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In a context of globalized and vigorously competitive market where the informatics services switch from a tactical level (technical mean to sustain the activity, costs center) to a strategic level (income source), the chief information director (CIO) sees his mission evolve to the service provisioning, the strategic partnership to the value generation.
Opera accompanies you in your strategic alignment procedures, resources management, performance measuring, risks control and value generation according to an established goal.
- Define, program and master the IS evolution
- Align the IS to the business needs
- Preserve the coherence between communicational tools and data processing
- Anticipate the needs and improve the responsiveness of the IS
Project risks management
Whether it is the software, the informatics material or the communicational tool, most of the businesses feature budgetary commitment process.
The problem lies in the establishment of choices not only for the respect of planned budgets, but also for a global vision of the business’s needs and the services provided by available technical solutions.
Main reasons of divergence of the IS
- The steered IS by the technological offer adjusts itself to the available solutions rather to the needs
- Contrary to the projects defined by only a few users based of their specific needs, without the general IS insight
- At the end, the restrictive rules implemented to limit drifts, those rules interrupt the IS and inhibit the satisfactory response to the business needs.
Our client’s expectations
- A governance method adapted to the size, to the organization and to the corporate culture
- Pragmatic route plans
- Clear and mobilizing goals to ease the affiliation
- Operational steering tools of the IS
Missions examples (industrial major group)
Initial situation
- Several hundreds of applications
- Lack of accurate information on the utility of each application
- A significant portion of the IS functions covered by “business developments” with the support of the bureaucracy, without oversight
- Time spent by the users
- Skills needed to sustain the code
- Technologies profoundly heterogeneous (a need – a program – a technology)
- A great user’s mistrust regarding the group’s informatics service offer
Examples of investigates questions
- Why the data is so highly duplicated: database, database extracts, manual data replication in the automation office, archived documents?
- Why users choose to develop Imperfect solutions rather to appeal to a dedicated service with major resources?
- Why son many “models” remain as they are – used by a small group, without generalization, without industrialization, without maintenance nor organized exploitation?
- Why large projects derive so much?
Current situation
- An IS separated in homogenous groups
- A pilot who comes from the users for each group
- An overall view of the employed informatics tools and the current projects
- Within each functional group
- Within each service or department
- Fully consolidated
- Resources and budgets planning
- Technological choices and functional pooling: approved by the CIO, laying in the internal service offer, nowadays promoted by the users themselves
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