Others for Case Studies Archives - Arrk Group

Brookson’s contingent workforce engagement (+Us)

Drashya Kuruwa — Tue, 08 Dec 2020 05:21:16 +0000

Brookson’s contingent workforce engagement (+Us)

Arrk helped Brookson ideate, implement, and position a new contingent workforce engagement app +Us to keep medical workers connected to non-permanent bank shifts across the sector.

Arrk has strong experience in digital space handling Agile projects for UK customers. The involution commenced with three weeks of EmbArrk^TM workshop followed by a fixed bid development immediately after. The implementation and deployment were completed on time with enriched user experience.

Customer

+Us, part of the Brookson Group, provide specialist accountancy and tax-efficient services for self-employed and independent workers. +Us primarily focus on services surrounding the placement of locums within NHS Trusts, from vacancy distribution, compliance management to timesheet & invoice processing.

Brookson are based in Warrington, Cheshire. Brookson group’s Estimated Annual Revenue is $252M+

Specialist in accountancy and tax-efficient services

Focus on Vacancy distribution

Better Compliance Management

Better Time sheet & Invoice Management

Situation

Placement of locums within NHS Trusts service is underpinned by a Contingent Workforce System (CWS) to support the collaboration of NHS Trusts, Locums and Agencies servicing the healthcare sector. Developed over a two and half year life cycle, the CWS has enabled +Us to provide an end-to-end temporary labour management solution in the market.

To enhance Brookson’s market position and to improve the overall user experience, a decision was made to develop additional means of accessing this existing service though a “mobile app”.

Collaboration of Trusts & Agencies

Servicing healthcare sectors

Labour management or Contingent workforce system

Mobile responsive

Solution

Prior to this project, Arrk provided consultancy on CWS project optimisation which went very well. With considerable experience in digital space and handling of Agile projects for UK customers, Arrk started with focused and intensive three-week structured workshops with a focus on agreeing to scope, based on agreed vision and goals. Followed by, a solution/technical design and planning, culminating in a low risk approach to the delivery of an “app” in the shortest possible time.

Given the vision and goals for the project, these were key strategic considerations when “solutioning”

Speed to market (a minimal scope which can evolve)
More complex/additional functionality can be added later (Ensure it can architecturally cope with a scale from the outset)
Minimise impact on existing CWS platform
The product should be maintainable by Brookson directly
Look to address the needs of the Healthcare sector as a whole, not just the NHS

A brand-new service-oriented architecture was built for a hybrid mobile application packaged with Cordova and Angular.js. An App build to be online using a secured API gateway token and all external calls were protected by WS02. Overall project delivered in five months with a team of 10 people including PM, BA, Tech Arch, developers & testers.

Brand new service-oriented architecture

Hybrid mobile application

Speed to market

Outcomes

A hybrid Scrum-Fall approach for the fixed scope/cost project in which Arrk Group collaborated with the CWS team to speedily realise the scope. Arrk ensured skilled techies were engaged on the project to get going right from the day one.

A deep engagement with the customer helped Arrk share the project progress periodically and to ensure deliverables remained on track. As a result, the native mobile application was delivered within the planned time and budget.

Scrum-Fall framework

Periodical project development showcase

Native mobile application

Planned Time and budget

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Digitising air travel in-flight for a major transatlantic airline

Drashya Kuruwa — Thu, 09 Aug 2018 15:18:18 +0000

Digitising Air Travel in Flight

A major transatlantic airline needed to digitise services being used by customers, call centre and check-in, seat reservations, to complaint handling. Arrk Group, alongside strategic partner KCOM, worked collaboratively with the airline to deliver a digital shared services architecture and to develop key additional reusable service components.

Situation

The airline has enjoyed strong growth which has meant that its existing digital platforms have been evolved designed and built strategically to cater for its current business operations. As a result, the airline has digital systems which are complex to maintain and integrate, while implementing change is expensive and time consuming.

