Agile Case Studies


We are proud of our achievements and the learnings organisations  realise through working with us.   

Finding Common Ground - Where Change Happens.


What could be harder than implementing a new Time and Attendance (T&A) solution for over 15,000 weekly paid employees in 850 locations across Australia? Implementing a new T&A solution for a large organisation with a complex structure, consisting of three distinct brands that were also in the midst of a merger.

Each brand had their own distinct governance, communication channels, culture, and ways of working. The merger process involved increased centralisation of corporate services and related structural change. The first time that the three brands had worked on a project collectively, there was a disconnect in their approach to managing change. The Project Manager recognised the challenges of the complex structure, along with the impact of the added change and realised that expert help was needed. 

A Change Xpert from AgileXperts was engaged to create a change management framework for the project. They formed a strong relationship with each brand to build an understanding of their specific needs and culture. A strategy was formed that supported the shared goals of the project, recognised the unique of each brand, and addressed the effect of the additional change impacts.

Working with nominated Change Leads from each brand, it was agreed that while there were differences in the way engagement, communication, and training activities needed to be delivered, there was a common goal, and the same overall framework was appropriate. The change management plan was designed to ensure a consistent timeline, cohesive messaging, and change activities, while allowing flexibility for each to apply their own branding, common language, tools, and resources.

AgileXperts empowered the change leads to confidently deliver change activities and work as a team. The client explicitly highlighted that the value AgileXperts provided was not just based on the Change Management strategy delivered, but the transfer of knowledge and capability uplift to their team and the support to develop a cohesive approach.

Fast Implementation


Our client, a global household name, had a Time and Attendance solution which was approaching end of life and therefore needed an urgent upgrade or replacement.  Either way it was a change that could significantly impact the operations of the organisation, as well as bring risk to the compliance of the payroll function.


Like for so many organisations in this position, the change seemed daunting, both in terms of complexity and risk to business-as-usual operations.  Which solution should they choose as a replacement? Could an upgrade be the better option?  The organisation had struggled to make headway against this problem for 12 months, with false starts and internal misalignment preventing a consensus approach to resolving the issue.


AgileXperts stepped in and took the client through the entire process using our proprietary HOAP™️ project methodology.  This methodology leverages Agile philosophy to empower and motivate the internal project team to not only deliver the project outcome, but to also learn new ways of working, effectively delivering an internal capability uplift for the organisation, which can then also be leveraged in other areas of the company to drive continuous improvement activities.


We ran the client through:

  • Requirements gathering

  • Market selection

  • Contract negotiation

  • System implementation

  • Change management

  • Compliance verification

  • Hypercare.

The project was successfully delivered within our 4-month engagement, with over 1,000 employees paid correctly and flawlessly during the transition and after the implementation.   The client explicitly highlighted that the transition to the new system was the easiest that they had ever experienced.

Project Rescue


Our client ran an 18-month payroll project to configure a new Enterprise Agreement into a new interpretation engine, and to integrate it into the 45 instances of 5 different payroll systems across their 750 stores.  We were engaged for the 3 months just prior to Go-Live once the project was recognised as being in distress.


The project risks included more than just the standard technical correctness of the integrated system.  It involved:

  • highly complex technical integration across the full workflow;

  • remote teams (internal and external);

  • highly complex stakeholder structure due to the nature of the franchise business;

  • an absolute drop-dead date by which the solution needed to be up and running correctly; and

  • 37,000 people’s livelihoods depending on correct functioning of the system.


Our approach was 3 fold – Transparency (finding out what was going on), Adaptation (changing the tactical direction as needed) and Inspection (checking and testing work as it was done).


We worked with the Project Manager to capture the current state through information radiators.  We ensured that all tasks were small enough to guarantee visualization of movement and each day a status/planning meeting was held.  This generated team productivity.


