After accumulating a year’s worth of experience with mandatory GDPR compliance processes and functionality, the client has identified the handling of information requests and requests for data deletion, as an area that could benefit from automation. Drawing from historical operational records and from implemented GDPR process documentation, Origimi consultant already familiar with the client’s technological platform, drafted a high-level solution design and a supporting business case. On approval of the business case, the Origimi consultant took lead of the implementation and deployment project. Four months later, the new functionality fully integrated into the client’s existing systems and client support processes, significantly reduced the workload involved in handling GDPR information requests, and GDPR requests for personal data deletion. GDPR request response time was reduced from days to minutes. Most importantly, the high level of consistency of the automated solution, backed by detailed audit log records, significantly reduced future GDPR dispute handling costs.

The client's objective was deployment of a new courier route planning system for last-mile deliveries and for parcel pick-ups. It was obvious that phased deployment approach was necessary to limit risk exposure of impacted business operations, however phase scope and objectives were not clearly defined. The Origimi consultant tasked with rectifying the situation, started by interviewing relevant roles within the client's organization to document business processes relating to route planning. Following analysis of the collected information, high-level objectives were defined for each phase and detailed business requirements were written for the first phase. Completion of this work made it possible to commence work on deploying the new route planning system by a managed and controlled approach.

In anticipation of significant legislative changes, a lottery operator kicked off a major rework of their proprietary gaming platform. Origimi consultant commenced work on requirements analysis and on project planning as soon as an early draft of the expected legislative changes became available. Even with optimistic interpretation of the legislative draft, and with optimistic estimates of legislative process timetable, it was clear that the project was already well behind schedule. Over the next two years, our consultant lead the SCRUM development team through frequent and significant changes to both requirements and scheduling. The single most significant factor, which made the timely and successful project delivery possible, was the sheer level of team dedication and motivation, sustained by leadership rather than by management.

Client’s system integration department was organized into two teams: a team building the integration solutions and another team operating and supporting the solutions. An issue was identified, where the build team delivered and deployed solutions that mostly complied with defined functional requirements, but suffered deficiencies against non-functional requirements, with significant gaps against requirements essential for system support and maintenance. We deployed a consultant to establish the extent of the problem, and document this against relevant key performance indicators (KPI) defined in the client's ERP systems, and to then propose an approach for improving these KPI's by addressing specific accurately defined problems. At the core of the analytical approach was a series of root-cause-analysis workshops led by the Origimi consultant with participants from both build and run teams. The workshop findings formed the basis for the designing and implementation of twelve sustainable DevOps-inspired measures to address the original problem. Within five months from project start, the client observed significant improvements of the relevant KPI's, showing an improvement of operations and support performance, without increasing the delivery lead times of system integration tasks.

The client has committed to establishing SCRUM development practice, in what was predominantly a waterfall software development environment. An Origimi Scrum Master ran one of the early pilot projects, and due to specifics of client’s organisation, also took on a range of traditional Project and Team Management responsibilities. Although choice of effective communication tools and habits was important for the SCRUM team located across two countries, the key success factor for the pilot was strong team-oriented approach. It was the insistence on frequent events that brought the team together in one location, emphasis on shared team decision-making, and the effort exerted on keeping the team in the loop on business aspects of their work. A different category of challenges stemmed from the necessity to practice SCRUM in hard-core waterfall world. Innovative measures were put in place at the technical and process interfaces around the SCRUM team, including sprint releases into a staging environment, investment into stubs and harnesses to emulate future waterfall deliverables and care taken to maintain peace between the SCRUM and waterfall teams on personal level. Over 18 months, the Origimi Scrum Master built a confident and well performing SCRUM team, with robust processes and infrastructure, that serve as a model for further expansion of the SCRUM practice within the client’s organisation.

Client’s Siebel CRM data migration project team announced a 6 to 12 months delay in the middle of a 2-year project. We were brought in to get the project back on schedule. On completion of in-depth project review, we took over project and team management responsibilities. We started with addressing basic organisational deficiencies by streamlining of technical meetings, simplifying and automating status reporting and aligning processes and terminology across collaborating teams. Separate task pipelines were setup for teams responsible for data cleansing, staging area data transformations, database operations and data integrity testing. Once the project was organisationally stable, we focused on getting the project back on schedule. We brought in a small group of automatization specialists, and introduced a regular cycle of complete migration process rehearsal runs. After 9 months of reworking the data migration approach, optimising and automating right across the board, we were handing back a healthy project that was well on schedule to meet the target delivery date.

The client was undertaking a project to migrate local IT services from a number of European countries, to a common service hub. When migration in one country cluster was flagged as not progressing according to plans, an Origimi consultant was deployed to bring this work back on track. We commenced with a series of interviews focused on key project stakeholders, and then reviewed and updated both the business case and project plan. Improvements of stakeholder engagement, adjustment of communication model together with an updated realistic migration plan, were among the key interventions, that resulted in resumption of the migration work in compliance with client requirements. Our project rescue intervention took total of two months to complete.