related releases increased 50% from the year before. The organization had chosen to delay implementing some of the more intrusive recommendations, including team re-arrangements, organizational changes, and personnel changes. Subsequent follow-ups with the organization indicate that several of these recommendations had been implemented over time, with positive results in the adoption of the Agile mindset and ability for the organization to absorb change.

Key Improvements:

· Feature-related releases increased by 50%, delivering value to the business more quickly and more often

· Team velocity variability decreased significantly, making delivery more predictable

· Cross-team feature-release planning incorporated into Program Increment planning, improving business readiness and communication

  • Start Date: 2017-01-01
  • End Date: 2018-11-01
  • Contact Phone: Provided upon request