Telecom
Unifying Streaming Delivery for a Global Telecom
Primary Area
Agile Delivery
Service Area
Set up of Agile Teams, Ceremonies after Merger
Products Used
Azure DevOps
Roles Impacted
Cloud Architects, Developers, Testers, Product Owners
Impact Highlight
30% increase in measured development velocity
Opportunity
After acquiring an independent video streaming platform, a Global Telecom Provider needed to unite it with a large, process‑heavy parent organization before fragmented efforts slowed market expansion. Lack of workload transparency and duplicated engineering pipelines made integration risky but also created a clear opening to modernize delivery.
Pain Points
Monolithic release trains and long approval chains slowed feature flow.
No consolidated view of developer, infrastructure architect, analyst, or vendor capacity; work over‑allocated and hidden queues.
Two parallel streaming stacks with overlapping roadmaps and conflicting priorities.
Tool fragmentation (email, spreadsheets, multiple ticketing systems) hindered traceability.
Limited agile practice maturity; ceremonies ad‑hoc or absent.
Vendor deliverables unmanaged against internal sprint goals.
Integration dependencies discovered late, driving rework and cost.
Solution
We stood up cross‑functional Scrum teams, introduced common planning cadences, and used structured strategic analysis to align investment, sequencing, and engagement.
What We Did
People: Defined product ownership model; embedded certified Scrum Lead; clarified roles/RACI across dev, infra, security, and vendors; launched Communities of Practice.
Process: Two‑week sprints; backlog triage + Definition of Ready/Done; integrated PI/quarterly planning; lightweight governance replacing stage‑gate; dependency board with risk burn‑down.
Technology Enablement: Migrated work tracking to Azure DevOps as single source; automated capacity & burndown dashboards; linked code repos, pipelines, and test automation; environment templates for consistent infra provisioning.
Strategic Analysis: Ran joint SWOT to surface capability gaps; outputs drove prioritized epics.
Team Architecture: Created feature team, platform team, integration team, and vendor liaison team to synchronize external partners to sprint goals.
Impact
The client now runs an integrated agile delivery engine: shared backlogs in Azure DevOps, predictable two‑week cadence, and transparent capacity views that support data‑driven commitments. Unified governance enabled the acquired platform’s capabilities to merge with incumbent services on an accelerated roadmap without sacrificing quality.
Results
30% increase in measured development velocity.
Release frequency doubled after CI/CD and coordinated sprint‑to‑release mapping.
Unified streaming platform rolled out ahead of the original integration plan.
Environment provisioning lead time cut via standardized templates.
Active work item visibility increased across internal and vendor teams; hidden work queues largely eliminated.
Reduced defect escape rate to production.
Integration rework hours reduced by early dependency surfacing in PI planning.