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The corona crisis placed great demands on NAV's IT systems in the form of an explosion of applications for benefits linked to redundancies and increased unemployment. Their systems had to be scaled and further developed at a rapid pace to support new needs and requirements. The organisation was able to deliver new functionality quickly in line with political decisions. The digital transformation that NAV IT had undergone in advance made the directorate well equipped to face the crisis and the necessary changes were delivered continuously for an exceptional period.
Since 2017, NAV has carried out a digital transformation where 4 main deliveries a year have been replaced with 1,400 production setups per week. NAV wanted to take greater ownership of its systems and move the work away from a traditional waterfall approach to agile product development.
In agile product development, the user's needs are put in focus, where improvements and new functionality are continuously launched. With continuous deliveries, ideas can be quickly put into production and continuously deliver value.
NAV has restructured how the organisation works, from traditional project deliveries with many handovers to autonomous teams where people from the subject side and IT work closely together on a daily basis. It provides overall ownership of the solutions and faster clarification of issues.
In order to succeed with agile product development, there are a number of technological prerequisites that must be in place. Such prerequisites are automated construction and monitoring, good code structure and that the teams have the freedom to make good technological choices.