Sector / Region
Telecommunications / United Kingdom
Sector / Region
Telecommunications / United Kingdom
The Challenge
The Challenge
One of the UK’s largest telecommunications companies was undertaking a major business transformation, creating significant demand for new and upgraded software.
The organisation needed to increase software delivery throughput without simply increasing its cost base.
Two questions were central: which Agile principles were genuinely improving delivery performance, and what was the optimal mix of internal and externally augmented resources?
One of the UK’s largest telecommunications companies was undertaking a major business transformation, creating significant demand for new and upgraded software.
The organisation needed to increase software delivery throughput without simply increasing its cost base.
Two questions were central: which Agile principles were genuinely improving delivery performance, and what was the optimal mix of internal and externally augmented resources?
The Solution
The Solution
Quantimetrics developed a data-led approach to answer both questions. Over several years, it analysed the organisation’s projects, by sampling approximately 100 projects each year. The performance data was compared against Quantimetrics’ benchmark database to identify what was working, what was not, and what represented the art of the possible.
The findings then informed workshops with the organisation’s teams, helping them refine their Agile approach and determine the optimal balance between internal and offshore resources.
Rather than relying on assumptions about how delivery should work, the organisation could make decisions based on evidence from its own projects combined with external benchmarks.
Quantimetrics developed a data-led approach to answer both questions. Over several years, it analysed the organisation’s projects, by sampling approximately 100 projects each year. The performance data was compared against Quantimetrics’ benchmark database to identify what was working, what was not, and what represented the art of the possible.
The findings then informed workshops with the organisation’s teams, helping them refine their Agile approach and determine the optimal balance between internal and offshore resources.
Rather than relying on assumptions about how delivery should work, the organisation could make decisions based on evidence from its own projects combined with external benchmarks.
The Result
The Result
Over a three-year period, the organisation significantly improved its software delivery throughput while operating from a lower unit-cost base.
The approach enabled the business to achieve substantially greater resource capacity through augmentation, while also reducing cost per project and improving technical quality through lower error rates.
The result was a more productive, cost-efficient software delivery operation, giving the business greater capacity to launch new products and support its transformation agenda.
Over a three-year period, the organisation significantly improved its software delivery throughput while operating from a lower unit-cost base.
The approach enabled the business to achieve substantially greater resource capacity through augmentation, while also reducing cost per project and improving technical quality through lower error rates.
The result was a more productive, cost-efficient software delivery operation, giving the business greater capacity to launch new products and support its transformation agenda.
Unit cost almost halved over a three-year period.