APPLICATION Consulting
Leaner IT for stronger business performance
A company’s processes are supported to varying degrees by a range of applications. These applications must be orchestrated and operated throughout their entire lifecycle – broadly speaking, ‘Plan, Build, Run’.
We ensure a jointly agreed approach – for example, a shared backlog, standardised KPIs, clear responsibilities – which enables the effective management of the application landscape across all applications, regardless of whether these are SAP ECC or S/4HANA, Salesforce, ServiceNow or other solutions, including those developed in-house.
In doing so, we bring not only a structured approach but also our many years of experience and an eye for what really matters. The selection of the appropriate technology and the specific approach is guided by the added value it brings to the process and the business.
The starting point is a detailed environmental analysis. This forms the basis for the enterprise architecture, which consistently links processes, data and systems. The Operating Model defines the framework within which service delivery takes place. The components are as follows:
The environmental analysis, taking into account influencing factors such as strategy, legacy issues/experiences, gaps, etc. This reveals the impact of objectives, rules, ongoing initiatives, dependencies and legacy issues, and identifies gaps.
The documentation of the Enterprise Architecture includes all objects and their relationships. Relevant objects and relationships are clearly documented; the current and target states are described and integration rules are bindingly defined.
The Operating Model describes the structuring of service delivery in IT: the management system for processes, organisation, technology, data and information, suppliers and governance.
We provide support throughout the entire lifecycle of an application landscape – including individual components – from the initial assessment to continuous improvement, and our approach ensures consistency within the overall context.
The starting point is an application assessment to evaluate the current state of the applications (maturity, efficiency, effectiveness, costs, process coverage, etc.). This is followed by a roadmap for the application or application landscape, including a plan for change management.
This is followed by implementation, which involves the introduction of new applications or optimisations and updates to existing applications. The framework is established through appropriate governance to safeguard the operation of the solution.
This is complemented by our modules: (interim) management to build internal capabilities within the company and coaching with external experience and expertise, as well as (continuous) improvement for ongoing enhancement within the framework of the regular change management process through the removal, introduction or replacement of existing functions.
We assess whether a company has a solid foundation – comprising organisation, processes, data, operational strategies and risk management – for the successful management of its application landscape. Where necessary in consultation with the client, we either supplement this foundation to focus on specific tasks or develop it from scratch.
An important component of the foundation is the organisation, which defines tasks and responsibilities within the organisation, as well as roles, accountability and decision-making processes, and embeds ownership in day-to-day operations. In addition, process management is a key component, which ideally comprises a multi-level process map with sufficient detail, within which applications and responsibilities are linked and
measurable objectives and control mechanisms are clearly defined. A final building block of the immediate foundation is data management, within which the source and use of master and transaction data are documented, and quality and ownership are ensured.
Another factor influencing the foundation is an operational/sourcing strategy that encompasses SLAs, availability, competence development and its assurance, etc., but also includes clear guidelines for balancing standard solutions against customer-specific solutions. In parallel, risk management ensures, through classification and processes, that risk appetite and mitigation, etc., are defined, roles and processes are clear, and measures are linked to compliance aspects.
Contact
