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| Case Study |
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Enabling IT Governance |
Patni's IT Governance implementation helps a customer drive its technology initiatives to be oriented with its business priorities; besides gaining better visibility, control and predictability within IT.
The Client
The customer is a US-based, leading stock exchange of the world.
The Challenge
The IT stakeholders in the customer organization had been struggling to collaboratively govern their IT Portfolio across the various functions. They were facing the following challenges:
Technology challenges
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Huge Inventory of applications across multiple departments |
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No clear mapping between business functions and technology applications supporting them. |
Project and portfolio management system related challenges
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Lack of transparency into project costs making allocation difficult |
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Lack of scorecards, dashboards, and other communication tools to help visually communicate the value of IT to other business units, executive management, and corporate boards |
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Inability to prioritize IT projects into an enterprise-wide portfolio |
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Multiple tools and manual processes that create complexity and decrease visibility into IT operations. |
Other challenges
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Consistent disparity between the project work and the financial reporting |
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Technology spending for each IT function not known, leading to a complete lack of clarity on total cost of ownership (TCO) for these applications. |
The customer's IT Division needed to establish governance through a tool that was easy to use and administer, and could support different delivery models and reporting needs.
The Solution
Patni approached this implementation in a phased-manner from the finalization of the roadmap through the go-live phase. The solution was a clustered implementation in the following business functions:
IT Portfolio:
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Create a single funnel to track incoming activities. |
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Implement a portfolio management lifecycle to identify the strategic initiatives and track them from initiation to completion. |
Project Execution:
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Design structured processes to report project activities as they occur and enable better cross-project dependency tracking; enabling Project Managers to adjust and plan instead of react. |
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Employ a template-based approach to project planning to allow for uniform roll-ups and thresholds. |
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Adopt a formal and structured management of day-to-day project activities (issues, risk, scope changes). |
Resource Utilization:
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Leverage resource management module to plan resources (load vs. Capacity). |
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Allow for repositioning of resources to maximize skills and value. |
IT Demand Management:
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Implement the demand-capture process from idea capture to disposition of work. |
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Implement rigorous approval control to drive out non-value added work. |
IT Financial Management:
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Establish an annual budgetary approval process across all IT departments depending on the size of investment. |
IT Financial Management:
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Real-time dashboards |
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Online status reporting |
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Project health reports |
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What-if scenarios for forecasting abilities. |
The Technology
The Benefits
The IT Governance implementation brought the following benefits to the
customer.
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Improved decision-making around IT investments and focus of the right IT initiatives that are strategically aligned with business objectives |
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Improved cross-project synergies by providing standard templates that would be used across the entire technology division |
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Improved utilization of resources across projects and shared-services |
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Automated budget approval and tracking within the application to provide a holistic view of all IT investments in a single record system |
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Automated business rules, approvals and escalations within the IT business processes to provide greater visibility |
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Minimization of costs associated with tasks related to project reporting and other process inefficiencies |
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Users enabled to manage and monitor the entire portfolio of projects in an efficient and effective manner |
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Overall synchronization of the IT delivery with business. |
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