Implementation of DataOps works

What do you do when plans are difficult to get off the ground, data is not always reliable and decision-making is delayed?

DUO's Data Services business unit was faced with the challenge of getting a better grip on complex data processes. TeamValue supported them in a successful transformation in 1.5 years. With DataOps, there was more focus on output and a culture of ownership was created. Learn how, together, we laid the foundation for better data performance, compliance and innovation.

Our approach

Start with insight: DAMA DMBOK scan

We started with a DAMA DMBOK scan. The results provided insight into the maturity of data management within the Data Services business unit. The resulting bottlenecks - within the availability, quality and use of data - formed the basis for targeted choices and priorities.

From scan to mindset

Based on the scan results, we opted for a new approach: working according to DataOps principles. That meant not only different processes, but above all a different mindset. The focus moved from control and planning to output and continuous improvement. This created space for shorter development cycles and direct impact.

Steering with OKRs

The choices and priorities were molded into OKRs. Concrete goals that served as a compass and whose progress was continuously monitored. The combination of a clear course and transparency in the process gave teams direction and ownership. As a result, employees were able to work more consciously with the bottlenecks. This immediately had a positive impact on data quality and lead time.

Integral way of work

By simultaneously working on people & organization, process, data and technology, we brought coherence and acceleration. The order within this integrated approach proved to be very important during this collaboration. For example, 'technology' always follows the other three axes. A lesson learned in this project, because an approach started from technology did not produce the desired results.

Faster results through focus and structure

Using the Obeya method, we created transparency in the process. Through visual reports and rhythmic meetings, it became clear where we were, what worked and where adjustments were needed. It helped teams link their work to overarching goals and strengthened ownership. This insightful process was essential for accelerating and building trust within and between teams.

“The key to success for me in this project was that we together managed to shift the focus from the technology pillar to the pillars of people and organization during the project, so that we were able to make the necessary changes in the transition to DataOps working. ”
- Ruben Kroon, Product Manager Business Unit Data Services DUO

The result

1. Full insight into chains and performance
2. Faster development cycles with OKRs and DAMA DMBOK
3. Data as a strategic tool, reliable and immediately deployable
4. Ownership & engagement, employees take the initiative and solve bottlenecks faster
5. Focus on output, from control to leadership with a culture of trust and movement

Leadership as key to movement

By continuously promoting and acting according to the product vision and at the same time adapting the structure accordingly, the management style has changed. Through clear frameworks and ownership, a movement was created from within. The resistance among employees to this new mindset made way for proactive behavior and learning ability.

DUO (Department of Education Implementation) is responsible for implementing educational laws and regulations in the Netherlands. They process huge amounts of data and had to deal with complex data processes that hampered good service. DUO chose our DataOps approach to address these challenges and optimize their processes.

TeamValue's role

We implemented Dataops works in close cooperation with DUO. With a multidisciplinary team of Data & Cloud architects, business analysts, Agile Coaches and BI consultants, we supervised both strategy and implementation. We provided structure, got into the real conversation and challenged teams to think and work differently. We actively participated in steering groups, shared knowledge and helped implement it. All for sustainable change that lasts.

Change from within

This case shows that focusing solely on technology does not produce the desired effect. Investing in process, behavior, leadership and collaboration is just as important. This is the only way to change from within.

Do you want to get rid of planning that sticks and work towards tangible results? Let's discuss your challenge.