Technology and telecoms
Getting things done in IT
Projects that drag on, a support queue that never shrinks, and a team that is always busy but never seems to finish. It is rarely a skills problem. It is how the work arrives, gets prioritised and moves between teams.
How it shows up
How it shows up
- Priorities change every week, so projects start but do not finish.
- Ad-hoc requests interrupt planned work, and nobody can see the team’s real capacity.
- Tickets bounce between teams before anyone owns them.
- Estimates are guesses, and project managers spend more time reporting than managing.
- The business sees IT as slow, and IT sees the business as unclear about what it wants.
What is really going on
Complexity at the joins
Demand arrives through many channels with no single view. Work in progress piles up, and the handoffs between the business, development, infrastructure and support have no owner. Adding people or a new tool rarely helps, because it adds to the complexity rather than removing it.
How we fix it
Three steps to an IT function that gets things done
- Diagnose. Map where demand comes from and where capacity really goes, with your teams, starting with the free Business Execution Canvas® Diagnostic.
- Redesign and align. One front door for demand, priorities agreed with the business using Structured Collaboration, standard estimation and a steady planning rhythm.
- Deliver and sustain. Teams plan their own work against real capacity with CollabForce365, see it every day, and keep improving it themselves.
Proof
Results for our clients
Insurance IT support
Ticket time cut from 3.5 hours to 1.5 hours
The CIO of a major insurer aimed to release 15% of IT support capacity over two years. Within six months, ticket processing time fell from 3.5 to 1.5 hours and ad-hoc work fell from 43% to 2% of team capacity.
IT project office
A performance assessment of 200 projects
A PMO overseeing nearly 40 project and programme managers, more than 200 projects and 46,000 person-days of effort had more than 25% inefficiency. The assessment set out clear roles, standard estimation, a reasonable expectation for project management effort, and a planning rhythm with technology teams.
Expertivity has provided my staff with a solid understanding and a repeatable methodology to improve and change their own workplace.
Wendy Hamilton, SVP Global Operations, Netwatch
Working with Expertivity Technologies has been invaluable in helping us get to the bottom of complex organisational challenges. The team brings an engineer’s clarity and depth of operational excellence expertise. They don’t just improve processes; they elevate how leaders think, collaborate and execute.
John Savage, former COO and CTO, ActionPoint Technology Group
Talk to us about your IT function
A short conversation is usually the quickest way to see where to start.