Our client – a regional medical provider – tried to incorporate Agile methods in its IT departments for several years but achieved lackluster results. Waterfall methods performed as poorly or worse. Independent of methodology, project features weren’t meeting business needs, and delivery deadlines were frequently missed.
The on-boarding of new employees and a large scale data warehousing project presented an opportunity to refine Agile techniques and truly make the methodology work for the company. Our client asked Plaster Group to develop a foundation for a more successful transition to Agile. Continue reading “Setting the Stage for Agile Transformation: Product Visioning”
Our Agile practice area had a presence at a meetup co-hosted by Seattle Health Innovators and the Washington Chapter of the Healthcare Information and Management Systems Society (HIMSS). The event took place downtown Seattle on June 9 and was of interest to members of our Agile team because of our clients within healthcare. The meet-up focused around the theme: “How has the Agile approach evolved to work within the health and life science industries?” where a panel of local Agile practitioners discussed their first hand experience with Agile in the healthcare industry.
Our client’s Communication department managed a large portfolio of projects, reporting many different data points within each project. Tracking and reporting was largely manual, and data points were not consistent from project to project. Information was tracked in many different locations including project specific sites. Not every project had its own site location.
Both team members and organization leadership wanted a single tool for capturing project information, and to reduce the need for individual project managers to produce manual reports.
Plaster Group’s Enterprise Software Team was asked to build a centralized project portfolio management hub that would list projects, resources, budget, and high-level milestones and combine this data to provide management with a thorough project status. In addition, consultants would need to produce sub-sites to manage the same data at a team and project level, and implement tools capable of ad-hoc reporting. Continue reading “Central Project Portfolio – Convenience and Consistency”