In the face of an increasingly competitive business landscape and the increasing costs to support and maintain its existing digital platforms, the airline made the decision to develop the Shared Service Platform (SSP) which was an enabler for rapid digital transformation across the organisation.

Digital systems which are complex to maintain and integrate

Implementing change is expensive and time consuming

Increasing competitive landscape and costs to support and maintain the existing digital platform

In need of a high performing solution capable of coping with increased demand

Solution

Built on brand new service-oriented architecture, the Shared Service Platform provides a consistent integration point across multiple diverse legacy systems as well as seamlessly interacting with the organisation’s trading partners.

The level of abstraction that the new platform brings to the airline has enabled it to significantly reduce the time to market for change and greatly simplify any change to core legacy platforms, something that previously would have been time and cost prohibitive.

The transatlantic airline chose the strategic partnership of Arrk Group and KCOM to deliver the platform who, working closely and collaboratively with the airline, over a 24 month period developed and deployed a well designed shared service platform for use across the organisation’s digital landscape; enabling its customers to receive the exemplary experience expected from one of the world’s leading airlines. The solution was also able to deal effectively with the increase in traffic volumes, as demand for the airline’s services increased.

The shared service platform was delivered using Agile/Kanban software development frameworks and built using enterprise technologies such as Microsoft Biztalk, SQLServer, Oracle, XML and HP.

Development of the Shared Service Platform

Technology included: Microsoft Biztalk, SQLServer, Oracle, XML and HP

An Agile/Kanban working practices ensured collaborative and effective working procedures

Project delivered against an aggressive timeline

Outcomes

A key factor for the success of the project was the collaborative manner in which Arrk Group worked to rapidly understand what was required to deliver the programme and to quickly put a brand new team in place working effectively and efficiently with strategic partner KCOM and the customer almost from day one.

An Agile/Kanban-style ‘just in time’ working practice helped to ensure that the right tasks were worked on at the right time.

The new platform enabled airline customers to self-service for the first time, using the website to allocate seats, book meal preference and other services which historically had been only available through calling the airline’s call centre.

New platform enabled airline customers to self-service for the first time

Ability to use website to allocate seats, book meal preference and other services

Reduce reliance on call centre

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A donation platform for Virgin Money Giving

Drashya Kuruwa — Thu, 09 Aug 2018 15:12:14 +0000

Arrk delivers for Virgin Money Giving

Virgin Money uses Arrk’s global delivery expertise to build an online charity donation and payment portal, underpinning the launch of Virgin Money Giving, a new global not-for-profit organization and associated sponsorship of the London Marathon.

Customer

Virgin Money is part of Virgin Group Limited, headed by world famous entrepreneur Sir Richard Branson, it comprises around 400 companies across the globe. An extension of Virgin Money, Virgin Money Giving is a not-for-profit organisation which allows users to fundraise for charities and/or make safe and secure online charitable donations.

Part of Virgin Group Limited

Around 400 companies across the globe

Virgin Money Giving is a not-for-profit organisation

Allows users to fundraise for charities and make charitable donations

Situation

To support its sponsorship of the London Marathon 2010, Virgin Money Giving looked at providing an online method by which fundraisers and charities could raise money via the marathon and any other event. The competition in the online fundraising marketplace is made up of profitmaking companies who charge a significant percentage of the transaction value as funds are collected. Virgin Money Giving required a solution which offered better features, but provided at a lower cost to charities and would operate as a true ‘not-for-profit’ organization. The end result being a higher percentage of the funds raised would go to the charities.

The London Marathon, founded in 1981, is one of the biggest mass participant long distance races in the world. Aside from the elite runners, most participants use the event to raise vital funds for charities.

