Flexible decision-making structures for effective IT management.

Flexible decision-making structures for effective IT management.

Flexible decision-making structures for effective IT management.

We do IT governance.

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IT governance is the ability to take and implement effective decisions on the use of IT in the organization.

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Technologies are imitable and available for every organization. But effective organizational and decision structures paired with organizational capabilities such as “inter-departmental collaboration” instead of pure hierarchy, service-oriented leaders, employees with ready-for-change attitude or role-based action are however very difficult to imitate. As it is not the technology that decides about the value contribution of IT but the way IT is applied and used in business models and processes. Therefore, we create IT organizations based on organizational and IT strategy. And as Chandler postulated, “structure follows strategy”.

Our consulting services at a glance

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Service

Reassess and recreate organizational structures and IT processes

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Service

Design and organize Enterprise Architecture Management (EAM)

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Product

Conduct Enterprise Architecture Management (EAM) assessment

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Service

Design, optimize and introduce Project Portfolio Management (PPM)

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Product

Conduct Project Portfolio Management (PPM) assessment

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Service

Design and introduce multi-vendor management (MVM)

Our consulting services in detail

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Reassess and recreate organizational structures and IT processes

Organizational structures and process environment must be based on the strategies of the company. Adaptable organizations represent a unique selling point that is difficult for the competition to emulate. A global study by the Boston Consulting Group (BCG) on the subject of organization has shown that “the cross-divisional collaboration” in the organization is an important success factor.
Services
  • Conduct organization- or process- assessments
  • Align and configure organizational structure to the (IT) strategy
  • Define and optimize strategic, tactical and operational IT processes
  • Co-ordinate interfaces between IT Macro-roles
  • Determine organizational metrics
  • Determine the corporate culture and the unwritten rules
  • Evaluate the organization’s ability to change
Methods + Tools
  • IT Governance models
  • Sample of IT role profiles
  • (IT) process modelling
  • Communication structure analysis
  • Organization charts
  • Ardour method to delimit IT vs. specialist tasks
  • Classification scheme of IT tasks
  • Different frameworks as tool box (ITIL, ASL, BISL, CMMI, COBIT)
  • IT process maps
  • Process design methods (Business engineering | Promet-BPR, value creation engine, customer journey canvas)
Benefits
  • Strengths and weaknesses of the IT organization are transparent
  • Ability to change established
  • IT organization and IT processes aligned with the strategy
  • New organizational structure is created
  • Employees, roles and functioning are developed
  • Higher effectiveness and efficiency achieved for IT
  • Reorganization objectives for IT are achieved
  • Effective informal network was taken into consideration
References
  • Energy companies
  • Association of Statutory Health Insurance Physicians
  • Public utility
  • Hospital organization
  • Toy manufacturer
  • Many other personal references of our employees
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Design and organize Enterprise Architecture Management (EAM)

Scepticism is appropriate: only if your EAM is capable of providing relevant data across the organization’s IT landscape in a timely, complete and consistent manner can it offer long lasting benefits. The big challenge for EAM is that often the “change enabler” and “benefit owner” are not congruent, i.e. a person who must change something doesn’t necessarily reap the benefits. This makes the EAM initiatives very difficult as it optimizes the entire organization. Therefore, the EAM initiatives do not fail at the tool level but because of the insufficient will to change of the operational IT managers and IT staff as well as the lack of “leadership” of IT management.
Services
  • Analyze relevant stakeholders
  • Identifying information requirements
  • Creating request catalogues for EAM tool
  • Defining and introducing EAM processes
  • Defining and introducing EAM organizational structures
  • Creating business case for EAM
  • Support tool-tendering
  • Creating usage concepts or modelling guidelines
  • Implementing measures for data quality assurance
  • Support in the introduction of the EAM tool (technical design and implementation)
Methods + Tools
  • Stakeholder analysis
  • EAM implementation model
  • EAM process model for selection tool
  • EAM Process Map
  • Sample of requirement catalogs for tool selection
  • Market overviews and EAM tool studies
  • Technical metamodel as a basis for information-needs analysis
  • Business case methodology and tool
  • Change management tools
  • TOGAF et al frameworks as idea generators
Benefits
  • Expectations are realistic
  • Benefits and beneficiaries are known
  • Acceptance by key stakeholders is present
  • High data quality is achieved
  • Planning and maintenance processes are really experienced
References
  • International automotive company
  • Energy company
  • Large German utility company
  • Large international bank
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Conduct Enterprise Architecture Management (EAM) assessment

Did you expect more from your EAM initiative? Are you disillusioned after the initial euphoria? Then our EAM Assessment is exactly right for you. Our EAM assessment provides you a neutral evaluation of your current EAM implementation. We’ll show you where you stand, what you have accomplished, but also what remains to be done to realize the benefits of EAM.
Services
  • Conduct questionnaire-based interviews with a fixed number of EAM stakeholders
  • Identify strengths and weaknesses of the current implementation without any pre-determined result in mind
  • Develop company-specific recommendations for action
  • Create a rough implementation plan (roadmap)
Methods + Tools
  • EAM assessment tool (Excel-based)
  • Standardized questionnaire
  • Road-Mapping
Benefits
  • Neutral and external assessment of their EAM initiative without bias
  • Quick initial results and assessments
  • Concrete recommendations for action for
    • The organization and role of EAM
    • Care processes and dovetailing
    • Use of tools
References
  • International automotive companies
  • Energy companies
  • Large German public services company
  • International bank
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Design, optimize and introduce Project Portfolio Management (PPM)

