-
This was a project we delivered for the IT management team of an energy company.
The output of the project was a 3-year IT department strategy. The main drivers were to develop an operating model for better alignment of IT with business teams, and to develop a clear direction on technology and systems for the future.
As part of the project, several strategies were developed, along with an implementation plan with milestones, performance metrics, and accountabilities for execution.
The outputs of the exercise were summarized and packaged for communication at various levels within the organization.
-
This was a project we delivered for an IT organization that supported multiple lines of business within an enterprise.
The outputs of the project were a rationalized portfolio of IT systems, guiding principles, a visual map of all systems, and a roadmap to get there.
The two main drivers were to identify IT capital investments needed over a 5-year term, and to find opportunities to reduce annual O&M expenditures.
As part of the project, over 120 business systems were analyzed. Based on guiding principles, costs and other factors, recommendations were made to either sustain, consolidate, improve or replace individual systems.
-
This was a project we delivered for the IT and Operations departments of a utility company.
The output of the project was a clear vision and roadmap for evolving the portfolio of IT systems that were used to manage core business operations. The drivers were to enable evolving business strategies, drive cost efficiencies, and provide clear direction to make decisions on future IT investments.
As part of this project we worked with a wide group of people, representing different parts of our client's business operations. The complexity was in articulating how technology strategies enabled some of the operating strategies of various business departments.
-
This was a project we delivered for a mid-sized energy distribution utility company.
The output was essentially a business case for the replacement of the legacy CIS system.
As part of the project. we worked with the Customer Care and IT departments of the organization to assess the gaps in their legacy CIS and CRM systems, establish future requirements, compare replace versus upgrade options, and put together an implementation plan and estimate for replacement.
-
This was a project we delivered for the energy conservation department of a utility company.
The output was a set of business requirements for a new system to support the sales and delivery of energy management programs, accompanied by a set of test scenarios to assess offerings from software vendors.
The project involved working with various groups of business users to capture requirements and test scenarios for the system. This documentation was used within thr RFP process to assess various software vendor offerings.
-
This was an independent risk review we conducted of a large project that involved replacement of an ERP system.
The review identified gaps, risks and other issues, and suggested recommendations for improvement to the executive project sponsor on project strategy, planning and execution.