Developing An Operating And Service Delivery Model To Enable Transition
Monday 5th June, 2017
The client, a global utility company, were looking to complete development of the IT operating model and to develop the Service Delivery Model for the organisation.
This recently divested company was setting up an IT organisation to take on delivery of over 100 IT business services from their parent organisation within very short timescales. Many of the IT services were to be delivered under an agreement that was still being negotiated, and the organisation design and processes for IT were highly constrained for legacy reasons.
Additionally, a highly complex and regulated labour market meant that resource transfer and recruitment had to be very carefully managed. Existing culture meant IT services were delivered in silos with limited process consistency. The existing toolset was not liked by users. Its requirements and roadmap was unclear.
The service integration needed to cover these disparate lines of service.
The overall objective of this phase was to create and communicate a detailed Integrated operating model and develop the implementation plan needed. This involved a current state analysis to understand the service landscape and business priorities; Interviewing existing IT service staff to identify issues, risks and constraints. We also reviewed and documented the business service portfolio.
The team delivered a clearly documented Service Delivery Model, Operating Model update and implementation plan within very short timescales. We included a detailed team scope and responsibility documentation with process RACI models and a communications pack to support the Service Delivery Model.
Coeus initiated regular team communication sessions to track progress and to support the PMO activities.
Coeus helped form a succinct view of the opportunities and activities needed to successfully take on delivery of the IT Business Services within the tight timescales.
We provided a complete integrated Service and Operating model for the client and a clear programme of work to achieve it. We achieved business buy-in by clearly communicating the changes in process and responsibilities.