Case study
An IT delivery framework and operating model
From my work leading IT at a mid-sized manufacturer. Names are left out on purpose.
Context
IT projects typically took about three months from request to delivery, while the team also supported the business and handled helpdesk tickets.
My role
I designed the framework, built it in Asana, trained the IT team on it, and ran the portfolio.
Approach
I set up a method to take in, triage, prioritize, plan and schedule IT projects while the team kept supporting the business. It uses an Agile approach with backlog management and two-week sprints.
I removed the noise of several systems and workflows and created one pipeline for every IT request, whether a project or a support request. Everyone can see where each item stands, daily progress is noted, and follow-ups are clear. Expected goals and status updates are easy to communicate to the business.
Building in-house instead of renting
Over the last three years I replaced recurring outside consultants with an internal structure that stays with the business and keeps improving long after a consultant would have left. That replaced an estimated $180K to $250K a year in consulting costs.
Tools
Asana, Agile (backlog and two-week sprints), PMP practices.
Result
Typical delivery went from about three months to about two weeks, and waiting periods dropped as collaboration improved.
14 portfolio projects have closed so far in 2026.
Lessons
- Find out why projects fail by running project reviews, and ask honestly whether consultants or an in-house structure serve your long-term growth better.
- Consultants can help start the process, but they usually do not build an internal structure that would replace them. Focus on the long-term needs of the business.