Comprehensive IT transformation with measurable business impact
A new target operating model across six business functions
Anonymized project example
Situation
Operator of critical public IT services
Managing a complex portfolio of digital products in a highly regulated environment required improved prioritization, planning, and cross-functional coordination.
- Complex software and hardware ecosystem
- Regulated service environment
- Mission-critical digital products
- High availability requirements
Project scope
Portfolio-driven SAFe operating model
An integrated portfolio management and delivery model across six business functions.
Key enablers
- Portfolio governance and prioritization
- Delivery model with quarterly planning cycles
- Organization-wide adoption across 600 employees
- Transition from release-based to on-demand delivery
Impact
Faster initiative delivery
Average lead time from 2.2 to 1.0 years.
Fewer release-related incidents
Higher delivery stability.
Additional benefits realized
From one accelerated automation initiative in year one.
Source: supplied Timmermann project material. Direct 1:1 comparison was enabled by the original project plan; the initiative was delivered three quarters earlier in the new setup. The reported 51% is the project metric; 2.2 and 1.0 years are rounded averages.
The project in detail
For an organization providing critical public IT services, we introduced an integrated portfolio management and delivery model.
Starting point
Managing a complex portfolio of software and hardware products in a highly regulated environment required better prioritization, planning, and cross-functional coordination.
Our approach
- Introduce a portfolio-driven SAFe operating model across six business functions.
- Connect portfolio governance and prioritization with integrated delivery.
- Establish quarterly planning cycles and support organization-wide adoption across 600 employees.
- Support the shift from release-based to on-demand delivery.
Results and impact
- Reported 51% reduction in initiative lead times; rounded average lead times declined from 2.2 to 1.0 years.
- 36% fewer release-related incidents and greater delivery stability.
- €1.13 million in additional benefits from one accelerated automation initiative within one year.
- 600 employees supported through the transition to the new operating model.
A direct project comparison was possible because the original project plan was available. The automation initiative was delivered three quarters earlier in the new model.
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