A global company operating in the Call Center and Business Process Outsourcing (BPO) sector, experiencing an annual personnel increase of over 60% and seeking to enhance its diversified and deepened Human Resources processes, reached out to Mentoro. The company also aimed to minimize human errors by digitalizing its processes and ensuring that data is collected and stored accurately without manual intervention. We approached the project with a phased project portfolio methodology.
In the first phase, we analyzed and mapped the company’s 17 main processes and over 65 sub-processes at the 4th level. We utilized quality clinic approaches and root cause analysis techniques to support process development. Development areas were identified, and the economic impact of different improvements was analyzed using six distinct approaches:
- Improving process flows and implementing Six Sigma / Continuous Improvement methodologies
- Generating customer-oriented metrics to increase process efficiency and revisiting reporting structures
- Implementing Workflow and Business Process Management (BPM) solutions to enhance process discipline
- Designing and launching a self-service portal for specific Human Resources processes
- Enhancing master data structures that feed software applications using rule-based database applications to improve data quality
- Modeling, training, and deploying artificial intelligence and machine learning applications for various purposes
A Phase-2 Project Portfolio Management structure was developed in collaboration with the Information Technology unit to implement these six methodologies in approximately 15 selected and prioritized processes. Following the plan, numerous Lean/Agile Transformation activities were carried out at the portfolio level, adhering to the SAFe® – Scaled Agile Framework approach, with over 40 participants involved. Most process improvement recommendations were consolidated into software application products, and coordinated work was conducted on more than 10 different products.
For example, in a major process related to employee experience management, product design and development efforts that had been unresolved for over 7-8 months were completed within 3-week “sprint” cycles. Sponsors were appointed to coordinate the parallel design and development activities across all products. Necessary training, methodology transfer workshops, and design studios were conducted to form balanced teams consisting of three critical team members: Product Manager (PM), User Experience (UX) Designer, and Developer (DEV). These teams created user stories through daily collaboration and implemented them using the SCRUM approach.
