TecVeris provided advisory, training and transformation support for the rollout of an Enterprise Agile Framework and Hybrid Agile PMO (traditional/agile SDLC) for software development and technology operations to improve productivity, collaboration and quality in a highly regulated banking environment.
The client had implemented a rapidly growing number of Agile teams operating within traditional PMO structures. With a goal of going “big bang” Agile for the majority of the organization (nearly 1000 IT and product resources), the client needed advisory and coaching to scale Agile software development with an integrated collaborative approach that included stakeholders and teams across infrastructure, telecom, data governance, information security and corporate compliance with highly distributed teams across the U.S. and India.
TecVeris was engaged within the Information Security group to build a Lean Agile Project Management Office. During our assessment we rapidly identified opportunities to work with the IT PMO and software development teams.
This launched us on a much larger engagement with the IT PMO, to develop and launch a new Enterprise Agile Framework. Our team grew to include two advisors, two additional trainers and a technical advisor to help setup their tooling for the Agile portfolio with streamlined collaboration, workflows and reporting.
After the design and pilot of the framework, we launched into a series of training events across key U.S. offices with teams joining from India. After training dozens of teams and hundreds of members over several months, we continued to provide coaching support as the framework scaled and matured.
TecVeris provided advisory, training and transformation support for the rollout of an Enterprise Agile Framework and Hybrid Agile PMO (traditional/agile SDLC) for software development and technology operations to improve productivity, collaboration and quality in a highly regulated banking environment.
The client had implemented a rapidly growing number of Agile teams operating within traditional PMO structures. With a goal of going “big bang” Agile for the majority of the organization (nearly 1000 IT and product resources), the client needed advisory and coaching to scale Agile software development with an integrated collaborative approach that included stakeholders and teams across infrastructure, telecom, data governance, information security and corporate compliance with highly distributed teams across the U.S. and India.
TecVeris was engaged within the Information Security group to build a Lean Agile Project Management Office. During our assessment we rapidly identified opportunities to work with the IT PMO and software development teams.
This launched us on a much larger engagement with the IT PMO, to develop and launch a new Enterprise Agile Framework. Our team grew to include two advisors, two additional trainers and a technical advisor to help setup their tooling for the Agile portfolio with streamlined collaboration, workflows and reporting.
After the design and pilot of the framework, we launched into a series of training events across key U.S. offices with teams joining from India. After training dozens of teams and hundreds of members over several months, we continued to provide coaching support as the framework scaled and matured.
TecVeris provided advisory, training and transformation support for the rollout of an Enterprise Agile Framework and Hybrid Agile PMO (traditional/agile SDLC) for software development and technology operations to improve productivity, collaboration and quality in a highly regulated banking environment.
The client had implemented a rapidly growing number of Agile teams operating within traditional PMO structures. With a goal of going “big bang” Agile for the majority of the organization (nearly 1000 IT and product resources), the client needed advisory and coaching to scale Agile software development with an integrated collaborative approach that included stakeholders and teams across infrastructure, telecom, data governance, information security and corporate compliance with highly distributed teams across the U.S. and India.
TecVeris was engaged within the Information Security group to build a Lean Agile Project Management Office. During our assessment we rapidly identified opportunities to work with the IT PMO and software development teams.
This launched us on a much larger engagement with the IT PMO, to develop and launch a new Enterprise Agile Framework. Our team grew to include two advisors, two additional trainers and a technical advisor to help setup their tooling for the Agile portfolio with streamlined collaboration, workflows and reporting.
After the design and pilot of the framework, we launched into a series of training events across key U.S. offices with teams joining from India. After training dozens of teams and hundreds of members over several months, we continued to provide coaching support as the framework scaled and matured.
TecVeris provided advisory, training and transformation support for the rollout of an Enterprise Agile Framework and Hybrid Agile PMO (traditional/agile SDLC) for software development and technology operations to improve productivity, collaboration and quality in a highly regulated banking environment.
The client had implemented a rapidly growing number of Agile teams operating within traditional PMO structures. With a goal of going “big bang” Agile for the majority of the organization (nearly 1000 IT and product resources), the client needed advisory and coaching to scale Agile software development with an integrated collaborative approach that included stakeholders and teams across infrastructure, telecom, data governance, information security and corporate compliance with highly distributed teams across the U.S. and India.
TecVeris was engaged within the Information Security group to build a Lean Agile Project Management Office. During our assessment we rapidly identified opportunities to work with the IT PMO and software development teams.
This launched us on a much larger engagement with the IT PMO, to develop and launch a new Enterprise Agile Framework. Our team grew to include two advisors, two additional trainers and a technical advisor to help setup their tooling for the Agile portfolio with streamlined collaboration, workflows and reporting.
After the design and pilot of the framework, we launched into a series of training events across key U.S. offices with teams joining from India. After training dozens of teams and hundreds of members over several months, we continued to provide coaching support as the framework scaled and matured.
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