“coming soon”
The English version of our website is currently under construction. In the meantime, the German version is available if required. Please click on the language switch!
Thank you for your patience.
• Continuous Delivery • SAFe (agile Framework) • Software Development
Agile coaching transforms software development at a major German energy supplier
A leading German energy company entrusted us with the task of converting its software development to the SAFe framework and making it agile. Our support as agile coaches in the roles of Scrum Master and Senior Product Owner enabled the international project team to realize business value at an early stage and significantly increase the efficiency of the development processes.
In order to make its software development more efficient and agile, a large German energy company decided to implement the SAFe framework. Our team was commissioned as Agile Coaches to support the international project team in the roles of Scrum Master and Senior Product Owner. Our goal was to understand the business requirements and implement them using agile processes.
A key focus of our work was on the earliest possible realization of "usable" benefits through Minimum Viable Products (MVPs), i.e. the minimal implementation of a use case. At the same time, we took into account the dependencies in the SAFe Agile Release Train and existing software standards.
We worked closely with all roles involved, such as product management, release train engineers, solution architects, business analysts and product owners. Particularly noteworthy is our support for the Product Owner of the Scrum team in charge, to whom we provided our expertise as an agile project manager and our experience in requirements engineering.
Our support included the identification and elaboration of all functional and non-functional requirements, the development of use cases, the definition of test cases and the formulation of acceptance criteria. We also helped to create and, if necessary, split user stories so that they could be implemented by the development team in the next sprint. We were also involved in quality assurance and acceptance.
In collaboration with the development team and the solution architects, we discussed alternative solutions and supported the technical design of solutions. By moderating Scrum reviews and Scrum retrospectives, we increased transparency in the interaction between the various roles in the team.
Finally, we brought additional value to the team through innovative ideas for tool usage, such as continuous improvement sections in the JIRA backlog, company-specific adaptations of the SAFe process, such as the NonDEV Daily, and the provision of suitable tools, such as the creation of Kanban boards, quick filters and dashboards in Jira. Our measures led to a significant increase in the efficiency and quality of the energy group's software development processes.