Before a project starts, we clarify the current state, the business need, the future-state goals and the expected business value. With business case, gap analysis, stakeholder analysis and strategic-discovery techniques, we position the project in alignment with corporate goals.
We Clarify the Business Need, the Future State and the Project Value
We don't begin technology projects by only analysing the requested features. First we assess, together, the organisation's current state, business goals, problem areas, opportunities and the desired future state.
At this stage the goal is to clarify why the project is needed, what business value it will produce, which change it will support, and which conditions must be met for it to succeed. This way the project and product scope rests on a foundation aligned with corporate strategy.
Here BABOK's strategy-analysis perspective comes to the fore. The gap between the current state and the targeted future state is analysed, the business need is defined, a business case is built and the rationale for the technology investment is clarified.
This Phase at Unitic
Analysis outputs become the project's canonical source: requirement, use case, role and business rule documents are kept versioned in Linear. Every unresolved topic is recorded as a numbered open decision; it is never closed by assumption. On the same topic, the latest customer finding takes precedence over a more recently dated internal document.
AI agents speed up discovery: scans of existing documents, systems and competing products are on the table from day one — people still make the decisions.
Techniques Used
Current state analysis
Future state analysis
Gap analysis
Business case preparation
Business need analysis
Problem definition
Opportunity analysis
Value proposition analysis
SWOT analysis
PESTLE analysis
Capability analysis
Stakeholder analysis
Persona analysis
User journey mapping
Target state modelling
Risk analysis
Assumption and constraint analysis
Change strategy assessment
Benchmark analysis
Strategic discovery workshops
Sample Deliverables
Current state analysis
Future state definition
Gap analysis output
Business case
Business need document
Problem and opportunity areas
Alignment matrix with strategic goals
Stakeholder map
Value proposition
Persona set
User journey map
Success metrics
Risk, assumption and dependency list
Prioritised need set
Initial scope proposal
SOLUTION & PROJECT PLANNING
We turn strategic needs into an actionable solution scope, a prioritised backlog, a roadmap and a release plan. Depending on the project's nature we determine a predictive, agile or hybrid management approach, and apply scope, time, resource, risk, quality and change-management techniques according to the chosen model.
We Turn Strategic Needs into an Actionable Solution and Delivery Plan
The business need, current state, future-state goals and business-case outputs clarified during strategic discovery are turned here into an actionable solution structure, a prioritised backlog and a manageable project plan.
At this stage the project's nature, level of uncertainty, scope clarity, stakeholder-involvement need, likelihood of change and delivery expectations are assessed to decide whether the project will be managed with a predictive, agile or hybrid approach. Planning, tracking, reporting, change management, risk management and delivery techniques are tailored to the chosen approach.
The goal is to clarify what will be built, in what priority it will proceed, in which phases it will be delivered, and within which scope, time, resource, quality and risk framework the project will be managed.
This stage acts as a bridge between strategy and execution. Business goals are turned into solution scope, solution scope into a backlog, and the backlog into a roadmap and release plan.
This Phase at Unitic
Scope becomes a work package → capability epic → actionable task hierarchy. Estimates go on actionable tasks, not work packages; agents' pre-estimates are reviewed by the team. A task without acceptance criteria is not considered ready for development.
The schedule is built on the reality of dependencies and capacity; a date counts as a commitment only when the work and the owner behind it are clear.
Techniques Used
Requirements analysis
Solution scope definition
Project scope definition
Delivery model assessment
Predictive / agile / hybrid approach assessment
MVP definition
Backlog creation
Epic / feature / user story breakdown
User story mapping
Use case analysis
Acceptance criteria definition
MoSCoW prioritisation
Kano analysis
Roadmap preparation
Release planning
Sprint planning approach
Phase-based planning
WBS / work breakdown structure
Milestone planning
Effort and capacity estimation
Resource and role planning
RACI matrix
Risk analysis
Dependency mapping
Change impact analysis
Communication plan
Stakeholder engagement plan
Quality and test strategy
Preliminary architecture assessment
Non-functional requirement analysis
How Is the Delivery Approach Determined?