New system required the creation of multiple user journeys

Costs had to be strictly controlled to retain Not-for-profit status

Extremely tight unmovable deadlines due to high profile launch

Highly competitive fundraising marketplace

“The EmbArrk created an environment that allowed the whole VMG team to have a voice and to be involved in defining the future of our business. Colleagues from all the different areas, from Management to helpdesk, account management, marketing and IT were able to come together to work as one team to design the new customer journey. Colleagues embraced the opportunity to be creative and to make a difference, appreciating the opportunity to work with different areas of the business. The process has left a more unified team that feel empowered and more engaged”

Alex Heasley - Commercial Director

Solution

The detailed requirements analysis and design phase was composed of a joint team between Arrk Group, Virgin Money and their consultant analysts, Opsera.

Focusing on key user journeys for the charity, fundraiser and donor, along with associated back office support, the requirements included the ability to provide a secure online payments system, being able to accurately validate credit card transactions, and seamlessly integrate with third party financial accounting packages and other software. The system also need a facility to capture donor and fundraiser personal details as well as providing a simple way for registering charities.

A process of continuous integration ensured that multiple teams operating from different locations, on and offshore, collaborated efficiently and effectively.

To reduce both upfront and ongoing operational costs, the architecture was based on a stack of Open Source components, ensuring that the platform would be secure, scalable and robust as an equivalent proprietary based solution.

Open source tools used to deliver cost saving

Seamless integration with multiple systems

Secure online payments system with full audit trail

Distributed team model provided resource flexibility

Outcomes

Virgin Money Giving launched in time for the London Marathon 2010 and the start of Virgin’s sponsorship of the global event. The solution provided Virgin Money Giving with a cost effective, Open Source and future proofed online fundraising platform, by utilising Arrk Group’s hybrid Agile delivery model. The project also met the fundamental objective of minimising operating costs and therefore maximizing revenue for charities. In fact, for every £100m raised in charitable donations, Virgin Money Giving provides an additional £5m in donations when compared with alternative online fundraising ‘for profit’ websites.

Project was successfully delivered on time and to budget

Solution generated an extra £5m for every £100m raised compared to alternatives

The system was fully scalable, maintainable and flexible to meet future needs

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East Sussex Council digitises school application procedure

Drashya Kuruwa — Thu, 07 Jun 2018 08:29:16 +0000

Top of the class! East Sussex Council digitises school application procedure

East Sussex County Council engaged with Arrk Group to digitise and enhance the way it deals with its school allocation appeals procedure. The previous largely offline service offering didn’t meet the expectations of today’s parents, as the service wasn’t available around the clock, therefore parents weren’t able to check on their appeal status at a time convenient to them.

Customer

East Sussex County Council is a non-metropolitan council located on the South Coast of the UK. Covering five districts (Hastings, Rother, Wealden, Eastbourne and Lewes) of Sussex the council serves a population of over half a million residents including the major towns of Eastbourne, Hastings, Lewes and Bexhill. The council has the statutory responsibility of allocating primary and secondary school places.

A non-metropolitan council

Covers five districts of Sussex

Serves a population of over half a million residents

Statutory responsibility of allocating primary and secondary school places

Situation

The existing process within the Council offered an entry point via an online form, but further correspondence was paper/email based. This made it challenging for parents to access status updates outside of normal office hours and to contribute further information, often resulting in requests for more information. This inefficient process was expensive for the council to provide and stressful for parents.

The objective was to redesign this process, with the customer at the heart. The experience needed to be simple, with functionality to support the customer throughout the emotive journey. The project was selected as part of a wider transformation programme. The selection was based on a clear desire by the team to change, and also a clearly defined process available for redesign. There were clear benefits that could be achieved, so the project was a strong fit.

Existing process was majority paper/email based

A customer-centric redesign of the process was required

An inefficient process that was expensive for the council to provide and stressful for parents

A need for simple and functional support for the customer throughout the emotive journey

“The project delivered a high-quality solution which has proven to be a success for both customers and the service team. It is a true indicator that Digital transformation is possible in the public sector.

