LPS: Agile Done Right

The Agile methodology, previously adopted by a few forward-thinking organisations, has today evolved into a corporate standard across industries. And who can blame them. Agile brought with it the solution to a longstanding IT challenge around how to achieve continuous innovation in a world marked by rapid digitisation and shifting consumer expectations. Paul Alexander, the CEO of LPS and an IT veteran with over two decades of industry experience, gives an alternative take on Agile that warrants notable consideration. He says, “While jumping on the Agile opportunity definitely has its advantages, there is no one default strategy for going Agile.”

Backed by the correct attitude toward Agile, it comes as no surprise that New Zealand-based LPS is the trusted consultant of choice today, for leading brands to deliver their high profile projects and programs. Founded in 2007, LPS has a strong legacy to fall back on and offers a range of targeted and fit-for-purpose solutions infused with apt Agile and DevOps principles. “For us, it's not about retrofitting Agile as a one-size-fits-all. We believe in implementing Agile the right way, at the right places and time, for the right things to deliver the right outcomes,” asserts Alexander.

Stepping-Up Project Delivery

Having successfully completed thousands of projects till date that saved clients millions of dollars in revenue, the consultants at LPS comprise a team of thoughtful and innovative minds that are well versed in delivering projects in a traditional as well as new and forward-thinking ways. Whether a client is on the lookout for expert project resources, project rescue, project management consulting, or a fully outsourced project management office (PMO), LPS covers a range of options. They even help clients select and deploy the correct project portfolio management (PPM) tools, while being completely vendor agnostic. On client request, high-quality training and certification programs are also provided. LPS saw itself training its first wave of employees in Agile in 2010.

Most importantly, all of LPS's transformation solutions are designed keeping in mind the shift toward a digital, agile, and DevOps oriented world.

At the onset of any undertaking, the company conducts a thorough analysis of a client's existing Enterprise to understand their core needs and what differentiates them in the market. Depending on which capability matrix in an organisation requires uplifting, LPS designs a customised engagement and solutions delivery plan that addresses all core business and technology challenges. LPS always aims at realising the maximum benefits from a client's project, program, and portfolio (P3) and they have introduced a fourth "P" into the mix in the form of 'products,’ more precisely agile products. “Our broader goal is to ensure that all four Ps work in tandem and harmony in an organisation,” remarks Alexander. Moreover, the company steers away from a total fail-fast Agile model across the board, and focuses on a two speed strategy that works as one with IT. “Instead of going all out with wholesale Agile in the very beginning, we start off with bite-sized chunks and Agile tribes and with time expand it at scale throughout the organisation,” adds Alexander.

LPS's unique and value-based management is the reason why eminent players such as Vodafone, IBM, Bank of New Zealand and the New Zealand Defence Force have reached out to the company for their services. The story of KiwiRail, New Zealand's state-owned enterprise responsible for rail operations is a riveting account of LPS's skill and expertise. The client wanted to replace their traditional Information and Communication Technology (ICT) services that had a high fixed cost with a modern and advanced approach. LPS took charge of complicated project delivery, which encompassed critical business analysis, project management, Agile Delivery and testing, and also brought in the advantages of an outsourced PMO. Eventually, LPS uplifted maturity and delivery in the Portfolio. Any issues that surfaced were promptly and efficiently addressed and the entire transition was completed at a third of the estimated cost with increased economies of scale.

All Set to Go Places

A prime reason behind LPS's continuous success is their intriguing culture which is made up of employees from over 20 different countries, each with varying experiences. The company takes immense pride in their diverse team and focuses on hiring the best talent in the industry. LPS stresses on an employee-first approach as they believe it’s closely tied to top-notch service delivery and enhanced customer experience.

In the near future, LPS plans on expanding their workforce and solutions further to help organisations gain a competitive edge and stay ahead in the industry. LPS has always concentrated on niche offerings instead of dabbling in every aspect of IT, and going forward they plan on maintaining this exclusivity to deliver nothing but the best. That said there is little room for doubt that LPS is well on its way to be the kingpin of traditional and Agile project delivery in New Zealand and Australia.