Development

A supplier for components and systems worked at three locations and found significant deficiencies in quality and turnaround time. Too much reactive energy was needed to synchronize the sites.

Vector has been asked with improving this globally distributed development in light of changing business models. 

We analyzed some of the previous projects and talked with employees and managers at the three sites. It soon became clear that this was due both to insufficient development processes and tools, but also to inadequate intercultural competences and soft skills. We developed a specific approach for the customer for globally distributed engineering and helped with coaching at the three sites. For better collaboration, we strengthened standardized tools specifically for distributed project management, requirements engineering and test. One of our managers worked for several months as interim manager at all three locations and thus achieved a better culture match and mutual understanding.

Delivery reliability and quality across the sites improved by about 25 percent. Collaboration culture significantly improved, and the staff across sites again built mutual trust.