Application development teams gain access to an intuitive, reliable set of architecture document
Accenture was asked by a major US telecom company to help define the architecture of a multi-million dollar systems integration program by supporting efforts to document the details of every interface in scope. Complexity, pace and churn of the development life-cycle paired with traditional methods of diagramming made the artefacts difficult to maintain and update. As a result, it took weeks for a team of experts to validate hundreds of diagrams, while dozens of application development teams waited for the results.
Accenture was able to leverage the Casewise suite of products to create high performance processes for the architecture teams. We enabled our client to enhance their support for the principal architects and application teams by using:
With the new processes in place, we immediately demonstrated increased accuracy in the architecture deliverables and decreased maintenance efforts in securing updates. Moreover, we reduced the time spent on validating each architecture phase from two weeks of all-hands meetings to two days of targeted breakout sessions. As a result, the application teams using the documentation always have an easy-to-use, intuitive set of artifacts that reliably reflect the program’s current scope. Building on our early successes, we are mapping objects to the eTOM framework and aligning with other internal group using Casewise, integrating business process flows with system diagrams to create a single enterprise architecture view, and documenting our current approach so it can be re-used on programs across the corporation.
Three key departments within BNP CIB, with similar objectives, are facing more and more complex and specific challenges:
These three projects are based on a unique repository in order to gather all the information related to the different activities of BNP Paribas CIB. This repository allows the mapping and storage of Processes and Systems thanks to Corporate Modeler in order to:
Using Corporate Modeler and its modules, BNP Paribas CIB managed to:
Having evolved the utility business over 100 years, Edison’s real estate function was being challenged by maintaining current service levels and scaling its capabilities to future needs, due to the following reasons:
Edison retained Deloitte as their management consultant to help them craft a solution for this systemic problem.
As part of Phase 1 of the project, Deloitte identified numerous people, process and technology challenges. As part of the next step, a prioritization of issues and challenges was undertaken which resulted in identifying the need to focus on process first.
Phase 2 involved an 8 months business process mapping and improvement exercise utilizing Casewise Corporate Publisher, to map out core processes, key roles and responsibilities, process risks, current and future technology enablers and required organizational changes.
Phase 3 consisted of developing supporting frameworks to make the recommended changes lasting such as change management, technology selection, performance management and system integration.
Phase 4 involves implementation of a single and powerful common technology platform across the enterprise core processes.
Deloitte along with Casewise added significant value at Edison by:
Since 2005, an in-house spreadsheet application was used to manage all Governance, Risk & Compliance (GRC) processes, to measure the extent of compliance and identify areas for improvement. By 2007 it was clear Eneco needed a more sophisticated tool to increase efficiency, reduce duplication of management effort and facilitate greater involvement by the workforce, as well as providing a digital audit trail for all activity.
Three key objectives were identified for further improvement of the ‘In Control’ programme:
After a comprehensive review of the market-place, Eneco selected Casewise to implement a Control & Risk System to replace its spreadsheet application. Hendrik-Jan Sepers, Manager, Corporate Risk Management explains:
"We wanted a vendor with a flexible approach that could match our business processes. We felt that the Casewise solution would allow us to migrate our current processes to the new system with minimum disruption to the business and the workforce. We were also impressed by their solution’s ability to facilitate improvement in our self-assessment and audit processes.”
Eneco and Casewise collaborated closely to produce the Eneco Control & Risk System (ECRS), a single system that combines all significantly important control measures in a standards framework. In the past, these measures had been created, from the ‘top down’ by staff departments and focused on elements such as a well-functioning authority manual and the occasional preparation of a multi-year estimate.
However, the new ECRS was able to reflect the highly differentiated nature of Eneco’s activities, by designing a control system from the ‘bottom up’ for each element of the business. This not only increases the accuracy and value of the control measures, but also enhances the relevance of the system to - and its recognition by - the workforce, with a positive impact on willingness to apply the system.
An improvement engine is used for all material issues that impact the organization. This may include incidents, findings from selfassessments, findings of Internal Audit, Management Letters findings, issues raised by the external accountant and areas for improvement identified by other stakeholders, such as the tax authorities or the Office of Energy Regulation.
The framwork delivers:
This integrity and organizational culture form an important part of Eneco’s GRC framework. Risks that have consequences in the area of integrity are actively addressed. The GRC reports include a complete overview of all the compliance and integrity risks, including the control measures that have been implemented and an opinion regarding the effect of these control measures.
Any incidents in this area are also included in this report. The new system has also helped Eneco to align the GRC framework with the Internal Audit process, which focuses on providing assurance in those areas that introduce the major risks. Internal Audit now uses the information provided by the GRC framework as input for its risk analysis, during the exploration phase. As a result, recognition of the value of the audits by the business has increased and the efficiency of the process has improved, saving time and money.
The challenges was to describe the existing processes and to compose a model of them “as they ought to be” with reference to corporate rules of procedure. The task was further complicated given that the existing processes needed to be analyzed and improved and not just visualized. The processes could then be audited and continually enhanced resulting in the transformation of the formal model description into a real IT infrastructure.
To achieve the targeted goals, the team developed the basic functionality of the Casewise product portfolio, and transformed it into a customized, ready-to-use solution designed for the specific tasks amongst which were:
Amongst the items created were:
“The main result of the project was that due to the Casewise toolsets capabilities we got a relevant model of our company activities, including business processes and organizational structure patterns and the map of the processes in real time which in fact is a key tool for the management of the processes”, comments Ilya Rybakov the Head of the Methodology and Business Processes Corporate Development Department of MTS.
The Casewise toolset is now accepted as a corporate MTS standard for the processes management for the Group.