Arrk Group were an essential partner in delivering this project, and I can say with certainty, that the project would not have succeeded without their involvement.”

Consortia Manager, East Sussex County Council

Solution

Initially a two-week, intensive EmbArrk™ project discovery workshop was used to capture requirements and specification as well as build consensus amongst all stakeholders.

Following the discovery workshop, a shared vision of the desired solution was formed. Arrk led a showcase event where stakeholders and organisation leads were invited to view the proposed solution.

This generated excitement within the council, based on the story that Arrk presented through the demonstration of a solution, truly designed with the customer at heart. The solution also offered tangible service transformation for all to see, not just minor alterations.

EmbArrk™ workshop captures requirements and specification

Modern and flexible technology stack

End-user-first approach

Collaborative and efficient working procedures

Outcomes

Since the launch period, there has already been a significant change to the team operation. Whereas previously paper confirmations were being printed and posted, along with case papers and similar correspondence, in recent months these have instead been uploaded for parents to access instead, at a time convenient to them.

There has also been a significant reduction in calls, already noticed within the period since the launch. This has contributed to clear details being available within the application, and with parents easily being able to access the available information that they require.

Named as a Real IT Awards finalist for ‘Best Digital Project’

Successful transformation from paper-based procedures

Self-service, reducing back office and a call centre workload

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Dairy Crest and Maginus: Digital Distribution Solutions

Drashya Kuruwa — Tue, 29 May 2018 10:03:37 +0000

Dairy Crest and Maginus: Digital Distribution Solutions

At different times, both Dairy Crest and Maginus have called upon Arrk’s deep knowledge and expertise in delivering highly complex and mission critical digital solutions.

Customer

Dairy Crest is an award-winning British dairy company, processing and selling high volumes of branded dairy products and ingredients for the UK and global markets.

Maginus supplies IT services to retail and wholesale distribution companies, specialising in delivering complex technology projects that help retailers and distributors compete in a highly competitive industry.

An award-winning British dairy company

Processes and sells high volumes of branded dairy products and ingredients

Maginus supplies IT services to retail and wholesale distribution companies

Highly competitive industry

Situation

Dairy Crest approached Arrk with the requirement for a web-based integrated resource planning solution for both forecast and actual time as well as reporting tools for its in-house IT function.

The company was losing approximately 10,000 transport cages each year, as no robust tracking application was in place. This was significant cost to the business, through replacement and repair costs as well as being an inefficient use of resources.

Dairy Crest moves tens of thousands of crates each night to a range of customers and locations with the contents being of everyday high importance, such items include milk and butter. The project allowed Dairy Crest to not only track containers but to ensure there were enough at each location to meet demand. This helped in significantly reducing ‘loss’ by holding a digital inventory of what should be where and when.

A key reason why Dairy Crest opted to work with Arrk to design and deploy the digital tracking solution was the focus on the project’s objectives.

Requirement for a web-based integrated resource planning solution

A loss of approximately 10,000 transport cages each year

A need for container tracking and a digital inventory

Solution

The task for Arrk was to develop a container tracking system for Dairy Crest’s distribution operation which would assist in planning the logistics of palette, cage and crate movement around the country.

Arrk worked with Maginus on the implementation of a hand-held Windows Mobile solution that allowed warehouse staff to put away any new stock as it arrived, pick new stock for orders and perform stock taking checks. These handheld units were essentially barcode scanners with effectively a smartphone interface so that the user could see what they needed and exactly where to locate that specific product.

With unpredictable and patchy wireless connection coverage in the warehouse, the scanners operated while offline, only synchronized when plugged into a docking station.

The core system functionality was part of Maginus’ desktop software which had been developed in-house. Maginus said that they chose to work with Arrk because of expertise in mobile development.

