New Operating Model & Architecture

Conceptualized a capabilities-based-planning strategy to enable and facilitate business-IT alignment, software development synergies, as well as application and project portfolio management. Developed a detailed multilevel business capability map with a workshop-based approach. Developed an operating model covering the further development and future releases of the capability map, and established a governance function in charge of collecting and consolidating feedbacks, managing requests and information sessions, as well as managing the tool-supported release of new versions in a sprint-approach-manner.

As part of the international rollout of an online store for an automotive OEM, the entire system architecture was revised in order to effectively support the real-time online sales process for new vehicles. However, getting there did not only require a new technical setup but especially a shift to an agile way of working across the entire program and its multiple product development and management teams. Ginkgo facilitated the adaptation of the Scaled Agile Framework® across the newly introduced Agile Release Train, managing the implementation process for the new system architecture. Core to this were the introduction, organization and execution of key ceremonies like the Program Increment (PI) Planning, Inspect and Adapt, and Scrum of Scrums, which led to a high buy-in from the business to be actively and intensely involved in the co-creation of the final product.

Established a group-wide working group of enterprise architects from different countries, departments, and domains with the goal to foster architectural alignment and collaboration. In a first step, this included the identification of curent roles and responsibilities, as well as their peers based on their daily activities. In a second step, common work patterns were identified, as well as a vision and mission of the enterprise architecture working group developed. In a third step, architectural use cases were developed, discussed, consolidated, and implemented similarly across all major areas. Lastly, the use case pilots were conducted in sprints and feedback was collected, consolidated, presented, and discussed within the group.

Development of a transformation approach to digitize the After Sales application landscape for a global automotive company. Planning and execution of a workshop-based methodology through analyzing legacy system and mapping features to business target picture.