Context & Problem
New client work at Ace Infoway passed through several teams before it reached steady state. Without a clear, shared view of the onboarding flow, it was easy for requests to slow down at handoffs, or for teams to have different expectations of “what done looks like”.
The project focused on making the onboarding journey visible, tightening the requirements feeding into it, and giving the team better tools and practices to keep work moving.
Project Objectives
The onboarding workflow needed to become clearer and more consistent across teams. When handoffs were slow or ownership was unclear, new client work stalled and everyone had a different idea of what “done” looked like. We focused on reducing those handoffs, cutting duplicate work, and clarifying who owned each step by mapping the full journey and defining expectations for each stage. Once the journey was visible, we could target the steps that caused the most delay or rework.
Requirements also had to be easier to build from. I supported the team with user stories and acceptance criteria that QA and developers could test against, so changes were less likely to be interpreted differently. The aim was to make “definition of done” explicit for the main onboarding changes, so we could validate outcomes consistently and avoid last minute scope debates. When requirements were testable, the team could move faster and with more confidence.
To keep work moving, we improved visibility using dashboards and strengthened backlog refinement. Dashboards showed onboarding status and bottlenecks so the team could see where work was piling up and prioritise accordingly. Stronger UAT and a more consistent Agile rhythm helped teams validate readiness earlier and reduce cycle time. The combination of clearer workflow, better requirements, and visible progress made it easier for both delivery and operations to stay in control of new client work.
We wanted new clients to reach steady state faster, so reducing time from kick off to first deliverable was a key objective. Another goal was to make onboarding repeatable and predictable, so the team could scale without reinventing the process for each new engagement. We also aimed to cut down on rework and clarification loops, since those ate into capacity and left clients wondering when work would actually start. Improving first impressions mattered too, because a smooth onboarding set the tone for the rest of the engagement. By the end, the objective was for both internal teams and clients to have a shared, transparent view of where each new engagement stood and what came next.
