Digital Integrations

Our Client is a high profiled innovative transportation organization going through significant growth and innovation. Their goal is to be the leader and innovator in public transportation and guest experience.

The Problem

Mobile Integration Expertise

Our client came to Integris Group with very serious business goals they needed to achieve. Their promise to their stakeholders and guests, is to provide a transportation and digital experience like no other, and continue to expand their infrastructure across the country. In speaking with their executive team, we recognized that much of their business goals would require significant investment in digital technology and people/process. They had a very small PMO in place, but there was very little to no process and continuity, and with a significant reliance of different third-party vendor partners many of their projects were delayed and over budget. Coupled with unfortunate high attrition from previous leadership and people, they required a partner with expertise not only in helping to stand up their digital PMO strategy with talent and strategy, but one they could trust for the long-term. One who could pivot quickly and be extremely pro-active and agile given the nature of their business and maturity. They had many partners in the past make many promises, but when problems or challenger arouse, they took no ownership, thus trust was lacking.  In addition to this PMO strategy, they also needed a partner with digital mobile integration expertise, specific to technologies like uber/door dash/ etc., which would go in tandem with the process portion on the PMO side.

Our Proposal

Digital Control Tower

After many discussions with their C suite and stakeholders, Integris Group was selected for this effort. We recognized there were several different work streams under what we called their Digital Control Tower.  Due to no real process or continuity internally, we advised in using our consulting practice and starting with an Enterprise Digital portfolio manager to help start with defining goals, priorities, and timelines. There were some extremely aggressive launch dates in place with their new mobile technology, ticketing, and guest experience ( drive and drop off) applications .  Furthermore, because there was a heavy mobile integration piece into various third-party technology, we would need to also stand up a technical team to work under the new PMO for an ongoing managed service . Once we started with our Enterprise PM and did further discovery, we mutually agreed that with the business goals and projects, standing up a team of Senior Digital Project Managers in this newly formed control tower was an absolute must. Not only did we assemble a team of Senior Program/Project Manager across multiple various work streams, we also collaborated on appropriate technologies and agreed to a heavy agile/Jira methodology for faster release and quick changes with development when required. Due to the nature of so many third-party vendors supporting their technology, our team of PM’s and Manager not only were required to be well versed in third party management, but also expertise in each Project Management domain/process they would be leading. As an example, guest facing ecommerce application Project Management experience, or digital menus and turn styles all the way to the infrastructure at their respective locations.  We agreed on a regular cadence with our entire team of PM’s and technical executioners, along with our client’s executive level team and immediately got to work given the timelines.

The Result

Modern User Experience

We are delighted to report that due to our quick results and value from the new PMO, this has have led to an incredible partnership with our client. More importantly, we measured ourselves internally on timeline story point execution, guest experience feedback, and business feedback all of which have exceeded client expectations, yielding areas where they have reduced cost significantly and increase major efficiency.  Specific guest experience was poor, and that has changed substantially. Prior to Integris Group partnering, this PMO effort had experienced some major roadblocks, lost revenue, and continued internal attrition.  We are happy to state that our team, almost a year later is still there, and the C suite tells us constantly that we define what a partnership is all about. Something that stood out to our client worth noting was how we reacted when problems with technology occurred. We all know this will happen in all projects. As an example, when their mobile app was launching, and there was an error in integration many vendors pointed fingers at each other. Integris Group took full ownership, immediately worked on things off hours and over the weekend and helped them diagnose the root cause. This issue was not an Integris issue, but that was not the point.  Rather than look the other way and point figures, we helped resolve the issue which very well could have been ours,  but ultimately ended up being another vendor. This approach is what has created trust and transparency. It was not about whose fault it was, but who cared and collaborated. We look forward to continued success.