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Contract Business Analysis
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Contract Business Analysis
The Constraint: The implementation deadline was fast approaching and this multi-national company had ambitious objectives for their ERP solution. Their unique business model wasn’t fitting in with the industry standard so they decided to purchase and integrate an external system to help with one of their core functions. This addition put them behind schedule to meet the go live date and they needed a Business Analyst dedicated to this module to quickly catch up.
The Solution: Their existing team was consumed with the ongoing ERP project so they brought us in to pinch-hit the new platform implementation. We jumped into the role of Business Analyst and got to work gathering requirements, writing use cases, user stories, test scenarios and acceptance test criteria and working with the vendor to get the work done. We rallied the team around the project and got things moving in short order.
We met the implementation deadline and the external system was integrated on go-live. It functioned as defined by the subject matter experts.
Ops Project Execution
The Constraint: As the new owner of a small business, this seasoned accountant wanted to understand the cost of goods sold breakdown of his entire product line. A worthy goal and one he didn’t have time to accomplish on his own.
The Solution: EGI Inc. undertook a full cost-analysis and scenario-based model so the owner could understand the cost of labour and materials that went into his various products. He also wanted to be able to compare models against each other based on sales and understand if he could streamline his product line to be more cost effective and efficient.
EGI delivered a fully-functioning model in excel that allowed him to see the cost of his product line overall, compare throughput times and drill down into cost comparisons against products and models within product lines. He was quickly able to identify products that were expensive to make and compared these against the sale price, understanding that his pricing needed to change.
The Constraint: In this case, this core team was working with the processes of yesteryear, with a system older than many of the team members. Because the business had started off small and grown exponentially, this team had accumulated process debt that was holding them back.
The Solution: EGI Inc. brought a fresh perspective to a problem that seemed unsolvable. We heard from many in the organization that this team was a ‘rats nest of problems, no one really knows what they do’. Many had steered clear of this project because they didn’t want to start peeling back the layers of challenges, an exercise thought to be painful and impossible to manage.
There are some teams that are the hub of the business. They have a role to play in every sale or customer interaction and inefficiencies here impact a positive customer experience.
While we took these warnings seriously we also saw that this team had been neglected for far too long. We took a large problem and broke it into smaller pieces, identifying the core functions of what they did and digging deep into how they should be executing those functions. We built new processes around those actions and implemented system changes to support the new processes. This resulted in lasting change, increased productivity (+50%) and a happier workforce.
Transition to Agile
The Constraint: This lean team of exceptional developers was stuck somewhere between Waterfall and Agile development methods. They had a mixed bag of requirements, no organization to their backlogs and a business constantly peppering them with requests and emergencies. They were able to hang on as long as they had because they were a highly skilled team with a strong manager who buffered the noise and advocated on their behalf.
The Solution: We joined their team to define their particular brand of Agile, document new processes and implement them. We worked side by side with them to teach them how Agile works in the real world, teaching them how to solve unique problems and overcome the challenges that are hard to plan for.
After a successful transition to Agile methods, the output of this development team increased and the members of the team suffered less burn-out and actually enjoyed their work. They are now adding Agile-savvy members to their team and the impact of their success is benefiting the entire business.
Especially for technology-centric companies, the development team is the core of the business, the difference between value-delivery and stagnation. The entire business suffers when the development team isn’t high-performing.
The Constraint: An Administration team was suffering from role ambiguity creating tension and infighting amongst the members.
The Solution: EGI Inc. integrated with the team to define clear roles and responsibilities. We facilitated a session with the admin team to define each member’s roles and accountabilities. The individual process ownerships were mutually agreed upon in the meeting and consensus of who owns which process was solidified taking away the ambiguity between the roles. Once the agreed process ownership was signed off on, EGI Inc. sat down with each member to rewrite their role descriptions, document all Standard Operating Procedures and weed out any leftover uncertainty between the roles.
This project not only led to happier staff with clear, defined expectations, but also increased the value of the company that was poised to sell by decreasing transition risk to a new owner.
Work with EGI
We can provide clarity to the problems you’re having, we’ll work side-by-side with you, and get things done, and we might even make it fun along the way. Contact us today to get started on your project.