We reassessed the defined scope for delivery to ensure only critical items were included for Go-Live.  This process also included a restructure of the project team into streams and ensured all outstanding tasks were allocated to streams.  This generated team motivation and ownership.


Lastly, the team analysed complex issues and defined appropriate experiments to overcome them.  We actively removed blockages as they appeared and created a culture of safety for the team. This generated innovation.


The project was successfully delivered within our 3 month engagement, with 37,000 employees paid correctly.

Innovation Hackathon


We all know culture can be one of the biggest barriers to change and innovation. We work with our clients to find the little things you can do every day to create positive, iterative and sustainable change.


We worked with the team to develop a list of ideas that could lead to innovation. They were asked to come up with an idea or problem statement that they would like to have a ‘hack’ at. The week before the big day, the group came together to pitch their ideas, vote on what they would work on and form teams. It gave them an opportunity to explore new ideas and work with people that they wouldn’t normally work with.

The objective of the day was simple. It was about unpacking the idea and potential approach to developing working code/final product and not necessarily completing a prototype or working code…


They started the morning with four teams and by lunchtime they had reorganised into the three teams after one of the teams reached the conclusion that their original idea wasn’t workable.


By the end of the day, the teams managed to achieve more than defining a potential approach, they were presenting working prototypes. The final prototypes have been included in the innovation backlog to be developed into their production products.  


The group found the process liberating. Out of their ‘normal’ environment and processes, they were able to explore and try daring ideas in a safe, no risk way. The unilateral feedback from the teams was how much they achieved in a six-hour period.


We are now working with this team to integrate innovation hackathons into their regular rhythm of business.

Leading with the Force


When teams start to adopt Agile ways of working, more often than not, working through the changes in team dynamics gets lost in the sea of post-it notes, sharpies and Kanban boards. Drawing inspiration from the Force, we worked with this team to hack their culture and put their people at the centre of their Agile journey.

Involving people in the creation of their own destiny is by far the most effective way to ensure that they’re engaged. Riders&Elephants Founder Jeremy Dean sums it up perfectly when he said “Most organisations and leaders don’t pay enough attention to how employees are or should be feeling. They underestimate how central emotions are to building the right culture and employee experiences.”

A typical approach to leadership and culture blueprints wasn’t going to cut it for this team. One thing that we did know: the Force is strong with them. Mapping traditional leadership concepts to the ways of the Jedi was a natural way to start a conversation about how we wanted to work together.

We went on the three-part journey of defining how the leadership team wanted their people to feel at work and what types of things they would see and hear if people were feeling engaged and inspired or overwhelmed.  We then worked with the broader team to unpack what they thought was important to feel and do. Bringing it all together with the leadership team we defined their own Jedi Code and agreed on a few rituals to encourage everyone to be one with the Force and limit the temptation to go to the Dark side.

Since the Code was launched, the whole team is engaging in conversations and bringing it back to the Code is helping them to bolster a culture of inspiration and innovation.

An Effective Agile Team


A leading infrastructure company had attempted to realise value from its two year investment to adopt modern ways of working and continuous integration. The eight person team tasked with creating and implementing the change had been unable to define an effective vision and struggled to identify a clear path to the organisation's definition of success.

AgileXperts were able to define and articulate a clear vision for the project by interaction with key stakeholders and implementing effective strategies within the team. 

​AgileXperts experience in this field enabled the company to map the pieces of the continuous integration puzzle together, and to leverage modern ways of working with the existing team to deliver the minimum viable product within six months. The client ended up with a continuous integration and continuous deployment pipeline which leverages environments on demand. The team continues working together now as an example to the organisation of how an effective Agile Scrum team can work, and has gained praise from C-level executives for its motivation, velocity and agility.

  • Black LinkedIn Icon


Stay up to date with the latest Project Delivery, Payroll Projects and Agile News.

Determine your organisation's

agile maturity

Register and invest only 5 minutes to answer the questions and get an expert web briefing on your agile capabilities.