Enabling A Proactive Business Model
Service Category:Business Transformation
Nihilent modeled the core and supporting processes and incorporated ITIL and CMMI best practices. It also established a framework for continuous improvement.
One of Africa’s major producers of chemicals and liquid fuels products, and a key player in the South African oil industry, this company deals with research, engineering and project management, technology and new business development, information, and logistics. The Information Management function at this enterprise provides all the strategic and operational IT/IM services.
THE BUSINESS CHALLENGES & IT ALIGNMENT
The company was facing multiple business challenges, the key ones were: It looked at transforming from a functional to a process-centric organization. It was also facing issues with vendor management and SLA compliance. Moreover, there was scope for improvement in IT resource provisioning and utilization and the requirement to comply with best practices process models, including CMMI and ITIL.
THE ENGAGEMENT WALKTHROUGH
Nihilent took on a multi-pronged approach and rolled out a well-meshed solution plan.
- Provide consulting and guidance on the design and documentation of business processes and procedures using Hammer’s Business Process Re-engineering (BPR) approach and integrated with CMMI best practices.
- Create, train and drive a process design team in the company that facilitates procedure documentation by the relevant process leaders and process teams.
- Help identify and pilot process, and guide in the mapping and gap analysis of these procedures against applicable CMMI process areas.
Carry out a CMMI pre-Assessment for the pilot area.
Nihilent modeled the core and supporting processes and incorporated ITIL and CMMI best practices. It also established a framework for continuous improvement and enabled a pilot process (Service Provider Management) and pilot Assessment to validate improvements in service quality and SLAs and Skills transfer and training on BPM and CMMI. If we look at the post-deployment benefits, organization change from a functional silo-based design to a process-oriented one, with the corresponding change in roles and responsibilities was achieved. The organization also gained improved reporting and review focus based on metrics and measurement. With all the deliverables, it led to higher team motivation due to involvement in designing own processes and improved service provider responsiveness with a focus on SLA compliance, root cause analysis, and proactive improvement measures.