Improved lead times and process efficiency by 50%
Delivered a scalable Agile operating model in under three months
Established an integrated strategy-to-execution portfolio view
Owning Change in the Public Sector
Our customer is a public sector institution responsible for delivering national programmes of significant regulatory and economic importance. Committed to operational excellence, transparency and accountable service delivery, they continue to strengthen the technology and governance foundations needed to deliver complex public-sector programmes with confidence.
Transforming Delivery Across a National ETS Programme
Improving Portfolio Visibility, Strategic Alignment and Execution Confidence
Our customer was responsible for delivering a national Emissions Trading Scheme (ETS) programme in a complex, policy-driven environment where legislative commitments, regulatory deadlines and operational continuity all needed to be managed together. While individual delivery teams were performing well, the broader programme lacked an integrated portfolio view, making it difficult for leaders to understand how initiatives aligned to strategy, where investment was being directed and whether delivery activity was producing the intended outcomes.
The programme also lacked a clearly defined operating model connecting strategy, product management, governance and delivery. Agile practices existed at a team level, but there was limited alignment across the full programme, resulting in fragmented planning, inconsistent prioritisation and reduced visibility of risks, dependencies, backlog health and delivery performance.
These challenges created pressure at leadership level. The programme needed stronger governance, clearer reporting, better investment prioritisation and a delivery rhythm capable of supporting time-critical ETS features while maintaining ongoing services. Our customer required a pragmatic, fit-for-purpose transformation that could improve control quickly without imposing a heavy, theoretical framework rollout.
SAFe–Aligned Operating Model and Delivery Uplift
Establishing a Practical Framework for Strategic Execution
TEKsystems partnered with our customer to architect and embed a Scaled Agile Framework (SAFe)–aligned operating model tailored to the scale, maturity and complexity of the ETS programme. We embedded a SAFe Practice Consultant Trainer (SPCT) to lead the transformation, upskill teams, and operationalise the governance, cadences and practices required to scale programme delivery with confidence.
- Strategic Alignment: Established a portfolio structure linking strategic themes, epics, features and multi-year roadmaps to measurable outcomes, creating a clearer line of sight from investment priorities through to delivery activity.
- Phased Execution: Delivered the transformation through a structured two-phase approach, rapidly establishing core foundations before embedding and scaling Agile practices across the programme.
- Delivery Orchestration: Implemented a right-sized Agile Release Train operating model to improve cross-team coordination, dependency management and delivery alignment across product, programme and technology functions.
- Governance Uplift: Introduced portfolio visibility, reporting frameworks and decision models to strengthen prioritisation, oversight and executive-level confidence in programme direction.
- Tooling Transformation: Restructured Azure DevOps and introduced real-time dashboards to improve transparency, surface risks earlier and strengthen delivery forecasting.
- Embedded Coaching: Worked directly with programme leaders, product managers and delivery teams in the flow of work, supporting practical adoption of new ways of working while maintaining delivery momentum.
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Real–World Results
TEKsystems' engagement enabled our customer to transform the ETS programme into a more cohesive, strategy-led delivery ecosystem, with greater visibility, alignment and execution discipline.
- Enterprise Visibility: Delivered a single integrated view of strategy, investment and delivery progress, giving leaders a clearer understanding of programme direction and delivery status.
- Decision Precision: Improved governance and reporting clarity enabled data-driven prioritisation across workstreams, investment choices and delivery trade-offs.
- Flow Transparency: Baseline delivery metrics were established to track performance, identify bottlenecks and focus improvement efforts where they would create the greatest operational benefit.
- Efficiency Uplift: Value stream and flow analysis identified opportunities to reduce process effort and improve lead times by approximately 50% within key programme processes.
- Planning Discipline: The first programme-wide planning cadence was operationalised, strengthening alignment, dependency management and confidence in delivery commitments.
- Leadership Confidence: Executive engagement improved through transparent roadmaps, structured governance forums, clearer accountability and stronger visibility of programme health.
- Scalable Foundation: The programme established a practical foundation for continued maturity across Agile delivery, product management, DevOps integration and continuous improvement.