Are you selecting the right IT projects? So that you can answer this crucial question, your PPM must be correctly positioned, organized and supported by appropriate tools. Effective project portfolio should be aligned with the corporate strategy and the business model. Otherwise, it would degenerate into tokenism without any real benefit. By creating transparency PPM intervenes in existing power structures. For your success, we first create harmonious conditions and ensure that your management team pulls together.
Services
  • Analyzing stakeholders (groups)
  • Performing PPM assessments
  • Developing prioritization methods
  • Creating requirements catalogues for PPM tool
  • Creating requirements catalogues for PPM tool
  • Support PPM tool-tendering
  • Support in introduction of PPM tool (technical introduction)
  • Defining and introducing PPM processes
  • Defining and introducing PPM organizational structures
Methods + Tools
  • PPM-assessment tool and best practices collection
  • Structured questionnaire for PPM assessment
  • Sample of requirements catalogue for PPM tool
  • Criteria catalogues for prioritization
  • Test cases and status models in PPM (inter alia, apply for a project, architecture review, prioritize projects, …)
  • Examples of value driver trees for strategic positioning of IT investments
Benefits
  • More successful and less unsuccessful projects
  • Less burden on key stakeholders
  • Projects aligned with corporate objectives and strategies
  • Shortened decision-making and control processes
References
  • IT service providers
  • Car manufacturers
  • Large German bank
  • Energy company
  • Automotive supplier
  • Large public services company
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Conduct Project Portfolio Management (PPM) assessment

According to the TU Berlin 80% of decision-makers claim that projects are becoming increasingly important for their companies. Are they still often the only instrument to implement new strategies and bring about necessary changes? Why then is the Project Portfolio Management often not equipped with the necessary governance and is quantitatively understaffed? Why do the responsible managers invest so little in selecting the right projects? Our PPM assessment provides the answers. We have successfully applied it in PPM environments of 50 up to more than 1,000 projects per year.
Services
  • Conduct questionnaire-based interviews with a fixed number of PPM stakeholders (360° interviews)
  • Identify strengths and weaknesses of the current PPM organization, design and tool support without predetermined results
  • Develop company-specific recommendations for action
  • Create a rough implementation plan (roadmap)
Methods + Tools
  • PPM assessment tool (Excel-based)
  • PPM reference process
  • Prioritization methods (scoring, value drivers, NPV, ..)
  • PPM success factors database
  • PPM best practice collection
  • Benchmarking data (Source: TU Berlin)
  • International PM, PPM and MPM standards
  • PPM-Roll-O-Mat
  • Road mapping
Benefits
  • Benchmark your PPMs
  • Clarify and further develop the role of PPM
  • Gaps in the assessment of the PPM are clearly visible (between different stakeholders)
  • Concrete, i.e. company-specific recommendations
References
  • Energy company
  • Automotive supplier
  • Large public utility company
  • Toy manufacturer
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Design and introduce multi-vendor management (MVM)

Vendor and contract management is extremely important. Especially in multi-sourcing approaches. It represents the basis to exploit the potential of IT outsourcing in the best possible way. A suitable and good contract is the critical for MVM to succeed. But not everything can be regulated or achieved by the contract. It requires qualified IT managers with experience of the operational contexts of IT and also functioning planning and control processes with the involvement of suppliers. And we mean a partnership-like and competitive involvement.
Services
  • Defining the role of MVM
  • Building vendor governance structures
  • Develop supplier portfolios with individual profiles
  • Determine vendor risks
  • Creating market overviews
  • Developing and implementing vendor and contract management (e.g. service reviews, performance reporting, escalations, backlogs, contract changes, financials, accounts payable, …)
  • Synchronization of service processes (operational integration)
  • Establishing customer-satisfaction surveys
Methods + Tools
  • Ardour IT Vendor Management Framework
  • Standardized role descriptions
  • Collection of KPIs for supplier management (scorecard)
  • Tool for tracking the contract obligations (obligation tracking)
  • Service integration and management framework
  • ITIL in multi-vendor environment
  • Checklists for cloud-based service levels (management)
  • Contract principles in a multi-vendor environment
Benefits
  • Contract and vendor management is able to function and actively controls IT service provider
  • Transparent contract landscape
  • Services, contracts and processes synchronized
  • Better performance is achieved
  • Shorter escalations, less top management involvement
  • Service Levels are transparent and gaps are closed
  • Minimized finger-pointing
  • Administrative contract and vendor management tasks are outsourced
  • Cost/benefits MVM are optimized
References
  • Energy company
  • Logistics company
  • International aviation group

Your contact person at Ardour for IT governance

Do you have questions about IT governance, IT organization or management of IT project portfolio?

We are at your disposal for your questions or suggestions.

Michael Maicher

Consulting focus for IT governance
Organizational analysis, optimization of operational IT processes, reorganization of IT areas, optimization of planning and control processes in the IT, EAM, PPM, designing of IT governance models

Selected clients
Daimler, Deutsche Bank, E.ON, BMW, SW München, SW Augsburg, SW Hannover

Jürgen Bonn

Consulting focus for IT governance
IT governance models, Enterprise Architecture Management, EAM-assessments, project portfolio management, PPM-assessments

Selected clients
Daimler, BP, Porsche, VW, BMW, Credit Suisse

Dirk Schreier

Consulting focus for IT governance
Organizational analysis, optimization of operational IT processes, reorganization of IT areas, optimization of planning and control processes in the IT, PPM assessments, designing of IT governance models

Selected clients
Daimler, KVN, TUI, E.ON, SW München, SW Heidelberg, Martha Maria

Still have questions?

You have questions or feedback?
Contact us by phone and ask our experts
your questions.

+49 6151 7873 180