Care Automation

Competence Overview

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Care Automation is consulted by small, medium organisations and multinationals to temporary support project on the edge of business and/or IT demands at strategical, tactical and operational levels.

During the last years we are focussing on strategy design concerning international data centers, merges, alignment and optimisation of business processes as service management/service desks, ERP and CRM.

End to end responsibilities: audit, process improvement, initiation, execution and hand-over:
- business process management
- business cases, HR & company restructuring, different sourcing models
- implementation of end to end solutions, service transition, change management
- optimisation of workplace solutions
- IT infrastructure related projects

2010 - IT Audit / Optimisation

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• Audit, FMEA & BPM of service management processes / service desk, workplace solutions and its sourcing model.
• Set-up communication plan to address short & long term improvements to increase customer & employee satisfaction and cost reduction (levels: operational, tactical, strategical).
• Transition towards a sustainable environment “the green concept” to become lean; first time right

2009.08 - Advisor - Business Transition Manager ERP / CRM

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• Value stream mapping of the business process (activity based cost)
• Determine the current & future state (organisation, processes, services, production)
• Derive the benefit, appy lean management for cost analysis
• Derive functional & technical requirements, determination of use cases
• Collect the service delivery, quality levels, risk mitigation plan
• Consolidate the RFP (business case consolidation), BID management
• Map the business requirements onto an IT solution
• Risk management (identification, analysis, framework definition for mitigation, planning, communication)
• Change management to introduce the solution (activities, tasks, processes)
• Search & selection of the ERP / CRM solution (software / infrastructure, maintenance, license), coordinate the RFP, contract mgnt

BENEFIT:

• Put in place lean manufacturing methods to reduce cost of production
• Uniformed the processes towards an ERP lifecycle

2008.10 – 2009.07 / Business transformation manager - ITIL / Set-up of Service Delivery Management

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1) Phase audit
• Assessment of service management policies for card processing
• Fit / Gap analysis for 3 service desks in 3 countries (Belgium, Germany, France)
(processes, procedures, tasks, activities, organisation, data, applications, tooling, SLA/SLM/KPI)
• Determine the roadmap for implementation of a uniform approach of ITIL service management from a governance approach
• Negotiation with all localised stakeholders for 1 common approach: Global Operational Model

2)Phase implementation
• Governance approach (international alginment at 3 service desks) of
- processes
- tooling
- organisational layer (restructuring)

3) Phase transition
• Transition of service management processes
• Transition toward virtualisation of service desks

BENEFTIS:
• Cost reduction of the operational model amongst 3 countries.
• Installation of a virtual service desk

Phases: end to end

2008.06 – 2008.10 / Merge of CRM solutions Program & project mngt

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• Project management of a corporate IT/IS migration of CRM layers of ABN Amro & Fortis
• Implement the program “Common Sales & Transaction Portal (CRM / Siebel layer) for Commercial and Merchant Banking”
accessible through a Single point of Access to improve sales & services at all affiliates and enable cross-selling
• Transform and merge the CRM solutions to reduce the financial exploitation
• Key stakeholder & scope management of both companies.
• Risk management (primary & secundary business process identification, detailed analysis, framework definition for mitigation, planning, communication)
• Financial reporting

2008.01 – 2008.06 / CRM transformation – merge of sub companies

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• Strategy design to outsource the SW/HW platform, BPM, business case & ROI calculation, RFP coarse
• Redesign the workflow of an IVR Avaya call center
• Merge the CRM & IVR service desk architecture of 2 companies with a separated B2B & B2C channel to 1 common backbone
• Transform the ICT department into an outsourced model to reduce the daily operational cost

Phases: Preparation till Production cut-over

2007.10 – 2007.12 / Set-up document output – print management

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• Definition and roadmap preparation to implement document output management (create, generate, distribute) with ISIS Papyrus
• Collect all requirements to generate output (business & IT departments)
• GAP-analysis (workload to modify & streamline output streams)
• Budgetting & staffing

Phase: business requirements, preparation

2007.08 – 2007.10 / SAP process change management

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• Transformation of 5 International logistic centres into 1 multi division and multi country HUB
• GAP analysis
• set-up a trainings plan

