The client is the world’s leading manufacturer of both planes and trains.
The rail division has 60 production and engineering sites in 28 countries with over 37000 employees. Its portfolio covers the full spectrum of rail solutions, ranging from complete trains to sub-systems, maintenance services, system integration and signalling.
Standard office and browser packages, Networking & Storage Solutions, Remedy Service Desk & Atrium, MS Project Management & Visio, ARIS, Solution Manager, newscale, Lotus Notes, IBM
ITIL3.0, ISO 9001, TOGAF, COBIT, SixSigma, BPMN, PRINCE2
Undergoing a transition form a single-vendor to a multi-vendor environment, the client has decided to propagate its IT strategy through a fresh outsourcing strategy for its IT services through various partners located acoss the globe. Amid a data centre migration, the infrastructure and certain application and their architecture needed to be managed remotely from a service provider in India, using internally developed and implemented processes. The aim was to design relevant processes, implement these in the according tool landscape, and transtion these to a remote control centre vendor team in India.
The RIM team needed to be setup and trained from scratch, ensuring proper and efficient operations of the new RIM control center. PAAN-Group Consulting has taken over the Program Lead and ITSM Process Lead roles for ensuring the processes, tools, and people can effectively manage the new support function within the boundaries of the agreed SLA framework. The entire handover and training aspects of the new team located in India were also considered.
From a Program Management perspective, the risks and dependencies amongst the various projects had to be dealt with during project planning and execution.
More than 20 processes were globalized and centralized within the client's core operations team, ranging from the design all the way to the support stages of the service life-cycle. This included drafting the processes and implementing these in the new Remedy tool, which in turn had to be configured in accordance with the service levels. A service integration concept ensured seemless end-to-end operations with clear roles and responsibilities assigned amongst the different vendors.
The client has almost 150 years of experience in professional real estate financing and close ties to the largest savings banks finance group in Germany. This makes the client one of the leading German real estate and bond certificate banks. With its main focus on customer-centric and standardised future-oriented processes, the bank is faced with challenges of continuously undergoing transitional changes with strenuous demand for strategic alignment. The bank is headquartered in Berlin and operates numerous offices spread across other locations throughout Germany, as well as in Amsterdam, Paris and Warsaw.
Standard office and browser packages, Novel Networking, Novel Telephony, Novel Service Desk, Blue-Ant Project Management, Solution Manager, SAP Hanna / DHW
ITIL 3.0, COBIT 5.0, ISO 14001, MaRisk: AT 4.3.1 und AT 7.2. Tz. 2 (BAIT), § 25b KWG, AktG, ISM, BSI
The starting point and trigger for the IT strategy was the client’s overall business model, which aims to place the bank as one of the leading real estate financial service provider within Germany. To accommodate such goals, the client had to implement a strategy, capable of accommodating the business needs of offering highly customized financial products to its customer, while increasing cost efficiencies and effectiveness of ist IT process- and tool landscape.
The solution was to choose the best suited “IT positioning” within the company to ensure the IT resources and initiavies are fully aligned and effectively governed within the IT department, while comprehensively capturing and reflecting the business requirements. The base of such approach was to derive the IT services and initiatives form a “collective” stance.
Subsequently, the top three priorities from which the strategic objective were derived from were:
- Business Process Efficiency & Effectiveness
- System Automation
- Platform Digitalisation
The IT strategie brought the IT department closer to the individual business departments, allowing for a better understanding of the business requirements. This in turn strengthened the strategic partnerships. The departmet's new stance and position also placed focus onto performance and innovation bringing quality and service delivery to the forefront.
Additionally, the new IT strategy resulted in…
- A clear position of the IT function within the overall organisation
- A better understanding within the business of the value-add activities and
solutions provided by the IT department
- Transparent guidelines in regards to future decisions-making
- Concerted implementation planning transferrable onto the goals of the
individual IT Teams
The clients was a German geospatial information provider focused on assisting in management decision-making through services based on their own Earth observation imagery. The company operated a five-satellite constellation producing 5 meter resolution imagery offering know-how in satellite image analysis and business consulting. Today, the client's brand name refers to the constellation of 5 earth observation satellites owned and operated by a California-based geospacial information provider.
