Mandates
Technology Consulting
Preliminary study for implementing an IT services portfolio management solution
The results of an internal survey convinced our client’s IT customer service management team to enhance the level of services offered. We were entrusted with a mandate to analyze and evaluate the implementation of an automated portfolio management system, which required a portfolio of services that better suited business needs in terms of service offers, flexibility and cost. Our task involved conducting a preliminary analysis for implementing an IT services portfolio management solution.
We reviewed the communication channels based on the offer’s new direction. Finally, we supported our client throughout the mandate in modulating the project to reflect changes management requested. These changes complied with ITIL best practices.
Our challenges
To accomplish this project, we required a clear understanding of what business customers required in terms of services to create a portfolio of services that met their needs. We also had to identify the channels through which customers communicated their IT services needs. At the end of our mandate, we recommended an implementation strategy for the entire project.
We met with managers to define service levels and identify major user group profiles in order to understand the type of services required. These discussions helped us understand the project’s direction and what senior management hoped to get out of it.
Furthermore, we conducted work sessions with major users in each division within the company. We developed a portfolio of services based on the type of services required and defined user profiles by business sector. Finally, we reviewed the current situation in relation to proposed service catalogues and user profiles, then analyzed anomalies.
We recommended a service offer in the form of portfolios, which coincided with the requirements as well as the user profiles, while remaining in line with the new direction.
For the communication aspect, we carried out a complete inventory of existing mechanisms and identified issues that required improvement.
Larochelle’s added value
Deliverables for the IT services portfolio management project were achieved using the latest version of the ITIL methodology in terms of Service Level Requirement (SLR), the Service Level Objectives (SLO) and Service Level Agreements (SLA).
At the end of our mandate, we defined the Service Level Requirement (SLR). The client’s principal guidelines were taken into account when implementing the portfolio of services, which was tailored to their specific needs. Finally, we recommended an approach to implement this solution and communication requirements.
To succeed in this mandate, we called on the skills of a senior consultant with extensive experience in this field, particularly this area of expertise.
Implementing an architecture function within an Infrastructure Services (IS) group
Our client, Infrastructure Services (IS) group managers, was facing a particularly difficult situation. It was essential that they establish a principal architecture function to ensure stable environments, planned infrastructure development and delivery of IS services that complied with the organization’s guidelines.
This Infrastructure Services (IS) group was the centre of all operations and played a strategic role within the company. Their responsibilities were complex and extremely varied. They included design, implementation, maintenance, support and operations of all equipment for data processing centres. IS also dealt with the company’s infrastructure and middleware software in the IT department.
Our mandate was to rectify the situation by integrating the architecture function within this group.
Our challenges
The mandate involved clearly defining the architecture function by specifying its context, roles and responsibilities, deliverables and governance. It was essential that we have a clear understanding of the situation to define and document what had be done, all while identifying the parties involves in the process.
We worked closely with management and prepared, validated, proposed and obtained approval of the model used. We also defined the architecture function taking into account other IT sector groups, the company’s structure and all key stakeholders in the organization’s architecture.
We developed a communication strategy, presentations and training material. The new IS organization, particularly the architecture function, was presented to IT’s senior management. Then, the project was presented to IT personnel involved in architecture projects and staff involved in delivering applications.
Finally, we developed an implementation plan and supported our client throughout the process. We acted as "coach" to the manager responsible for putting the architecture function into practice.
Larochelle’s added value
The project complied with the methodology and procedures already in place and was within ITIL and TOGAF best practices.
At the end of our mandate, all IT sectors recognized the validity of establishing the new architecture function. Our approach reduced costs, made better use of existing infrastructure, improved project quality, better integrated new applications for production environments and significantly reduced production anomalies.
Given the mandate’s complexity and the strategic importance that surrounded it, we called on the skills of an experienced consultant. Over the years our consultant obtained high-level experience and knew how to diplomatically supervise those who were responsible for this project. He had all the necessary assets as well as detailed knowledge of the field. We offered our client the best possible solution.
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