In the mid-2000s, this leading not-for-profit healthcare services company was facing market expectations that were evolving from a traditional, transaction processing orientation to more advanced digital customer engagement, and at a rapidly accelerating pace. The company was not accustomed to the rapidly developing and continuously changing technologies and needed to be able to adapt quickly or risk losing its market-leading position.
The company engaged an experienced strategic planner, now a NextLevel team member, to lead the planning and implementation of a project and program management office (“PMO”). As part of the implementation phase, for the first time, the company hired professional project managers and software quality assurance professionals who prepared and followed defined project and software development methodologies to be used in the future. Over time, team and company capabilities evolved from informal approaches to formal waterfall development and SQA disciplines, to adopting Agile/SCRUM methodologies and test automation.
Project throughput and software quality improved substantially. Of equal importance, leadership of the company now understands project disciplines and can plan, manage and set expectations for delivery much more effectively.