At BofA, a traditional waterfall approach coupled with several lines of approval created at times bottlenecks, delays, and reverse course of action(s). Technical limitations, milestones, and deadlines peppered these projects. Intra-project dependencies put more pressure on team leads (Ux, Product, & Project managers) to oversee and prevent requirement details "slipping through the cracks." A lot of moving parts.
Immediately following the Transfers project, a consolidation baseline project incorporated all major online properties into nine work streams. Bill Pay, a main business area, consumed six weeks of research, focus, iteration, and successful delivery. Partnered with an astute, Product manager, K.B., we spent the first two weeks researching, reviewing, and getting answers to our questions. After the preliminary dust settled, clear, product and technical related wireframes formed the Ux foundation for iterations, changes, and a cheering, finish line completion. Literally!