How Rumni cut cross-team handoffs from a week to a day

Rumni's product, design, and engineering teams were each performing well in isolation. The problem lived entirely in the space between them: work that left one team took, on average, five working days to be picked up by the next.

Leadership had assumed this was a tooling problem and had already migrated project trackers twice. The engagement began by testing that assumption rather than accepting it.

We defined a short, explicit readiness checklist for each of the three handover points and made the sending team accountable for meeting it. Work that did not meet the checklist was returned within a day rather than absorbed silently.

A shared fifteen-minute handover slot was introduced three times a week, replacing an asynchronous process that had generated most of the chasing. Cycle time across the gap became a tracked metric owned jointly by the two team leads on either side of it.

Median handover time fell from five working days to one within a single quarter. Rework dropped by around forty percent, largely because ambiguities were now caught at transfer instead of halfway through the receiving team's build.

The teams also stopped over-specifying defensively. Once the checklist made expectations explicit, the volume of pre-emptive documentation written just in case fell noticeably, which returned time to both sides.

We defined a short, explicit readiness checklist for each of the three handover points and made the sending team accountable for meeting it. Work that did not meet the checklist was returned within a day rather than absorbed silently.

A shared fifteen-minute handover slot was introduced three times a week, replacing an asynchronous process that had generated most of the chasing. Cycle time across the gap became a tracked metric owned jointly by the two team leads on either side of it.