Developing A New IT Organisation
Wednesday 28th June, 2017
Coeus was engaged to support the divestment of this energy company by developing and supporting the implementation of new IT operating and service delivery models. The company was challenged with setting up a new 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 a shared services agreement that was still under negotiation.
Further challenges included:
- The existing toolset was not liked by users. The future requirements and roadmap for this toolset was unclear and in discussion with the supplier
- A highly complex and regulated labour market meant that resources were limited and recruitment had to be very carefully managed
- A legacy culture meant that existing IT services were delivered in silos with very limited process consistency.
The overall objective was to create and communicate a detailed operating model, develop the implementation plan and support its implementation within the necessary timescales.
This involved conducting a full current state analysis to understand the service landscape, existing processes business priorities and critical needs, and included interviewing existing IT service staff to identify issues, risks and constraints.
The business service portfolio was reviewed and documented, and a detailed set of team scope and responsibility documentation was created.
Regular team communication sessions were held to track implementation progress and to support the PMO activities.
There was also ongoing identification and delivery of opportunities to increase the programme pace or improve delivery and onsite support and guidance across the implementation programme.
The client received a succinct view of the opportunities and activities needed to successfully take on delivery of the full set of IT business services within the short timescales.
This included a well-defined programme of work covering the full time period and outlining internal and external dependencies. The team delivered a clearly documented service delivery model, operating model update and implementation plan within very short timescales, followed by implementation support.
As the programme moved ahead, the client received ongoing support and guidance on the development of the IT organisation and the change programme itself. This included a set of priorities, process templates, best practice guides and other collateral to support implementation and up-skilling, with an optimisation roadmap to further improve service maturity.