HCLTech focused on three main fronts:

• Implementing and managing the rapid technical onboarding of BUs and teams.
• Ensuring adoption of Rally Adapter for Jira for all onboarded BUs and teams through agility coaching at both management and team levels.
• Scaling the enterprise-wide rollout and supporting the customer through every phase of the transition by creating and aligning standards and best practices across the company.

HCLTech worked with Broadcom and the client to create an onboarding cadence of at least one BU per week.

HCLTech also aligned the customer’s Jira servers with its network security software and connected Rally and Jira to each team’s projects in Jira, such as test case management and agile software development.

To improve adoption, HCLTech delivered 100+ hours of training and hands-on agile and SAFe coaching to the BUs. We also frequently helped the BUs implement process changes.

Enterprise-wide transformations always come with challenges, and this pilot proved no different. This transformation’s challenges and our solutions included:

• Competing priorities: The engagement of senior leaders was critical to every BU’s success in the pilot. Of course, it’s difficult for leaders to balance their engagement in the transformation with the demands of their day jobs, so transformation progress can be a challenge.

  HCLTech solved this by continuously setting achievable goals that required leaders to devote relatively small chunks of effort that delivered sequential quick wins. When everyone, leaders and the rank and file alike, sees their efforts produce positive outcomes, their enthusiasm grows, generating a thirst for more success.

• Developing trust: For any outside team, navigating a huge environment like the one at this financial giant presents a learning curve. HCLTech worked at a feverish pace to understand the workings of each BU, which gained the trust and confidence of the company’s leaders and rank and file.

  HCLTech team members soon became well known throughout the organization for the many ways they gave a boost to the company: their business acumen, their contributions as trusted advisors, finding solutions to push agile maturity and getting things done.

• Competing processes: Several subtle intrinsic differences between BUs would have a big impact on how people do their jobs. Some BUs were wedded to their existing customized processes, which couldn’t scale across the company and competed against enterprise-wide success.

  To overcome this obstacle, we regularly performed business process analyses, stayed in constant communication with change-resistant BUs and coached BUs on agile best practices.

Early in the BU rollout, a senior manager at the customer said:

“I didn’t realize how much work we are doing. Finally, we have transparency and visibility into what is happening in our teams!”

Welcome news, indeed, since in essence, the company’s key goal was to leverage Rally to provide alignment and visibility between business objectives and project execution/delivery.

The value of the HCLTech team to the company has increased markedly. BUs seek out our experts for ideas about changing their tooling and processes to drive discipline and agility in project planning and delivery.

Agile and SAFe coaching tailored to each BU addresses BU-specific pain points such as backlog management and OKR formulation, while still enabling the BUs to work within the enterprise-wide solution.

Formal feedback shows that the pilot averaged scores of 8 out of a possible 10 for delivering on expected outcomes.

Like Isaac Newton, who stood on the shoulders of major thinkers to make intellectual progress, this financial giant stood on the shoulders of Broadcom’s Rally Adapter for Jira and HCLTech’s business and technical expertise to bolster its strength and agility.