The existing outsourcing contract included almost no mechanisms for the client to control the IT service provider (service processes, service level agreement, IT governance). This caused annual IT cost increases of 20 % in average without measurable added value of the IT.

Standardization of IT infrastructure

Sector

Social economy (education, health, assistance, work)

Project sponsor

Head of division ICT

Challenge

The existing outsourcing contract included almost no mechanisms for the client to control the IT service provider (service processes, service level agreement, IT governance). This caused annual IT cost increases of 20 % in average without measurable added value of the IT.
The lacking quality of IT services resulted in the users being very dissatisfied and in self-help.

Reasons

The decentralization of the enterprise into 23 organizations with more than 130 companies at more than 300 locations called for an extensive reorganization of the heterogeneous, historically evolved IT infrastructure and IT services for the optimal support of the business processes. IT services were in part provided centrally or in the individual organizations.

Vision

Sustainable transparency of and ability to plan the IT costs, enhancement and measurability of the service quality and continuous efficiency increase and scalability of the services are to increase the added value of the IT to the company's success.

Our contribution

  • IT benchmarking
  • Provider selection, elaboration of an IT framework contract and service descriptions
  • Generation of the architectural concept for the standardization of application operation, networks, telephony and desktops (Windows 7, Office 2010) (40 man-days)
  • Design and implementation of IT service processes on the basis of ITIL v3
  • Roll-out and transition management
  • Overall project management

Results

  • Significant performance increase at same cost
  • 100 % IT cost transparency through defined order processes (web shop) and change management
  • Central invoice on the basis of asset management
  • Standardized IT service processes on the basis of key data and reports
  • Virtualized and scalable IT application operation
  • Establishment of an IT governance organization

Managing complexity

„Priorities of Insentis are strategy development, personal coaching and targeted management of large projects in complex situations.“

Dr. Roland Schütz, EVP Information Management & CIO Deutsche Lufthansa AG, about the cooperation with Insentis GmbH (in german language)


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