Fadata’s Scaled Agile Transformation for Market Management [Case Study] 

Abstract 

Fadata was up for a big change in October 2020 with its “Fadata2Agile” transformation throughout the Product Improvement organisation, aimed toward changing into a lean-agile enterprise of the long run. They used fashionable frameworks like Scaled Agile Framework (SAFe), the Spotify mannequin, DevOps, and ITIL 4 Excessive-velocity IT to rework their product improvement and help. The brand new method of labor enabled the corporate to resolve challenges related to useful resource administration, duties prioritization, and staff alignment.

This transformation even touched the Folks administration unit (subcategory of Human Sources), as they shifted to agile practices to work as an agile staff.

Quick ahead to the spring of 2023, and the agile Product group continues to be on the transfer, accelerating superior agile strategies and constantly bettering. The outcomes have been noteworthy, because the time to worth, high quality, and worker satisfaction have considerably improved.

Yavor Mramorenski, Director Software program Improvement at Fadata

“Implementing SAFe was initially difficult for Fadata, nevertheless, it was unquestionably well worth the effort, because the outcomes are seen every day. The SAFe methodology introduced us the pliability generally present in start-up cultures, however with a extra mature method utilizing confirmed instruments and methods. ITCE performed a vital function in guiding Fadata by every step of the SAFe implementation course of. I contemplate a number of steps to be notably vital, similar to defining worth streams, deciding on the suitable toolset, and figuring out lacking roles inside the group. Based mostly on my expertise, I extremely suggest ITCE as a pioneering facilitator of SAFe implementation in Bulgaria.”

The Starting

Our staff was initially method by Fadata’s Chief Folks Officer, who had large-scale imaginative and prescient of the agile transformation and the help of the entire C-level. The administration staff wholeheartedly embraced the function of “change angels” to drive the transformation primarily motivated by two components:

• Embracing the age of software program and digital, not solely as leaders in insurance coverage software program but additionally as a contemporary agile group through which data employees can thrive.
• Sustaining its place as a pacesetter within the insurance coverage software program trade by enhancing the frequency of delivering new platform options.

The Outcome

Course of Transparency

Transparency from Roadmap to worth supply & elevated motivation and long-term engagement of the engineering employees

Deliverables Predictability

Seeing the massive image through the PI and having the interdependencies dealt with boosted the power to make sure within the worth supply capabilities.

Workers Engagement

Decrease employees turnover and higher visibility of the worth delivered by every staff member

Defects Dealing with

Improved capacity to triage, prioritize and ship on defects.