A project's management approach is not assumed to be one-size-fits-all. Every project is assessed in terms of scope clarity, technical uncertainty, likelihood of change, customer involvement, regulatory need, integration intensity and delivery expectations.
This assessment determines the most suitable delivery model for the project.
Predictive Approach
Preferred for projects where scope is largely clear, the likelihood of change is low, and detailed planning is required by regulation or contract.
In this approach the scope, time, cost, quality, risk and communication plans are created in detail up front. Deliverables are tracked through phases and milestones.
Suitable Techniques
Detailed requirements document
WBS
WBS dictionary
Milestone plan
Gantt plan
Critical path analysis
Requirements traceability matrix
Change request management
Phase-gate approvals
Scope validation
Risk register
Status reports
Agile Approach
Preferred for projects where scope is open to change, user feedback is critical, and shaping the product or solution iteratively is valuable.
In this approach the product backlog, sprints, demo sessions and regular feedback loops come to the fore. Delivery proceeds through working software or usable increments.
Suitable Techniques
Product backlog
Epic / feature / user story
User story mapping
Sprint planning
Backlog refinement
Daily stand-up
Sprint review
Sprint retrospective
Definition of Ready
Definition of Done
Acceptance criteria
Velocity tracking
Incremental release
Demo and feedback loops
Hybrid Approach
Preferred for projects where some areas must be planned up front while others should be developed in an agile way. It is a frequently used approach, especially in enterprise technology projects.
For example, the overall scope, budget, schedule, architectural decisions and main milestones can be planned up front, while detailed functions, screens, user flows and development priorities are shaped within sprints.
Suitable Techniques
High-level project plan
Roadmap
Milestone plan
WBS
Product backlog
Release planning
Sprint planning
Phase-based checkpoints
Change request and backlog management together
Risk and dependency tracking
Steering committee
Sprint demo
Status reports
UAT and phase-closure approvals
Sample Deliverables
Solution scope document
Project scope document
Out-of-scope areas
MVP scope
Delivery approach decision
Product / project backlog
Epic / feature / user story set
User story map
Use case list
Acceptance criteria
Functional requirements
Non-functional requirements
Requirements traceability matrix
Roadmap
Release plan
Sprint or phase planning approach
WBS / work breakdown structure
Milestone plan
Effort and capacity estimation
Resource and role plan
RACI matrix
Risk and dependency list
Communication and governance plan
Stakeholder engagement plan
Change management approach
Quality and test strategy
Technical solution approach
Preliminary architecture assessment
DELIVERY & PROJECT EXECUTION
We manage development and project execution according to the predictive, agile or hybrid delivery model defined during planning. We track the sprint, phase, milestone, backlog, risk, quality, change and stakeholder-communication processes with techniques suited to the chosen model.
We Manage Development and Project Execution According to the Chosen Delivery Model
The solution scope, backlog, roadmap, release plan and project-management approach defined during planning are put into practice at this stage. In line with the predictive, agile or hybrid delivery model chosen according to the project's nature, the development, tracking, quality, risk, communication and change-management processes are carried out.
At this stage the goal is not only to build the solution, but also to make project progress visible, manage risks, sustain stakeholder communication, assure quality and ensure that deliverables advance in line with the planned value.
In agile structures, sprint- and increment-based progress comes to the fore; in predictive structures, phase-, milestone- and deliverable-based tracking is applied. In hybrid structures, high-level project control is maintained while development teams keep producing value through agile sprints.
This Phase at Unitic
Development runs on the agentic loop of our engineering system: every task passes spec, plan, test-first implementation and independent review; every change passes pull request and CI gates. Our client sees progress task by task in Linear.
A change request goes first to the canonical source and an impact analysis, not straight into code; affected design, development and test work is then brought into line. Two conflicting instructions never live side by side.
