What would you do if you had to take over a large loan management system improvement project that has been significantly delayed, with multiple teams working together totaling over 50 people, but with limited shared understanding of the project?
For “Jud– Kidthiphutn” and “Pipe–Jirayuth” from Bluebik’s Strategic PMO team, they weren’t intimidated in the slightest. They took on the challenge and helped solve every issue blocking the project, from overhauling the requirements, establishing standardized progress tracking system, to serving as mediators to help each team communicate better with one another, until the project was able to move forward smoothly.
How did they manage to do it? Find out in this “Cache of the Day” content series.
Cache 1 – Problem
“We’re developing a new loan management system, but we’ve hit roadblocks and can’t move forward. The requirements aren’t practical. We need PMO support, but not just any ordinary PMO. We need one that understands how lending works.”
This was the challenge presented to Bluebik by a client, who is a major personal lending service provider with over 6,000 branches across Thailand.
It was a perfect fit because both Jud and Pipe had extensive experience in this field, particularly in the automotive industry, so they were ready to jump in and help.
“The client had an existing system that was developed in-house, but it had been in use for over 10 years and couldn’t keep up with new technologies. They wanted to develop a better system. Initially, they worked with other vendors for requirement gathering. The development phase had already been kicked off but was paused because the requirements weren’t detailed enough and didn’t address what the client actually needed. They were looking for someone to help overhual the requirements, and that’s when Bluebik came in,” Jud explained.
Beyond the client’s main challenge, when Bluebik’s PMO team took over the project, they discovered equally important secondary issues, which were communication gaps. “We encountered communication gaps, partly because some vendors weren’t tracking issues or project status at all. We had to help initiate this documentation,” Pipe shared.
Another concerning issue was the lack of trust between teams. Jud explained, “The project had been running for a few years, but the previous vendors hadn’t lived up to the client’s expectations. The client was starting to feel anxious. When we came in, we had to quickly build trust with the client, showing them that we were partners who weren’t just there to gather requirements, but to actually help their project succeed.”
Cache 2 – Solution & Implementation
Once all the problems were identified, the PMO team immediately got to work right away.
Can you believe that with just a compact team, the PMO was able to interview around 20 users and successfully create 500 pages of requirements documentation in just 4 months?
Of course, the team didn’t just rush to complete it. These requirements were actually workable in practice, comprehensive in detail, covering all types of loans the client offers. They also ensured the requirements wouldn’t disrupt the operations of the branch staff. Most importantly, they addressed the challenging demand the client had given them: the system needed to be designed for easy configuration.
“One of the client’s pain points was that whenever they wanted to make small changes, like adjusting certain fee calculations or adding one data field, they had to submit a change request and wait for developers to code it from scratch, then wait for testers to test it out. This entire process was time-consuming. As they’re building the new system, they wanted maximum configuration capability. We helped design which parts were feasible and which weren’t, finding the balance between technical possibilities and client needs,” Jud explained.
After completing the requirements and successfully handing them over to the development team, the PMO team helped drive the project forward by serving as the bridge between all vendors in the project. They helped establish documentation systems for tracking status and issues, and helped each team communicate more effectively, encouraging everyone to talk frequently. This work was quite challenging because the entire team spoke 4 languages (Thai, English, Chinese, and Russian) and worked across 5 time zones (Thailand, Taiwan, Lithuania, Poland, and Russia).
“If they gossipped in Chinese or Russian, nobody would know,” Pipe joked.
Despite this, the team was able to bridge the language and time zone gaps, and even had the opportunity to welcome international team members when they traveled to Thailand. The secret to success was “getting the relationship dynamics right.”
“We helped track progress, but we didn’t nitpick. We positioned ourselves as part of their team. We wanted them to complete their work so everyone would be happy and the project would succeed.”
Cache 3 – Success
Even though the project isn’t fully completed yet because it’s still in the development phase, we can confidently say that Bluebik’s PMO team helped eliminate the roadblocks, allowing the long-delayed project to move forward again. Once the development of this loan management system is completed, it will help the staff in over 6,000 branches across Thailand work more easily and efficiently. Most importantly, as clients can configure the new system themselves, it will reduce both time and operational costs.
“In the future, clients will be self-sufficient. If they want to create new functions or launch new products, they’ll be able to do it themselves end-to-end,” Pipe explained.
“No more change requests, no more delays because of limited resources. Time to market will be eliminated entirely.” Jud added.
Cache 4 – Level Up
After working on a challenging project for a full year, it would be impossible not to level up.
For Pipe, working with a multinational team helped him develop better communication and management skills. “I learned how to communicate with each other, how to align expectations, and how to confirm requirements.”
For Jud, this project broadened his perspective on system design. “The scope of configuration the client wanted was very extensive. I tried to acheive them as much as possible, which opened up new perspectives and allowed me to gain more knowledge in this industry.”
We couldn’t help but ask: after solving such a difficult challenge and upskilling, do they feel proud of themselves?
This time Jud answered first: “I’m proud that for such a large project, our compact team was able to gather requirements from start to finish in only 4 months. And it wasn’t just copying from the old requirement. We rebuilt it from scratch, improved it, and catered it to the client’s actual needs. This is my pride.”
Pipe said, “Mine is similar, but I’d like to add that we helped create value for the client. For example, when we helped track vendor status although it wasn’t in our scope of work. We helped improve the development process, which shortened the project timeline. I’m proud to have contributed in this way.”
Having read this far, if you want to level up and take pride in your work alongside Bluebik’s Strategic PMO team, go check out our current job openings at https://bluebik.com/job/ We’re waiting for you!
