A development process from nothing

OP 10

Context

Not every design problem shows up on a screen. IFIN Sistemi had no structured project-development line. Departments communicated waterfall-style, the commercial team kicked off processes that never formally ended, and daily change requests produced no tangible deliverables.

The problem wasn’t on any screen — it was in how work moved between people. So that’s what I designed.

OP 20

Problem

Handoffs were lost between departments, ownership was ambiguous, and “done” meant something different to every team. Three departments were each running a private version of the process, none of which agreed at the boundaries, and the result was constant motion with very little that shipped.

OP 30

Process

I treated the organisation itself as the product. I mapped how work really flowed across the three departments, found where it stalled, and designed a development process with explicit stages, ownership, and deliverables — one people would actually follow, not an ideal chart nobody uses.

OP 40

Outcome

Three departments and more than twenty people moved onto a shared, structured way of delivering. Clear stages, clear ownership, and change requests that resolve into real deliverables instead of noise.