Implementation of a hand-held Windows Mobile solution

Offering barcode scanners that operate offline

Arrk was chosen because of expertise in mobile development

Outcomes

The inability to accurately track containers cost Dairy Crest a significant sum of money each year. Therefore, with the deployment of the tracking platform, Dairy Crest can not only track each container but allow for stock to be managed effectively, ensuring minimum profit wastage. With the digital systems implemented by Arrk, Dairy Crest can now successfully manage:

Container tracking
Delivery planning & collection
Pallet/cage movement in and out of deport and lorries
Route planning
Management dashboard

With the help of Arrk, Maginus pride themselves on being a leading technology solution provider and now offer the warehouse hand-held app, delevoped by Arrk, as an ‘add-on’ to their main services. The app allowed Maginus workers to successfully manage and produce:

Server-synchronised pick & put operations
Stock level management
Barcode label production & scanning

Server-synchronised pick/put operations, stock level management and barcode label production and scanning

Increased accuracy of data/reporting systems

Successful deployment of digital tracking solution

Reduction in profit wastage

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Camden Council’s Digital Waste and Recycling Service

Drashya Kuruwa — Mon, 30 Apr 2018 08:35:36 +0000

Camden Council's Wheelie Good Waste and Recycling Digital Service

We helped Camden Council develop and deploy a new waste and recycling digital service to its 225,000 residents.

The engagement commenced with an intensive two-week Embarrk workshop followed by a fixed term development project soon after. The service was delivered on-time and to Camden Council’s satisfaction using our Rapid Digitisation service.

Customer

Camden Council caters for a residential population in excess of 225,000 covering a highly diverse part of the capital city. The council was created by the London Government Act 1963 and replaced three local authorities.

The council provides a range of services to citizens and businesses and is continuously improving its digital customer service offering through a far reaching and wide ranging digital transformation portfolio.

As part of its Digital Strategy, the council is implementing an open systems technology platform that is flexible and robust so that it can better respond to the needs of its residents, businesses and services.

Camden Council is collaborating at a regional and national level to ensure there is more choice, better value for money and greater use of open systems within local government.

Residential population in excess of 225,000

Created in 1963 by London Government Act

Continuously improving its digital customer service

Collaborating at a regional and national level

Situation

A fundamental aspect of Camden Council’s drive to digitally upgrade its services is its Customer Access Portfolio. As part of this, all common services and transactions will be improved and made accessible online to citizens; including paying rent and council tax, registering to vote and waste and recycling collection. The council is rolling out a high quality digital experience where repeat users quickly and easily self-serve. This cuts costs in delivering these services and frees up council resources.

In need of a digital upgrade to its services

All common services and transactions needed improving with online accessibility

Required a high-quality, self-service, digital experience for its users

Needed to cut costs and free up council resources

Solution

The initial Embarrk workshop involved key stakeholders at Camden Council and captured requirements and specification. Following the workshop and dedicated distributed team was deployed on the build and testing of the application. The team used our hybrid Agile methodology to ensure that the project met strict date milestones within an agreed cost envelope.

An on-site coordinator ensured clear channels of communications, while regular show and tell sessions meant that Camden could provide feedback which would shape subsequent development work.

As per Camden Council’s digital strategy, to control both upfront and operation costs, the architecture was based on a stack of Open Source components, including JBoss ESB, JSF and Liferay, thus ensuring that the platform would be secure, scalable and robust as an equivalent proprietary based solution.

Two week EmbArrk workshop capturing project requirements and specifications

Cost effective hybrid Agile delivery model

Collaborative and efficient working procedures

User centred design incorporating new design language

Outcomes

The waste and recycling management application became the third major service overhauled following in-house developments of its Parking and Housing services. An important aspect of the final solution has been the message the council has been able to now send to its citizens regarding recycling and the services it had on offer to reduce the amount of waste going to landfill. The new service, although in its infancy, is already reducing dependency on the council’s call centre resources as residents start to switch to the online service.

Project delivered on-time and to Camden Council's satisfaction

Application became the third major service overhauled

Reducing dependency on the council's call centre resources

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