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CASE STUDY

Largest US Energy Co – Energy financial assistance application
DTI’s Roles

 

DTI was recruited & hired as a Scrum Master supporting the translation of the roadmap into backlog items epics, features, and stories while partnering with the Delivery Manager. DTI consultant was responsible for creating and owning Azure DevOps dashboards to report on team performance including planning accuracy. Along with being tasked with improving the delivery team performance and advising on agile processes. 

Benefits/Results:​

  • Followed an agile process where all ceremonies were timeboxed and provided an agenda a day ahead prior to the meeting to ensure the proper audience could attend the meeting.  

  •  Invested in sprint check-ins to capture early feedback on finished and unfinished user stories and tasks. This allowed for roadblocks to be uncovered and resolved as well as synchronizing the progress of the individual team member. 

  • Performed knowledge transfer & cross training within the development team to maintain consistent skillset during the (Innovation and Planning Iteration) IP sprint of the planning interval (PI).  

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Overview:
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Through strategic partnering DTI is working with the leading utility company, a Fortune 200, headquartered in Chicago with over $35 billion (about $110 per person in the US) in revenue in 2019 and 10 million customers (about half the population of New York), and is building a foundation for future brand and content opportunities for enhanced digital omni channel, with eyes on the future elevation of overall experience and content.

Highlights:

Energy/Large Utility 

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Services:

IT Consulting – Enterprise Solutions, Digital Transformation 

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Solution:

This new application will leverage analytics to deliver a new customer experience to assist customers with paying their bills and managing their energy.  

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Partner:

System Integrator: Deloitte 

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Challenges:

  • The early implementation phases of the project had multiple meetings, reducing the teams' head down time to focus on work allocations.  

  • Mid sprint had a low adoption rate preventing the necessary collaboration the agile team required to strengthen understanding around business requirements  

  • The sprint cycles were unable to reach full sprint velocity due to inadequate scheduling supporting offshore hand offs and natural attrition from the workforce. 

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