The Division of Technology Solutions (DoTS) provides IT services to the Comptroller of the Treasury (COT) divisions for the State of Tennessee. There are 10 Comptroller divisions, across 95 counties within Tennessee, for an estimated 700 Comptroller employees. Currently, DoTS is transitioning its business model and IT methodologies to become more adaptive to the needs of the COT divisions.
Businesses look to DoTS for technology expertise but also for providing all essential services such as phone, internet and PC support.
Business stakeholders are unclear about the constraints within DoTS and the transitions it is undertaking to improve. Improved software development disciplines will become more important to develop continuous delivery of business applications while maintaining high levels of quality.
When DoTS decided to implement Agile, they partnered with The Braintrust Consulting Group to maximize their implementation.
Through the Braintrust Agile Assessment process, DoTS and the COT’s divisions were found to have several organizational challenges and opportunities for improvement.
1. Across DoTS and the COT’s divisions, Agile training and knowledge was inconsistent. The lack of Agile engineering practices was slowing team efforts and increasing technical debt.
2. The COT’s diversity of separate and distinct business units complicated IT support for disparate systems. Developing and supporting business applications for so many diverse needs was a considerable undertaking that dramatically reduced team productivity.
3. Product priorities and disciplines were difficult to establish. Various conflicting business priorities caused product and business ownership to be stressed. COT divisions often feared unfair prioritization.
4. Frequently, product visions and roadmaps were absent for some COT divisions. Stakeholders unanimously agreed that their old method of project requirement documentation was long and drawn out.
5. There was a clear need for improved communication and transparency. The COT’s primary tool for communicating progress was a verbose, labor intensive status report.