Case-studies







 

Challenge

A Shared Services company in the Energy sector wants to take-off, leveraged by IT

The company provides HR, Financial and Logistics services to all group companies. The CEO asked us for help in creating the IT foundations that would sustain and expand the company's services portfolio. Additionally, as the company has become a high volume service provider, they needed to implement a way of ensuring that the services are provided to their costumers according to pre-defined Service-Level Agreements.

Approach

Following our assessment, we developed a Multi-thread project detailing the creation of several components:

  • Service Management Platform supported by a Service-Desk and related processes (Incident Management, Problem Management, etc.)
  • Reference IT Architecture mapping the entire services portfolio, launching projects covering the identified gaps
  • Collaboration Platform that supports the company's services and related business processes enabled by a Corporate Portal (Customer Services, Employee and Suppliers Self-Services)
  • New Services Development Pipeline, based on practical methodologies and tools to evaluate, prioritise and implement the resulting projects

 

Framework

 

Challenge

A Financial Group IT Service Provider wants to deal with hundreds of departmental applications

Over several years the typical lack of response of the central IT brought about hundreds of pop-up departmental applications. The current IT Managing Director turned to us for help in dealing with the increasing on-going maintenance costs.

Approach

Following our assessment, we developed an Application Transformation Program Pipeline and the related Governance Model that:

  • Identified and Classified all the target departmental applications according to Business Value
  • Evaluated (business case oriented) and prioritised the resulting projects (new corporate applications-web based or central applications enhancements)
  • Specified a Web Based Corporate Architecture and Methodologies for new applications development (Implementation Ecosystem)
  • Derived and Managed the implementation roadmap towards several development threads

 

Framework

 

Challenge

A Railway Infrastructure company wanted to make a dramatic change in its aging processes, systems and culture

The company provides railway infrastructure service using aging, mainly paper-based, business processes that are labour and cost intensive. The CEO wondered to what extent the intensive use of technology might improve the agility, productivity and costs of the business processes. Additionally, there was a concern about managing the change within a challenging corporate culture.

Approach

Following our assessment, we developed and managed a Business Process Webization Program and the related Governance Model that:

  • Identified, Evaluated (business case oriented) and Prioritised the re-engineering process opportunities (Business Process e-Transformation)
  • Managed the implementation of resulting IT projects (multi-thread development) Specified the Web Corporate Architecture and Managed implementation of the Web Foundation (including a Corporate Portal and an e-Procurement Platform)
  • Managed the change by requiring involvement and commitment from dozens of managers in the decision process and establishing a multi-channel communication process with all the company employees

 

Framework

 

Challenge

An IT service provider needs to ensure that the outsourcing services provided to its own company group meet pre-defined SLA's

Having originated as the former IT department of the Group, the company now intends to regulate the delivery of services via contracts and service level agreements, to increase the focus on the customer and, at the same time, to implement a service management model according with industry best practices.

Approach

Following our assessment, we developed and managed a Business Process Webization Program and the related Governance Model that:

The Service Provision and Service Management Models were developed following a preliminary study carried out to identify the initial situation and to allow for detailed planning of the subsequent stages.

At the same time, standardizing the Incident Management process was ranked as a top priority. The definition of this process was carried out in advance while the other service management processes would be dealt with at a later stage.

Development of the Service Provision Model was followed by the implementation of a Group Commercial Management and the specification and implementation of Service Management processes, especially the following:

  • Customer Service
  • Service Level Management
  • Contract Management
  • Configuration Management
  • Change Management
  • Problem Management

 

Framework