Business Agility Consulting
We built outstanding teams to boost your projects
AgileTrinity teams deliver a 50% improvement at a 50% cost reduction to your current teams in under a quarter
Screening talent with resumes and interviews is outdated. We develop comprehensive tests for every role to ensure our teams consist of only the best of the best. The key to any successful sports team is to have the best players from anywhere around the world—business teams are no different.
From one key resource to a full group of players, we can build from 0 any Agile team:
All great sports teams have not only the best individuals, but they also have tried-and-true playbooks that everyone on the team executes. Business teams should be no different. So we study how the best companies operate their teams and integrate these playbooks into every team we assemble.
All top athletes have great coaches and use comprehensive data and analytics to help tune their performance. We believe all top performers in business crave the same data and analytics to help them get even better. As a result, we've developed a data-driven productivity app—a Fitbit for how you work. It effortlessly collects more than 30 data points and provides analytics that enable individuals and teams to use real data on how they work to bring their performance to another level.
We help IT departments reshape the way they work, their structure and their business outcomes, and the establish an Agile Project Management Office and move it to action through OKRs (Objectives and Key Results) planning frameworks
AGILE BUSINESS STRATEGIC PLANNING
As strategic planning methodologies evolve, business environments all over the world keep turning more “VUCA” (Volatile, Uncertain, Complex and Ambiguous) every year, which makes strategic planning more and more challenging each time. Managers and CEOs are asking themselves, is there really a point in planning 5 years ahead? Will premises stand for that long? How can the organization successfully adapt their current plans to changes when changes appear? This is where agility comes into action, through OKRs (Objectives and Key Results) planning frameworks.
- Defining the organization’s mission, their client, their value chain and describe their actual situation
- Setting the organization’s vision and competitive advantages profiling
- Setting the first set of OKRs. Starting with the O’s (Objectives), what are the “whats” to achieve? What are the main challenges and goals of the organization in achieving their vision?
- Setting the first set of Key Results (KRs), what are the “hows” to achieve the “whats”? How are these challenges and goals going to be achieved?
- Defining KPIs. Measuring success.
- High level definition of Projects. What needs to be done?
- Cascading OKRs to execution to each responsible
- Set the OKRs follow-up mechanisms in short periods of time for most versatility upon situation changing.
IT HIGH LEVEL DESIGN FOR THE DIGITAL ERA
As the digital era, the platform economy and the cybercrimes break through our daily business and personal lives, IT departments are reshaping the way they work, their structure and their business outcomes. IT departments and projects will not be the same after the pandemics and the platform economy boom.
- Align IT with organizational objectives and OKRs
- Define mission, value chain and actual situation
- Define IT’s vision
- Define IT’s strategies (buy vs develop internally vs SaaS, hire vs outsource, etc)
- Define IT’s governance and structure
- Define IT’s KPIs
- Insights to Digital services and platforms to end client (potential touchpoints and services loops)
- Define IT’s OKRs
- Define IT’s Projects
BUSINESS AGILITY OFFICE
The Project Management Office made agile. As clearness of vision is achieved on what needs to get done to achieve the organization’s goals, execution gets more and more relevant. Making the first steps towards your goals is critical! Define and execute agile projects through mentoring, and follow-up mechanisms and sessions.
- Defining project portfolios
- Defining projects’ objectives, scopes and roles
- Breaking down value items
- Defining the MVP
- Sprint planning
- Demo’ing and piloting
- Managing the backlog and (re)evaluating value items under goals and changes
- Weekly follow-up with project leaders
- Coordinating impediment communication and solution