Establishing the DFDS Way across the web teams

Context

As the customer-experience department at DFDS grew from two teams to five, the teams needed a shared way of working rather than each one inventing its own. The direction the department was heading also had to be understood by the people doing the work, not just stated at the top.

What I did

I led the DFDS Way, the department’s way of working, and rolled out the development mission to the teams through roadshows so the direction was something people had heard and could act on. In the analysis phase of DFDS Way 2.0 the development department was one of the first to map its tools and practices to the DFDS Way, and I advised on selecting the platform to hold all of that, which became DFDS’s new SaaS intranet for employee communication. Alongside that I trained product owners, ScrumMasters, and engineers, brought design and UX into the delivery flow, and optimised for flow with DevOps, continuous delivery, and infrastructure as code.

Outcome

The web teams shared a common way of working and a mission they understood, which made the move to continuous delivery a change in habit rather than a one-off project. The practices set here became how the teams worked as the department continued to grow.