Chain retailer EVA has been the market leader in its segment for many years according to customer opinion. The company starts dozens of new projects each year to improve service and internal optimization, but many projects from previous years remain unfinished. The company needed to accelerate project completion and strengthen its culture of project management.
At a two-day training, we introduced the CEO and top managers to agile approaches inorganizing work processes and showed them their value in modern business. Each key employee understood what would be happening at the company and why. The initiators of the changes to project management pledged their support and help to their colleagues, and they chose pilot projects for implementing agile.
We conducted a session with the team where we visualized all planned projects. We updated the status of ongoing projects and those that had not yet started. We also prioritized the projects based on their value for the business. Finally, we identified which projects would be most complex (where agile helps most) and which could be done according to classical project management approaches.
Development of a mobile app for EVA
After three weeks of work on personalized offers, we saw that the EVA team could more quickly
The key challenge was to create an independent internal team of developers for the first time in the company’s history.
The results were impressive: the first version of the app was ready for testing in just 12weeks!
The challenge here was to create the company’s first cross-functional team with representatives from three departments (ІТ, marketing, and sales/finance). Employees worked on the project part-time except for the Scrum master. We also needed to transform employees’ attitudes: from a negative view of such projects as ‘extra work’ into ‘being involved in something interesting.’
After 11 weeks: speed, productivity, and a new level of cooperation.
The challenge: create one product with three teams. And 95% of the team members were newcomersto the company, with more joining constantly.
After three weeks: transparency and quick adaptation.
After three months: project fulfilment speed increased by several times.
Additionally, with the help of an agiledrive coach, the team:
We taught the team one more methodology: Kanban. We launched a Product Owner Schoolfor them. Their internal Scrum masters also went through Scrum Master School by agiledrive.