Creating a Unified Agile Framework to Improve Team Collaboration
Up to 55% fewer defects found in testing phase
As the organization expanded and projects became more complex, it was clear that teams needed a better way to work together. Product, design, and engineering each had their own version of Agile. Some processes were mature, while others were still taking shape. Without a shared structure, collaboration was inefficient, roles overlapped, and decisions often stalled between teams.
The Challenge
Different departments were operating on separate timelines, using different tools, and following their own workflows. This created friction, duplicated work, and slowed down delivery.
One of the biggest gaps was when and how design got involved. The UX team was often brought in after major product and engineering decisions had already been made. That led to rework, late-stage changes, and usability issues that affected the final product.
We needed a unified Agile model that worked for all teams, one that improved collaboration, clarified roles, and made sure design was part of the conversation from the start.
What I Did
I led the development and rollout of a cross-functional Agile framework that helped product, design, and engineering teams work together more effectively. The goal was to create a shared structure and common language so teams could stay aligned and move faster.
As the UX Program Management lead, I brought together trusted leaders from each discipline who were open to improving how we worked. Together, we defined clear roles, clarified ownership, and aligned key routines across the organization.
To keep communication strong, I co-created a weekly Meta-Scrum meeting that brought leaders from every core team together to surface roadblocks, coordinate priorities, and make quick decisions. This approach reduced the number of ad hoc meetings while keeping complex programs on track.
I also led the implementation of a shared Jira setup with consistent Scrum boards and a simple issue tracker. This gave everyone, from individual contributors to executives, a clear view of work in progress, shared priorities, and areas that needed attention. The structure was intentionally lightweight and scalable so it could support teams without adding unnecessary complexity.
The Outcome
The new framework replaced siloed practices with a shared operating model that connected product, design, and engineering. Communication improved, collaboration became smoother, and teams gained a clearer sense of direction and accountability.
The results were measurable:
Defects found during testing dropped by 55 percent
Design and product teams reported a 15 percent increase in productivity
Leadership gained consistent visibility into team health and delivery metrics
This work established a foundation for more predictable, efficient delivery and created a stronger, more aligned product development culture.