Techniques Used
Sprint execution
Sprint planning
Daily stand-up
Backlog refinement
Sprint review
Sprint retrospective
Kanban board
Task and issue tracking
Definition of Done
Definition of Ready
Acceptance criteria check
Burndown / burnup chart
Velocity tracking
Phase-based progress tracking
Milestone tracking
WBS-based tracking
Gantt tracking
Earned value approach
Risk and issue log tracking
Change request management
Test case management
Defect management
Regression test
UAT preparation
Status reporting
Steering committee reporting
Demo management
Release readiness check
Predictive Execution
The predictive execution model is applied to projects where scope is clearer up front and deliverables are tracked on a phase or milestone basis. In this model project progress is tracked against the planned scope, time, cost, quality and risk parameters.
Development and deliverables are managed through predefined work packages, phases and acceptance points. Change requests are handled with a controlled impact analysis and approval process.
Suitable Techniques
WBS-based work tracking
Phase-based execution
Milestone control
Gantt plan tracking
Scope validation
Requirements traceability matrix tracking
Phase-gate approvals
Change request management
Risk and issue log
Status reports
Steering committee presentations
Quality checklists
Test plan tracking
Delivery acceptance checks
Agile Execution
The agile execution model is applied to projects with high uncertainty, where user feedback is critical and the solution takes shape iteratively. In this model development proceeds through sprints and increments.
The customer sees working outputs in regular demo sessions, gives feedback, and backlog priorities are reshaped when needed.
Suitable Techniques
Product backlog tracking
Sprint backlog
Sprint planning
Daily stand-up
Backlog refinement
Sprint review
Sprint retrospective
Demo sessions
User story management
Acceptance criteria check
Definition of Done
Definition of Ready
Velocity tracking
Burndown / burnup chart
Kanban board
Incremental release
Continuous feedback loops
Test automation approach
CI/CD tracking practices
Hybrid Execution
Enterprise technology projects often need both planned project control and agile development flexibility. In this case the hybrid execution model is applied.
In this approach the project is tracked at a high level with a roadmap, phases, milestones, risk, resource and governance structure, while development teams proceed through sprints, backlog and demo cycles.
Suitable Techniques
High-level project plan tracking
Roadmap and milestone control
Release planning
Product backlog management
Sprint execution
Sprint review and demo
WBS and backlog mapping
Phase-based checkpoints
Steering committee reporting
Sprint-based team tracking
Risk and dependency management
Managing change requests and backlog refinement together
UAT and phase-closure approvals
Status reports
Release readiness assessment
Sample Deliverables
Sprint backlog
Sprint outputs
Working software increments
Demo notes
Sprint review outputs
Retrospective actions
Phase progress reports
Milestone tracking reports
Project status reports
Risk and issue log
Blocker list
Change request records
Test results
Defect list
UAT readiness set
Release candidates
Steering committee reports
Decision and action records
Progress metrics
Delivery acceptance records
LAUNCH & TRANSITION
We manage go-live together with technical preparation, user acceptance, data migration, training, the support model and operational handover. With go-live planning, UAT, rollback, cut-over and hypercare approaches we reduce transition risk.
We Take the Solution Live in a Controlled Way
When development is complete or the defined release is ready for production, the technical and operational transition process begins. This stage is not only go-live; it also covers user acceptance, data migration, training, authorisation checks, the support model and operational handover.
The goal is to ensure that the developed solution goes live in a secure, controlled, sustainable way that users can adopt.
Different transition approaches can be applied at go-live depending on the project's delivery model. In predictive projects, phase closure and formal acceptance processes come to the fore; in agile projects, release-based go-live, pilot usage or gradual rollout may be preferred. In hybrid projects, the main milestones are preserved while releases are managed iteratively.
This Phase at Unitic
User acceptance testing (UAT) is a milestone of its own; customer findings are tracked by topic and tied to fixes and retests. A task's "done" status is never, on its own, evidence of acceptance or release.
Data migrations are rehearsed first with dry runs, duplicate checks and reconciliation; a controlled rollback plan is ready. New channels and features are opened gradually.
Techniques Used
Go-live planning
UAT management
Cut-over planning
Rollback planning
Data migration planning
Deployment checklist
Release readiness assessment
Pilot usage
Phased transition
Smoke test
Regression test
User training plan
Operational acceptance criteria
Hypercare planning
Authorisation matrix check
Runbook preparation
Knowledge transfer
Change communication plan
Post go-live monitoring
Predictive Go-Live
In predictive projects, go-live is usually carried out in connection with phase or project closure. After deliverables, acceptance criteria and test results are complete, go-live happens through a formal approval mechanism.
