Client case
A digital platform that is actually used
Problem
Many organisations face this challenge, how to move from a traditional, mainly content-based service provider to a digitally operating service provider that uses the possibilities of contemporary technology. This accountancy and advisory firm communicated with its customers mainly by e-mail. Its recommendations, VAT returns and other important documents were sent by e-mail. This resulted in a fragmented and less secure document storage. Finding and combining information took a manual effort. Drawing the right conclusions and taking the right decisions was therefore very difficult. A digital platform had been created to collect documents in a central, secured environment. However, given the priorities and limited resources of the organisation, there was little or no progress in the further development and adoption of this platform.
The client’s request was to lead a project with the aim of further developing the platform into a multifunctional portal for both employees and customers, and to increase the adoption of the platform, both internally and externally. The platform had to become the standard for secure communication, information supply, and document storage.
Ferry van der Ende was the project leader for this project. Ferry ensured involvement of stakeholders and progress in developing the platform. With clarity and enthusiasm Ferry was able to get the commitment of his project members and with his decisiveness he was able to coordinate the right steps to a successful project.
Approach
If a clear vision for the development and application of a digital platform is lacking and responsibilities are not properly assigned, a project sometimes lingers on without moving in the right direction and achieving results. The project team had limited resources and insufficient knowledge to take the right steps.
After a short inventory period, Ferry determined which impulses were needed to move the project forward. First of all, team members did not know exactly which responsibilities and mandate they had and some important competences were missing to make the right decisions from a technical and business perspective. Secondly, there was no consistent process for setting priorities in functionality to be developed. In addition, no clear test strategy and release process had been established. Reporting to the sponsor on progress and results was also lacking. Thirdly, there was too little visible commitment on the part of management, as a result of which the organisation made limited use of the platform and user experiences were not shared with the project team.
Ferry therefore paid a lot of attention to expanding and organising the project team, assigning tasks and responsibilities and giving recognition to the actions carried out. A consistent development process was organised, by means of digital tools such as MS DevOps. This made it clear by whom and when the development items were defined, verified, developed and tested before being brought live. In addition, much effort was put into the aspect of adoption by the different departments within the organisation. The users were inspired, trained and supported in the workplace. A pool of key-users was composed and trained in their role as change agent and ambassador, showing good example behaviour. Senior management presented themselves a sponsors of this project and emphasised its importance.
Results
The development process has been made structured and transparent, making the project team’s working method effective. Through increased focus on the project and input from the various departments, the platform has developed into a multifunctional portal with the latest technologies for secure communication between employees and customers. The use of the platform has increased significantly, experiences are shared and feedback is taken up for continuous improvement of the platform.
Decisive factors in this project
Appreciation and recognition of team members’ efforts and achievements have proved essential. For people with different roles and responsibilities, it is necessary to provide clarity in priorities and tasks and to give them the recognition they deserve. The difference that Next Ready Partners makes is that, in addition to process and content, much attention is paid to the team, job satisfaction and the development of the various team members.