Business Process and Best Practice Development

Client:

The client is a recognized gaming software developer with diverse and outsourced teams. The organization is responsible for the development, marketing and support of nationally recognized and branded gaming software such as the NASCAR® driving game.

Challenge:

The client needed to maximize the return on development dollars via a sound marketing strategy and version control cycle, while maintaining quality and flexibility in their branded products. They recognized this goal could not be met unless IT and Business groups were brought together when crafting the solution. The collaboration of creative and business minded teams was a challenge within itself; as with many organizations, silos persisted.

Solution:

AMS partnered with the firm’s management team to assess the current standards both from an operational and tactical perspective. AMS was able to identify gaps within the quality management standards as well as the operational practices that supported the products’ end user. Additionally, the AMS team worked to build processes that would drive collaboration by designing a stage gated decision matrix that relied on “Quality Function Deployment” (QFD) techniques. This approach allowed the teams to immediately recognize the voice of both internal and external customers. The QFD or “House of Quality” practices were then married with standard Business Analysis practices to ensure there was full communication between all areas of the organization and its customers’ needs/wants. The findings report AMS created after launching the new job functions and identifying performance gaps was used as a baseline to create an operational model that was ultimately tested within a pilot group responsible for one branded line. The pilot team was aligned to the new practices, communication protocols and quality checks as well as taking part in customized training focused on service and quality management. Several key success factors such as customer satisfaction, market placement, sales and end user support calls were measured over a specified time frame. The results of those performance measurements were set against the model and legacy practices. AMS worked with the team to refine what is now an internalized set of best practices for development, marketing and support of all product lines based on the bridges built over the gaps. The best practice improvements were rolled out organizationally and applied to the other lines of business. Several key members of the management team were trained in quality based practices to foster the customer focused mind set, as well as, initiating continuous improvement opportunities.

Benefits:

This client realized significant reduction in turn-over, increased productivity that led to accelerated product development and heightened levels of client satisfaction. The enhanced human resource benefit was clearly recognized by existing staff and prospective candidates. The firm was able to better asses business and human capital performance, retain employees and hire the best personnel by leveraging the aspects of their new operational standards. Additionally, the firm realized market growth due to improvements in productivity and a reduction in re-training time.