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Technology Expense Management

Tangoe improved retention with a metrics-oriented culture of support

How a National Retail Chain Unified Operations Across All Channels
A major retail organization struggled with fragmented systems across stores, online, and mobile channels. Our comprehensive solution unified their operations, providing real-time visibility and enabling true omnichannel experience.
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Results Achieved

69%
Decrease in Cycle Time
38%
Increase in Pull Request Throughput
10%
Increase in Review Cycles

The Challenge

  • Leadership aimed to grow the engineering team.
  • Roger Deetz joined as VP of Engineering to build out the engineering department, but soon realized the org’s processes were not ready to scale.
  • There was little consistency in how teams shipped features to customers.
  • The team experienced “all the pitfalls of agile, but none of the benefits,” including multiple tracks of work being juggled and some work getting stuck in the pipeline for weeks.
  • Some teams lacked any continuous delivery process.
  • Ambitious hiring goals existed, but no systems were in place to ensure new hires would be successful or productive.
  • Roger chose to improve internal processes before expanding the engineering team.

    • Our Solution

  • Roger used Velocity to create a blueprint for improved Agile processes across the organization.
  • Although initially skeptical of engineering metrics, Roger was open to using Velocity to evaluate process effectiveness.
  • He reviewed Velocity weekly, focusing on Pull Request Throughput and Cycle Time.
  • Using Velocity, Roger compared metrics across teams to identify highly productive groups.
  • Roger became a strong advocate for Velocity after seeing that metrics helped bring focus and highlight effective agile practices.
  • Analysis revealed that less efficient teams often struggled with unclear user stories, leading to long review cycles and misalignment.
  • Roger collaborated with engineering leads and product managers to standardize story writing.
  • Product and Engineering teams began creating 1-sentence actionable requests and breaking down projects over 20 effort points into smaller, independent stories.
  • With clearer processes established, Roger felt confident moving forward with scaling the engineering department.

    • Implementation Journey

    1
    Planning & Assessment (8 weeks)
    Comprehensive assessment of existing systems, business processes, and requirements.
    2
    System Configuration (12 weeks)
    Configure and customize the platform for the organization specific needs.
    3
    Integration & Testing (10 weeks)
    Integrate with existing systems and conduct thorough testing.
    4
    Deployment & Training (6 weeks)
    Phased rollout across locations with comprehensive training and support.
    5
    Optimization (Ongoing)
    6
    “The climate is more curious. Everyone is inquisitive and interested in the data. No one is accusatory.”
    Shawn Plew
    Lead Engineer, Tangoe

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