An increase in software development delays and costs was adversely affecting leadership’s confidence in the ability of its enterprise IT team to deliver needed integrations at a large mid-stream gas company. The company engaged Point B to help its enterprise infrastructure team to establish and promote agile methodologies. Agile was new to the organization, which lacked the processes, tools and organizational structure to support its adoption and use. Our client engaged Point B to plan, manage and introduce agile to the enterprise infrastructure team. 

Going “from zero to agile”

Our client gave Point B the day-to-day responsibility of managing two projects in coordination with the enterprise architect lead.

We set out to help build the necessary framework, tools and templates for the organization to use in all future enterprise projects. Point B leveraged our expertise in agile to help build the framework, tools and templates with input from the client. The documents were set up to be application agnostic (e.g., Microsoft Team Foundation Server vs. Jira), since it was not yet clear which tool the company would be using long term. 

In parallel, we performed the expected scrum master duties including the daily stand-ups, sprint planning meetings, sprint demos and sprint retrospective meetings while coordinating activities and expectations between developers, the testing team and stakeholders.

We also compiled all retrospective meeting findings into an actionable list that our client could use as lessons learned for future agile programs.

Cutting costs in half          

The introduction of agile to the client’s enterprise infrastructure team resulted in a cost reduction of roughly 50 percent per integration over the previous waterfall methodology. A large chunk of the savings came from an increase in quality and a reduction in project delays.

The new agile structure that Point B helped develop and refine exposed any challenges and issues earlier in the development cycle. This has allowed teams to react quickly, make adjustments earlier in the process, and reduce the number of bugs that needed fixes or rework.

One success can lead to others: Based on the success of the enterprise infrastructure team, other departments are asking how they can leverage agile principles and the framework, expanding this practice across other parts of the organization.