Lean and Agile IT


This Fortune 50 conglomerate has over $100 billion in annual revenues and is a market leader in multiple sectors including financial services, media, and technology.

Business Challenge

The financial services division of this organization was adopting Six Sigma, lean, and other quality business management strategies. However, to continue providing high value products and services in an extremely competitive marketplace, this division needed to broaden and accelerate these efforts. A key success factor was integrating their Information Technology (IT) department with their lean Six Sigma efforts.

How ATI Helped

The company engaged ATI to provide mentoring, training, and lean-savvy technologists to work side-by-side with their staff.

Phase one included a one-month, cross departmental Lean Workshop with ATI leading the IT department. This jump-start workshop, which included representation up to the divisional CIO and CFO, included:

  • Lean principles and best practices for IT project management and software development
  • Bridging the gap between business and technology
  • Standards for lean and agile software development
  • Value stream mapping for IT projects and processes
  • Applying just-in-time principles to software development

Phase two took the knowledge gained and applied it on selected pilot projects. The lean and agile processes included software development technical best practices, project planning, estimating, prioritizing, portfolio management, project management, and quality assurance, among others.

Business Results

This division is able to deliver their IT projects faster, with higher quality, and at lower cost. This contributed significantly to the division’s ability to maintain a competitive advantage.

To keep the momentum on these successes, this division has engaged ATI on multiple follow-on projects that included coaching, training, project management, technical architecture, and software development.