Identified Problem: As a YooComm consultant Nedžad was engaged by a software company that, in addition to leasing its development capacities through a Business Process Outsourcing (BPO) model, also develops its own software products. The company experienced rapid growth, reaching approximately one hundred employees within a short period. A key challenge identified was the increasing loss of clients and a growing number of programmers without assigned projects. To address this, it was necessary to ensure the quality of development teams’ services and consistently meet customer expectations. Before engaging YooComm, the management had been considering a new organizational structure—one that would maintain agility characteristic of smaller companies while supporting planned future growth. YooComm was brought in to support this transformation.

Methodology Applied: An Agile Coaching approach was applied at three levels: the management team, development teams, and individual employees. YooComm utilized Disciplined Agile (DA), value stream mapping, active listening, Lean Change, Role Modeling, Five Whys, process tailoring, and team retrospectives. An introductory workshop using the “Five Whys” methodology was conducted to identify root causes of documented issues.

Implemented Solution: Following the initial analysis with the management team, a phased plan was developed. The first phase included employee training on agile methodologies and taking on the role of a Team Lead on a key project. The second phase focused on working with management to implement changes using the Lean Change methodology. Employees participated in a full-day “Agile Essentials” training covering Scrum, Disciplined Agile Delivery, Technical Debt, and Team Dynamics. While acting as a Team Lead on one of the projects, YooComm introduced new practices to enhance the development process, including automation within Jira and the introduction of regular team retrospectives for continuous improvement. The management team was introduced to the Lean Change approach for implementing incremental changes. YooComm facilitated its adoption using Miro and Productive collaboration tools. Company roles were clearly defined, and team leaders were trained in the Disciplined Agile Delivery (DAD) approach.

Results: Feedback from both the management and employees confirmed that the project successfully met its objectives.

• Developed a transformation vision and established the initial Transformational Backlog.
• Successfully delivered the Agile Essentials training program across the organization.
• Educated teams on agile methodologies for risk management and optimized Jira configurations to support the process.
• Configured work management and collaboration tools (Jira, Productive, and Slack) to automate tasks and align with the new work methodologies.
• Guided the management team in executing an incremental organizational transformation using the Lean Change framework.
• Improved the Net Promoter Score (NPS) on a critical project, enhancing client collaboration.

Identified Problem: A Swedish company providing outsourcing services for software product development engaged YooComm to address several organizational challenges. The co-founder and CEO highlighted key issues, including poor project quality, inadequate project estimation, long lead times, and a lack of continuity in delivery. Additionally, ineffective handovers from sales to project teams and budget overruns due to minimal code reuse were significant concerns.

Methodology Applied: Nedžad employed an Agile Coaching approach at the management and individual employee levels. The engagement included Five Whys workshops, active listening, Lean Change, and process tailoring. An introductory workshop helped identify the root causes of existing challenges.

Implemented Solution: A transformation plan was developed and implemented in two phases. The first phase focused on increasing transparency in team operations by introducing collaboration tools. The second phase involved incrementally integrating a new way of working based on the insights gained. The development team evaluated available collaboration tools, ultimately selecting and implementing ClickUp as the preferred solution.

Results: The transformation yielded positive results, as evidenced by feedback and direct insights into team performance. The company’s COO noted that collaboration between marketing and development teams improved significantly, employees performed better, and work-life balance was enhanced with an additional weekly day off.

Identified Problem: An Irish company specializing in telecom service sales engaged YooComm through Toptal to address organizational challenges caused by an increased volume of software product deliveries and frequent change requests. A lack of work transparency was exacerbating project delays and quality issues. The existing collaboration software did not adequately support task dependencies or integrate with other key solutions.

Methodology Applied: An agile approach was used to identify business needs and define user requirements. Techniques such as interviews, regular feedback sessions, and incremental solution delivery were employed. The initial scope was documented using a Product Backlog in Jira.

Implemented Solution: To enhance efficiency and meet client expectations, YooComm designed and implemented a work management solution that aligned processes, tools, and employee workflows. A project team was formed, adopting a Kanban approach for implementation. The collaboration tools Jira and Confluence (Atlassian products) were selected to improve transparency and streamline internal processes. The solution also integrated with Microsoft Teams, HubSpot, and GitHub to support end-to-end process collaboration.

Results: All employees fully adopted the new collaboration solution. Work transparency significantly improved, allowing clear visibility of task interdependencies. The introduction of Jira Product Discovery enhanced internal software development processes. The successful implementation of these changes was confirmed through feedback from management and employees, validating that the project fully met its objectives.