highway reporting

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Process Prototype


My roles: Project Manager, Scrum Master

Project: Online fault reporting and automated updates to customers via middleware integration with CRM, GIS, works management system and website.


This project originated from a research programme, which produced recommendations aiming to improve customer satisfaction. Pressure from elected members and the strategic management team gave the project some momentum.


I refined the objectives with key stakeholders, and began producing a mind map of the various elements of the project.

This clarified the scope, and identified key areas that became the main components of the product breakdown structure, and evolved into work packages.

Initial work packages included customer research (to refine the findings of the original piece of work) and mapping the current business processes. Benchmarking of customer satisfaction also began early in the project.


I met with all stakeholders to investigate their processes and gather requirements, and held Story workshops to bring out individual priorities and making them visible to the others, via literally hundreds of post-its!

In a prioritisation workshop, the stories were collected into themes, based on user groups, and prioritised according to business value. These were then compiled into the Product Backlog.


The team began designing the technical solution as an integration between the CRM, the works management system and the public website using middleware.

User-Centered Design

We developed a set of personas based on data from the service, the Contact Centre and the Cambs CC Research Group. These helped inform the intial design of the solution.

For the Contact Centre interfaces, we spent a great deal of time observing their work, sketching process diagrams and screen prototypes, discussing approaches with the end-users, then amending the sketches. We also listened in on live customer calls and stepped through the paper prototypes to make sure they would work for real.

PM Techniques

All the prep work, reporting and governance was handled in traditional Prince2 fashion, but when it came to Product Delivery, we switched to Scrum, and I took on the role of Scrum Master.

Requirements were gathered and managed in the product backlog with the detail tucked away in acceptance criteria that would become the basis of acceptance testing.

This combination approach worked very well. The main challenges included managing the prioritisation of stories among multiple stakeholders, managing the expectations of the delivery of complex integration work in Agile, coordinating technical resources, including multiple 3rd party suppliers.