Pain points we hear in the market
Your company demands performance, but your processes still get stuck. Clear the bottlenecks and make your team more efficient.
It is the most common picture in IT that is growing or switching platforms: the squads deliver, Jira is there, the process exists on paper. But nobody can say where a request stalls, how long it takes or why it was late.
I cannot measure my team objectively
Low delivery performance
Bottlenecks that block the development flow (long lead time)
Low delivery quality
We adopted agile, but it does not work
Trouble understanding the business
What you get
IT that explains itself in numbers, to whoever decides.
The assessment ends when leadership knows where it stands, what changes first and how it will track progress. With the map and the plan in writing.
01
Deadlines and predictability in plain sight
Flow and on-time delivery metrics per squad, pulled from the Jira you already use, in a monthly dashboard the business areas also read.
CMMI DEV/3the process we measure is the one we follow
02
Protected room for quality
Capacity reserved for technical debt, QA in maintenance too and clear handoff criteria between who builds and who maintains.
97%right the first time
03
A plan that fits your team
Changes in waves the team can absorb: quick wins first and structural moves after, with the first steps defined.
04
Cost and return per request
With hours tracked, every delivery gets a real cost. IT starts discussing its own budget and return, instead of cost splitting and perception.
05
Roles and partners in the right place
Who decides what between the in-house team and outsourced partners, where the PO and analyst bottlenecks are, and what to consolidate across vendors.
How we work
Three stages. A human gate in each one.
Duration and schedule come out of the first conversation. Nothing moves on without sign-off from whoever answers for IT.
Immersion and diagnosis
We follow the ceremonies, Jira and Confluence and listen to every role, in-house or outsourced.
What you keepGate · Team recognizes what was observed- Record of what was observed
- First points of attention validated with the team
Map and recommendations
Maturity across the five pillars, the flow bottlenecks and what to tackle first.
What you keepGate · Leadership validates the diagnosis- Report with the maturity map
- Recommendations as quick wins and structural moves
Plan for change
Phases with focus, actions and expected outcome, and the first steps defined.
What you keepGate · Sponsor signs off the plan- Phased plan with metrics
- First steps defined with the sponsor
Real case
In financial services: see before scaling.
Asset managerConfidential client
Immersion in 2026
The asset manager serves several business fronts, including funds, wealth management and credit products being set up. At the same time, it is switching platforms: the core system gives way to a new tool and becomes the base of a Data Lake. Two squads, one for maintenance and one for new features, with outsourcing partners.
What we found
- Solid base: squads with clear roles, DOR and DOD defined, dedicated QA on new features and an architecture vision aligned with the data strategy.
- No flow, deadline or quality metrics, and no time tracking: there was no way to compare estimated with actual or to calculate return per delivery.
- IT budget split across areas, which mixes up who pays with who has priority.
- PO and business analyst split between the two squads, with the technical team absorbed by discovery and no room for technical debt. We recommended protecting 15 to 20% of capacity.
- Handoff between build and maintenance with no formal criteria, and maintenance with no dedicated QA.
- Annual roadmap redone throughout the year with no reprioritization ritual, and retrospectives without the in-house team.
A common picture in IT in transition, with enough of a base to evolve: see first so you can decide, and decide on evidence so you can scale.
How the market does it
Everyone offers to measure IT. The difference is sitting with the team and leaving a plan.
A metrics platform shows what is already in the systems. A model appraisal gives a level against a standard. Neither tells you what your team does on Monday.
How to engage
Three formats. From snapshot to ongoing support.
Start with the assessment. If you want help applying it, the Foundation comes along. For IT that is about to grow or switch platforms, the program supports the change with a monthly review.
To get started
Assessment
Who it is for: IT leadership that needs an honest snapshot before deciding.
Immersion, map and plan
- Immersion in the ceremonies, Jira and Confluence
- Interviews with the in-house team and partners
- Maturity map across the five pillars
- Recommendations as quick wins and structural moves
- Phased plan for change, with the first steps
Most requested
Assessment + Foundation
Who it is for: For those who want to leave the report with the metrics already running.
Assessment plus the first phase of the plan supported
- Everything in the Assessment
- Time tracking configured and trained
- Flow and on-time delivery dashboard per squad
- Ceremonies and handoffs between squads adjusted
- Plan review at the end of the first phase
Ongoing
Excellence Program
Who it is for: IT that is expanding or switching platforms and needs to scale without losing control.
Ongoing support, with monthly review
- Everything in Assessment + Foundation
- Consolidation of quality, costs and roles
- Team expansion through the AI First method
- Monthly review with leadership and the business areas
Scope, duration and price come out of the first conversation, based on the number of squads, partners and business fronts.
We assess IT processes with the same rigor with which ours is assessed by outsiders.
Next step
Process measured. Now it is time to scale.
Frequently asked questions
Before you start.
Is this an official CMMI or MPS.BR appraisal?
No. An official appraisal gives a level against the model and is run by an accredited appraiser. Our assessment uses the experience of being appraised under those models (we are CMMI DEV/3 and MPS.BR level C) to deliver a practical plan. If certification is the goal, the assessment helps prepare the way.
Isn't time tracking micromanaging the team?
Time tracking is there to know how much each delivery cost and to compare estimated with actual, not to evaluate people. DORA research itself advises against using metrics as individual targets or to rank teams, and we follow that line. The data belongs to the squad and the request.
Our team is outsourced. Does it make sense?
It does, and that is where the value shows most. We assess the in-house team and partners by the same criteria, including who decides what between them, how ceremonies are run and how handoffs between squads work. The recommendation may include consolidating vendors.
Why reserve capacity for technical debt?
Because, without protection, discovery and urgent work eat up all of the technical team's time and the system gets more expensive to maintain. In the asset manager case on this page, we recommended 15 to 20% of the new features squad's capacity, shielded from interruptions.
Where does AI come in?
In the scale phase. With the flow measured and quality protected, team expansion follows the AI First method of Agentic SDLC: coding agents with human review. Adding AI before measuring only speeds up a flow nobody can see.
How do you handle access to our systems and data?
We only ask for read access to Jira and Confluence and access to the ceremonies. We work under an ISO/IEC 27001 and ISO/IEC 27701 certified process, with a confidentiality agreement. That is why the case on this page appears without the client's name.