Defense Contractor Revolutionizes Software Delivery Processes

case study setup

The Setup

A government contractor came to Sketch because they were having some problems in three key areas:

1.) Scope is too broad

  • Not enough time to focus on quality feature delivery
  • Strategy and execution functions overlap
  • Predictability and alignment may suffer as a result
FNI-1

2.) Metrics are skewed toward quantity over user value

  • Feature-Point focus may be perceived as a measure of effort
  • Individual performance vs team delivery

3.) Significant distance between problem & solution

  • Unclear who is driving the roadmap vs who has influence
  • Limited interaction/empathy between user customers delivery teams
  • Lacking target market for fast feedback and advocacy
FNI-2

The Challenge

The primary mission was to help this client build the operational model, individual skills, and delivery practices necessary to become a more predictable software delivery program. We identified the relative lack of perceived purpose within the team as a primary driver of poor predictability and, ultimately, low customer satisfaction.

From there, the following working hypothesis guided the initial consultation:

Given a dynamic network of high-performing teams,

When the delivery teams are aligned on the product vision & roadmap,

Then [this client] will consistently deliver high-quality, valuable solutions.

FNI-3

The Solution

After the initial assessment, Sketch employed a broad array of strategies and services to help this client evolve its software delivery practices:

  • Vision and Roadmapping
  • Release Planning and Backlog Curation
  • Product Management Methodology Consulting
  • Leadership Workshops
  • Establishment of Business Objectives and Key Results (OKRs)
  • Metrics Plan Creation
  • Leadership Backlog Creation
  • Leadership Coaching
  • Functional Enablement Team Creation
  • Ceremony Coaching
  • Role Coaching
  • Quantifiable Team Health Tracking and Capabilities Assessments
case study results

The Results

In only one quarter, the client achieved average improvements of 10-20% in each of the following categories:

  • Overall value produced from each product increment
  • Rate of on-time feature development before the target delivery date
  • Sufficient time (as reported by team members) to innovate and learn new things during each product increment

Making the delivery process more effective produced measurable outcomes in further categories, including speed to market and product quality.

In the course of this engagement, the team identified 15 near-term objectives, 5 core capabilities, and 9 critical program risks. All of the above were addressed successfully before the expected delivery date.

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Engagement Review

"This team can finally assign quantifiable metrics to capacity, engineering quality, and innovation. Between better progress tracking and implementing the Weighted
Shortest Job First (WSJF) prioritization method, feature delivery is faster than ever."

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