Phases: transformation

2006.09 – 2007.08 / ITIL Transition & Change manager Set-up of Service Delivery Management

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1) Phase audit
• Assessment of the service management policies (processes, procedures, tasks, activities, organisation, data, applications/tooling, SLA/SLM/KPI) for 5 service desks in 3 countries (Belgium, the Netherlands, Luxemburg)
• Fit / Gap analysis for all sites
• Determine the roadmap for implementation of a uniform approach of ITIL service management from a governance approach
• Describe the continuity plans to manage risks (service desk failure, service management failure, process breakdown analysis, set-up mitigation approach, communication)
• Determine the roadmap to renew the concept “catalogue of services”, service design
• Negotiation with all localised stakeholders for 1 common approach: Global Operational Model
• Support the PMO/PSO for a team of project mngrs, give Prince 2 training

2) Phase implementation
• Governance approach (international alginment at 5 service desks) of
- processes
- tooling
- organisational layer (restructuring)

3) Phase transition
• Transition of service management processes
• Transition of disaster recovery & resumption planning
• Transition toward virtualisation of service desks

Phases: end to end

2006.01 – 2006.09 / Transition towards ERP

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1) Phase audit
• Audit of business processes purchase, logistics, organsiation, material management, financial flows incoming and outgoing, budgettering
• Advisor to align & centralise the business processes purchasing, logistics organisation, material management

2) Phase implementation
• Create financial visibility of budget spending, through implementation of the ERP concept for all products & services.
• Set up a strategy blueprint & business case for ERP SCM using BPMN
• Mapping the requirements onto SAP

Phases: Preparation, Blueprinting, Realisation

2006.05 – 2006.07 / ITIL audit of Service management

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• Audit of the processes of service management of Media Markt / Saturn
• Solution proposal to implement nationwide ITIL to improve Service Desk processes

Phases: audit

2005.07 – 2006.01 / ERP practice management

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• Determining vision, procurement, mission, strategies / objectives, staffing, business planning of the practice for CRM & ERP
• Profit & loss responsibilities
• BID management (RFI, RFP, proposal)
• Optimisation of the PPPM instruments (procedures, templates, techniques)
• Management coaching

2005.01 – 2005.04 / ERP- ITIL Process improvement SAP

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• Implementation of ITIL service management with mySAP
• Transition of the static SLA (paper procedure) towards a dynamic and integrated service delivery using mySAP ERP solution as ITSM tooling
• Data migration and conversion of the contracts to SAP tables

Phases: Preparation till Production cutover

2004.07 – 2005.01 / SDM ERP Business liaison officer

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• International service delivery manager
• Delivery of an ERP/CRM + hardware solution in Europe (logistics, purchase, sales, invoicing, stockage, delivery)
• Bridgehead between the customers in Europe (key-users, EDP managers, business) and resolver groups of IBM in India (program & project managers, technical responsibles)
• Economisation of the procedures applied to reduce the cost

2004.01 – 2004.10 / EDP transformation of consumer credit

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• Strategic transformation of the EDP environment (financial platform for consumer credit solution, back- & frontoffice) in order to improve time-to-market
• Empower the roadmap with the phases of RFI, RFP, vendor selection step, contract, hand-over to implementation)

Phases: Preparation till Production cutover

2003.05 – 2004.06 / ERP / CRM process alignment

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• Strategic program preparation of CRM implementation (business) for all departments Marketing & Sales, Finance & Accountancy, Logistics & Operations
• Establish of a proof of concept “how to implement CRM cross companywide”

2004.03 – 2004.06 / Process improvement, change management

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advise to
1) implement ETL tools for Data Ware House projects
2) implement quality management frameworks CMM / RUP / UML / Prince2
benefit and selection of case tools for IT-departments
• Improve Data Ware House projects
• Give Prince2 training

2000.03 – 2000.12 / CMS implementation

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• Transition from a paper model to an electronic flux between the hospitals and the social security to permit electronic validation of viability of patients
• Audit & roadmap design (business fit, GAP assessment, legacy interfacing) for a Content & Document Management System

