Support for the implementation of a major IT program
Support for the implementation of a major IT program - Interim manager - Interim IT Manager
Context & Objectives
A retail group wants to modernize its centralized information systems operating stores in distributed mode. It is launching a major project capable of providing an end-to-end service aimed at replacing a set of specific solutions developed over time. A significant number of IT failures are affecting operations, and the climate is tense between the IT department and users, who complain about a lack of responsiveness and a wait-and-see culture.
The Group decides to bring in a high-level IT Director on a transitional assignment to consolidate user needs and ensure that the internal IT management teams will be able to provide the expected service.
Mission
The mission was carried out in several stages over a period of three years as the new solution was delivered and implemented.
The first step was to define the expected service levels and identify possible service disruption scenarios, assessing the risks and probabilities of occurrence. The actual service levels were then compared with the expected levels and the differences were measured. Possible trajectories could then be modeled. With regard to service disruptions, the countermeasures applied up to that point were evaluated and improvements were proposed to avoid discontinuities. Several governance meetings were held to manage the decision-making process regarding the choice of the right trajectory, the service and performance levels of the solution's functionalities, and security measures. The SLAs were then drafted.
The Manager also provided significant methodological support to the teams responsible for carrying out the IT work and organizational changes after they had been approved by the Group. Finally, the Manager supervised the acceptance of the various IT components of the solution, and service simulation tests were put in place.
Results
The interim Manager was involved for a period of 36 months, from the preliminary project to the validation of the organization and the acceptance of a large part of the IT components developed. The system gradually went into production from the second year onwards.
After a month of preliminary work, the first steps were carried out over a period of several months and revealed significant flaws in the organization and processes of the IT department in relation to the expected service. The scoping and presentation of possible trajectories took five months, which enabled management to understand the actions needed at the organizational level and to precisely define roles in parallel with the IT investment plan.
Methodological support was provided over a period of 18 months, during which around 100 actions were reviewed and a large number of them were validated. During this period, the organization was restructured, which made it possible to coordinate teams that had previously had difficulty communicating.
Senior management noted the rigorous approach and high quality of the roadmap developed by the manager during the assignment. This roadmap helped strengthen links with the business lines and enabled a rapid transition to run mode once the actions had been validated. The manager's role was handed over to the technical director, who understood the importance of maintaining momentum. A few new hires then helped strengthen the quality of supervision.
