When a company operates with multiplesquadsor large distributed teams (more than 40 people), execution runs the risk of deviating from business objectives due to a lack of agile governance. The central problem was the misalignment between thetechnical backlogand the business strategy. This study details how PMaaS leadership injected the role of acertified Scrum Master and Product Owner to optimize processes, manage risks, and ensure that the team's work translated into real and measurable value.
| The Challenge | Growing teams orsquads(e.g., more than 40 members) that lackalignment between business and technical execution. The need for an agile methodology (Scrum) that defines, prioritizes, and supervises deliverables. |
| The PMaaS Solution | PMaaS injected a hybrid role ofScrum Master and Product Owner. The entire project lifecycle was managed, the definition and prioritization of multiple backlogs, and processes with more than 40 members were supervised. |
| The Result | Process optimization and efficiency improvement. Effective management of information architecture and UI/UX. Assurance of the technical and business alignment for the delivery of high-quality projects. |