Phases: Preparation till Production cutover

1981 - 2000 / technical realisations

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Typical technical projects with an end to end delivery (Phases: Preparation till Production cutover)

• Support Portfolio-, Program- and Project Management frameworks (design, implement and roll-out)
• Program management to implement the “Self Banking” and Credit Card (proton) protocols optimisation of the layer of financial institutions
• Design of the automotive SCM framework with SAP between France & Japan
• Empower the PMO/PSO by implementation of project management methodologies, give training, coaching, mentoring for Prince2, RUP, UML
• Implementation of subsets of CMMi: improvement of project development by means of iterative methodologies, RUP, XP
• Support in RFI, RFP, business case determination, P&L calculation
• IT Audit, selection and implementation of case-tool (data & infra)
• Implementation of an accountancy system to support the financial flow between the agriculture and the government using the Chestra approach
• Implementation of SAP SCM automotive at all Point Of Sales in Europe
• Several audits, implementations, transformations, migrations (infrastructure, databases, workflow)

Benefits & Realisations Infrastructure / IT management / QA / PMO

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Environment	Assignment	Result
Banking	Implementation of a front- & back office consumer platform for loans, credit risk management	Improvement of time to market of new products, adding the possibility of extra business channels (B2B2C)
Governmental	Transformation of business processes, IT change management for : organization, data, applications, change of HR staff), IT infrastructure alignment	Business processes purchasing, logistics organisation, material management are aligned & centralised to an ERP framework SAP
Professional Services	Quality & process improvement & implementation of project methodologies, CMM, RUP, Agile	PMO processes implemented through a uniform approach of any project (business or IT), Knowledge, tooling, processes and detailed work artifacts industrialised
Healthcare / Government	Transition of a paper model into an electronic flux between hospitals & mutualities	All hospitals are communicating through one common backbone (clearance of service delivery)

Approach

Benefits & Realisations Process Efficiency

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Environment	Assignment	Result
Engineering to order	Business Process Management, financial audit of business process, coaching towards implementation of ERP, conducting RFP, contract management	Determination of process maps, value stream, benefit & cost using lean manufacturing / management
Governmental	Transformation of business processes, IT change management for : organization, data, applications, change of HR staff), IT infrastructure alignment	Business processes purchasing, logistics organisation, material management are aligned & centralised to an ERP framework SAP
Waste management	program preparation of CRM implementation	All sites in Belgium aligned for processing waste management request on a uniform manner (marketing, sales, planning, production, invoicing)

Approach

Benefits & Realisations Operational Excellence

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Environment	Assignment	Result
Financial, Professional Services	Transformation & alignment of ITIL service management at affiliates in Belgium, France & Germany	Cost reduction of the operational model amongst 3 countries. Installation of a virtual service desk
Insurances	Transformation of business processes, IT change management for : organization, data, applications, change of HR staff), IT infrastructure alignment	Cost reduction of ICT (1 data centre for 2 business channels in stead of 2) Harmonisation of the service management operation of 2 companies towards an outsourced solution for front-, production, sales & marketing for data – IT – telephone and CRM.
Banking	International implementation and roll-out of ITIL service management, Transformation / restructuring of service desks	Process alignment of the framework for service management, tooling and organisational layer (Global Operational Model for 5 service desks). Increase the operational excellence.
Utilities / Energy	SAP Implementation of ITIL service management	Transition of the static SLA (paper procedure) towards a dynamic and integrated service delivery
Service delivery management for an ERP backbone	Establishing service delivery between European stakeholders, customers, ICT solution providers (Europe & India), outsourcing	Service delivery restored

Approach

Contact Us

2009-11-06T12:43:00.003+01:00

Tel	+32 11 76 26 46
Mob	+32 486 69 34 04
email	info@key2ict.com
Fax	+32 70 42 98 27

Advisory - Blog

2009-11-01T00:04:00.008+01:00

if PRINCE2 is should a good project management framework, why do so many UK government IT projects fail / overrun?

acquire some ITIL study material

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