Collabify case study · Delivery leadership
Empowering Engineering Teams in Financial Services
From a group of individuals taking directions to teams that decide for themselves.
case-study --teams --ownership --flowHeadline results
decisions: one manager → the teams
flow.metrics: none → cycle time, velocity, defects
sprint.reviews: status reports → live demos
Context
An engineering department in financial services, organised as three Scrum teams.
Challenge
The teams worked as groups of individuals following directions from a development manager, who was also the architect. Team members were left out of strategic decisions, and their involvement stopped at sizing the backlog.
Approach
- Decision-making in the teams. Decisions moved into sprint planning and daily stand-ups.
- Deeper backlog engagement. Teams discussed the reasoning behind stories and added technical debt and infrastructure items themselves.
- Refocused stand-ups. Stand-ups changed from status updates to focused discussions about progress against sprint goals.
- Shared retrospective actions. Actions were spread across the team, building accountability.
- Metrics and real reviews. Cycle time, velocity trends and defect rates were introduced, and sprint reviews became live product demos.
Results
Decisions got faster, morale rose, collaboration improved, and the teams adapted successfully to remote working.
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