PROJECT // 01 - Large Business
Financial services provider
Lengthy business solution delivery times, missed business opportunities, and inconsistent methodologies drove the desire to transform the IT organization toward a SOA-based delivery model.
Company had a distributed technology portfolio which included multiple systems that processed customer data, but with no common customer view. Provincial methodologies and technologies used for solutions delivery. No common view of the business. Distributed master data sources. Fragmented user communities across business lines. Immature architecture governance, immature developer service-based skills, lack of service-oriented infrastructure (e.g., registry, workflow, target states, and design patterns).
Defined a comprehensive program that addressed all aspects of transformation including education, target state definition, registry and automation implementation, reference architecture development, SDLC process definition, and governance model development. The program spanned almost 2 years with teams comprised of both consultant and client workgroups.
Solutions delivery teams are now following a consistent delivery approach that results in more predictable outcomes. The company is able to better manage delivery risk and leverage developed assets. Further, business users have a basis from which to articulate needed functional enhancement via target state business capability models.
PROJECT // 02 - Small Business
Commercial electrical services provider
Difficulty in reconciling accounting exposed significant lack of current information flow from project estimation through project delivery. Further, the company was challenged to provide consistent quality to its customers. On the brink of significant market growth plans, the company looked at it's technology portfolio to provide the firm foundation for growth.
Obsolete hardware and software and lack of core software integration made management of the services offered to their clients difficult and error prone. Lack of certain technology capabilities and lack of staff training exacerbated the situation.
Assessed the business process to understand the workflows and information flows. Mapped the results against existing IT capabilities and identified gaps/issues. Also assessed the company's staff's level of understanding of their tools and technologies. Served as an agent to identify and engaged 3rd party vendors to provide needed capabilities and training.
Developed a complete lifecycle IT solution with integrated workflows and data flows from customer contact to account receivables. Staff fully trained to use new IT capabilities. Gracefully handed off ongoing support to local service provider.