Meko Kofahl

Over the course of six months, 90% of all 115 staff were trained (including executive management), a transition backlog was defined and executed, and the team was making significant progress towards greater efficiency and delivery of value. Revenue during this period was the company’s highest ever and we were rapidly approaching profitability despite the disruptive nature of Scrum implementation.

Several Communities-of-Practice were established to ensure wide agreement on technical decisions and process, town hall meetings were regularly convened, and improved metrics and KPIs were developed and put in place.

The three-month effort included a review of this project-in-distress, revised launch planning, evaluation and revision of technical plans, executive communication, coordination across the entire company to minimize downtime of the related call center, and communication to the international Vodafone Center of Excellence on progress. Because the upgrade had been postponed multiple times, only certain steps could allow for a rollback in case of an emergency, making the project somewhat risky and challenging. The upgrade went smoothly during an overnight launch, to schedule, and with no major issues arising post-upgrade.

With six months left to completion, the €4M EU-funded Open Payments Ecosystem project lost its project manager and brought Meko on to finish the effort. An assessment was done shortly after engagement showed the run rate of the project to be much higher than previously reported and offshore staffing was cut to reflect the actual budget. The scope of the project was carefully evaluated and re-prioritized. All major deliverables were successfully concluded by the deadline, and the project passed all subsequent audits and EU reporting requirements.