Suitable Techniques
Phase-closure approval
Scope validation
UAT result report
Go-live checklist
Cut-over plan
Rollback plan
Formal acceptance document
Operational handover document
Training completion check
Agile Go-Live
In agile projects, go-live can be designed on a release or increment basis. When working parts are ready, they can be tested with pilot users, rolled out gradually, or taken live in specific releases.
Suitable Techniques
Incremental release
Pilot usage
Feature-based rollout
Release decision after sprint review
Improvement through user feedback
Release backlog
Acceptance after demo
Gradual rollout
Hybrid Go-Live
In hybrid projects, go-live is managed according to both high-level phase and milestone plans and sprint / release outputs. This model provides enterprise control together with agile go-live flexibility.
Suitable Techniques
Roadmap-based release plan
Phase and release mapping
Joint assessment of UAT and sprint outputs
Steering committee go-live decision
Gradual go-live
Hypercare plan
Operational handover
Release readiness report
Sample Deliverables
Go-live plan
UAT result report
Go-live checklist
Data migration plan
Cut-over plan
Rollback plan
User training documents
User manual
Operational handover document
Support model
Runbook
Post-launch monitoring report
SUPPORT, MAINTENANCE & CONTINUOUS IMPROVEMENT
In the post-launch period, within a maintenance agreement, we manage support, defect management, SLA tracking, performance monitoring and continuous-improvement processes. This keeps the solution secure, sustainable and producing value over the long term.
We Manage Post-Launch Support and Continuous Improvement Through a Maintenance Agreement
Our delivery approach does not end at go-live. In the post-launch period, a maintenance and support process is structured to keep the solution healthy, support users, manage defects, monitor performance and handle new needs in a controlled way.
At this stage, within the maintenance agreement defined with the customer, the support scope, service levels, response times, reporting cadence, maintenance responsibilities and improvement mechanism are clarified.
The goal is to ensure that the solution taken live keeps producing value in a sustainable, secure, up-to-date way aligned with business goals.
This Phase at Unitic
The live system is monitored; requests are prioritised by impact and urgency. Maintenance and operations are not piled onto go-live; they run with separate ownership and separate evidence.
The product guide and glossary are regularly compared with the live screens; every change that alters a screen updates the guide at the same time.
Techniques Used
Maintenance agreement model
SLA / OLA definition
Incident management
Problem management
Service request management
Change management
Defect management
Root cause analysis
Priority / severity matrix
Monitoring and alerting
Application health check
Performance review
Security patch management
Version upgrade planning
Release management
Technical debt management
Continuous improvement backlog
User feedback analysis
Analytics review
Support reporting
Periodic service review
Knowledge base management
Maintenance Agreement Approach
To keep every solution taken live running sustainably, the maintenance and support model is clarified up front. The maintenance agreement defines which services will be provided, which situations fall within support scope, the response times, the reporting cadence and the responsibilities.
Thanks to this approach, the post-launch period stops being an uncertain support process and turns into a measurable, manageable service model with clear mutual expectations.
Areas Clarified in the Maintenance Agreement
Support scope
Out-of-scope support topics
Support channels
Working hours
Critical defect definition
Priority levels
Response and resolution times
SLA expectations
Reporting period
Maintenance responsibilities
Update and patch approach
Method for handling change requests
Separating new development requests from maintenance scope
Periodic meeting and review cadence
SLA and Prioritisation
Within the maintenance agreement, defects and support requests are classified according to their impact and urgency. This way issues affecting critical business processes are handled first, while low-priority requests are managed in a planned way.
Sample Priority Levels
P1 — Critical · The whole system or a critical business process is down.
P2 — High · An important function is not working or seriously affects the user experience.
P3 — Medium · A defect with a workaround, or a problem affecting a limited user group.
P4 — Low · A minor bug, a visual adjustment or a low-impact improvement request.
