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Case studies

An agile way of working spread to 5,000 practitioners within two years by using an Essence-based Practice Architecture A sustainable path to agility was created - teams could incrementally improve their way of working and growing Practices provided standardization which helped practitioners share and learn best practices

Increased efficiency with teams aligned and working together Greater creativity as teams are empowered to make decisions Management aligned and supportive of agile teams

Achieving Agile at Scale: 700 Engineers on 72 Teams across 3 Continents. IJI empowered teams with knowledge and practical solutions for a sustainable agile transformation.

Image of the Skandia corporate logo.  Provides access to an IJI case study explaining how IJI helped Skandia undertake a full-scale transformation to the Scaled Agile Framework (SAFe).

In August 2017, Skandia began their transformation to a Scaled Agile way of working using SAFe® with the support of Ivar Jacobson International (IJI). Prior to the programme, Skandia's work culture was very much a centralized, plan driven over analytical approach. Since the introduction of the Scaled Agile Framework from IJI, they have changed to a 'let’s get going', experiment, trim and adjust approach that has impacted the entire business in very positive ways.

Image of the UK NHS Blood and Transplant corporate logo.  Provides access to an IJI case study explaining how IJI helped UK NHS Blood and Transplant undertake an Agile Transformation in a Highly Regulated Environment.

Reduced time to identify inter-dependencies and deliverables from months to days Able to prioritize IT operations alongside business goals Learned to develop effectively as a team

Now moving into its third year since introducing the Scaled Agile Framework, the dbPalace team at Deutsche Bank is well beyond the roll-out and introduction phase and results have been significant – from a 35% increase in product delivery to a 50% reduction in defect leakage to faster on-boarding of new businesses – the team has achieved significant results winning multiple industry awards. Listen to the interview.

This equipment vendor needed to move from a traditional waterfall approach to an agile way of working. They decided to engage with Ivar Jacobson International (IJI) to assist them with their agile transformation. IJI was chosen because of its expertise in large-scale agile transformation and its thought leadership. SEMAT's Essence and IJI's sustainable change model were central to the equipment provider's agile transformation strategy and success.

In this article I base my observations and opinions on my experience of applying the Use Case 2.0 Practice and Behavior Driven Development’s Gherkin language, within an online products division of a major US Bank that is undergoing an Agile transformation. “I’m not dead yet,” Is a classic line from the movies that Monty Python fans will instantly recognize. I start with this because I could win a lot of money betting on the response from Agile practitioners when I tell them I am using Use Cases in an Agile environment to great benefit. “Use Cases? They’re dead and buried!” “That’s RUP! (Rational Unified Process). They aren’t agile.” “What are you thinking? Use Cases are dinosaurs.” “You should know better, Bernie.” Rarely, I get a response from an experienced coach who will not poke fun, but seek the powerful questions such as, “Now why do you think that’s a good idea?”, and a valuable conversation ensues.

Image of the SimCorp corporate logo.  Provides access to an IJI case study explaining how IJI helped SimCorp undertake a full-scale transformation to the Scaled Agile Framework (SAFe).

Better quality and better predictability of delivery The entire product division talking the same language using the same concepts More responsive delivery with the ability to demo features to clients as the teams are developing them

IJI helps Dutch Ministry introduce lean, lightweight and agile development approach - program team becomes self-sufficient in new way of working within six months.

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