All OpenSource Technologies. SuSe OS, OpenOffice, OpenSource Ticketing Tools, Wiki and Collaboration Tools. OpenGroupware Technologies
ISO 9001, ISO 9005, TQM, SixSigma, ITIL3.0, Problem Failure Detection Mode (PFDM)
The client products and services demanded a reliable and trustworthy customer-centred management system with quality as the dominant driver. The goal was to enhance the internal processes and market profitability of the company.
The solution was to implement a Quality Management System (QMS) in line with ISO 9001 norms. Due to the complexities of orbital satellite operations, the QMS was extended to ISO 9004 norms, ensuring the base for solid quality management concepts and company-wide quality practices.
The QMS implementation and internal auditing procedures resulted in a successful TÜV audit and subsequent accreditation and re-certification of the ISO 9001 certification. Additionally, the certification enhanced the customers' perception of a sturctured and professional approach to producing and delivering high quality products and services. The QMS itself lead to an integration of quality control mechanisms within the company's daily decision making process.
The clients is Germany's largest public limited company providing identification and security services rooted in the secure identification of citizens, customers, employees and systems in both the analogue and digital world.
In addition, its subsidiary is the largest accredited and qualified trust service provider in Germany. The company is a pioneer in the field of secure electronic identities and is among the few German trust service providers listed by Germany's Federal Network Agency (Bundesnetzagentur).
Standard Office software, MS Visio, MS SharePoint, MS Project, Jira, Confluence, Voxtron Communications, Remedy Service Desk
ISO 20000, ITIL3.0, PRINCE2, Agile Project Management, BPMN,
Due to capacity forecasting and new product placement, the client urged to extend its customer contact centre services through a near-shoring strategy. A new contact center needed to be setup, including the staffing, process and tool implementation. The inter-European legislation adherence was one of the main drivers in the planning phase. The situation also demanded strict security regulations to support the company's products and manage highly sensitive data beyond German geographical borders. Additionally, the intricate legal and export control aspect of such data and knowledge exports needed thorough consideration.
The solution was to extend the function of the first line support onto the client's new near-shore support centre and gradually phase out the support scope thereof until the desired maturity and quality levels have been reached. Furthermore, the primary e-Government services were transferred to the new contact centre second and third line support teams, including all vendor management tasks. The technical solutions have been fully integrated into the local infrastructure, taking into consideration all legal and export control requirments placed onto this particular setup.
The results were a seemless and well orchestrated support case-handling by well trained and German speaking staff from the client's new near-shore control centre. The cultural and people aspects have been emphasised throughout the project resulting in cultural acceptance and excellent communication amongst the team members across the different locations. Moreover, the customer satisfaction increased due to shorter resolution times and an overall increase in the quality of customer service.
The client is an online network and collaboration provider with social media and networking capabilities within the creative industry. Committed to help the individual and company grow their professional network, the company's unique offer lies in drawing together the core people to work together on a wide range of projects and productions within a specialized community.
Standard Office software, Teamwork, MS Visio, PHP, HTML, CSS, MySQL, API Interfacing
ITIL3.0, PRINCE2, Agile Development, Agile Project Management, SCRUM/Kanban
The company has decided to create an online platform which provides users with an easy way for an exclusive online presence, helping the user grow their network and attract new partners and potential customers. The situation demanded comprehensive project management skills and included drafting the full scope of features in consultation with the client. The functional specification needed to be translated into technical requirements and the development and testing progress tracked accordingly. In addition, the contractual framework and support structure with various service providers had to be drafted, reviewed and put in place.
The solution was an agile approach to project management, aligned with PR and marketing campaigns of the company. The selection of vendors was based on the client's requirements in terms of future scallability and customization possibilities. These requirements called for a customized solution however, based on industry-standard IT frameworks, development methods, and managed hosting services.
The project resulted in the successful deployment of the planned features of the platform. This enabled the company to attracked new users and consequently enhance their innovative production services and networking capabilities, drawing back onto the platform's growing online user base and their subsequent participation.