How Assurdly reviewed and optimised UBA software delivery processes

Introduction

United Bank for Africa (UBA) is one of the most recognised financial institutions in Sub-Saharan Africa with thriving operations in 20 African countries. It provides corporate, commercial, SME, consumer and personal (retail) banking services to more than 27 million customers, served through diverse channels - over 1,000 business offices and customer touch points with 2,669 ATMs, 87,223 PoS, and robust online banking services. 

The bank has proven expertise and capacity in key economic sectors across Africa, positioning her as a preferred government and corporate partner for structured solutions in and into Africa.

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Problem

The client wanted to carry out a review of its software delivery processes, identify gaps, propose and implement recommendations to close those gaps.

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Our Approach

We started with a comprehensive review of their existing processes, evaluated their strengths and weaknesses, and recommended changes to optimise their efficiency. Furthermore, we held several stakeholder interviews, carried out documentation reviews, engineering team surveys and tool appraisals. The goal was to streamline their software development workflows from product ideation till deployment, and drive the agility they required. Departments that were impacted by this project include: Project Management, Quality Assurance, Business Analysis, and Information Technology departments.

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During the implementation stage, we employed the coaching method to help our client’s employees adapt our recommended changes to their working style. This involved providing guidance & support to help them understand the new processes and continuously assist with questions or clarification they may have had. There were also periodic audits to ensure the new processes were followed. 

Thereafter, we recommended tools and documented standards and created templates for reporting and certain work processes. All these will also help with employee onboarding. 

We also monitored and reported on the department’s progress every step of the way. This allowed team members to correct mistakes made along the way and eventually adapt to the new ways of software delivery.

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Result

We were able to execute this project within the three-months time frame given by the client. The result was an improved pipeline efficiency, which impacted their people, processes and output.

After the coaching, the team members were able to absorb the improved working culture and work more efficiently and effectively.