The IT department Bahrain Phone Numbers List act not as a separate entity in the organization of the company, but as a transversal function, in contact with all the businesses and other support functions of the organization. IS tools that create this value are tools that improve: decision making ; customer satisfaction (internal or final); company performance Collaboration between the IT department and the businesses is essential to deliver innovative solutions allowing the businesses to gain a competitive advantage, promote business growth and increase the value created . Respond precisely to the expressed need … The perimeter of the chosen solution should be adjusted as needed. Its coverage must of course be high enough, at the risk of leaving a large number of

unmet needs. However, the coverage should not be too extensive either, at the risk of ending up with a disproportionate tool that it is impossible to build in a project: too heavy for the need to be met; of which only 20% of the possibilities are finally exploited but all of which must be built and maintained But have a clear and shared vision Misunderstanding, unrequited vision A client, who is used to building his own tools for his IS, started building a tool a few years ago to meet a legitimate need. But the tool did not have a clear and shared roadmap. When new needs were expressed vis-à-vis this new tool, new bricks were built to meet

Pay Attention To “Quick And Cheap”

them. And new needs have arisen again. The bricks thus piled on top of each other, and the tool became more and more complex and less and less coherent. Add to that a high staff turnover and almost non-existent documentation and you have a tool which, in addition to being complex and incoherent, is not very scalable and very difficult to maintain. Pay attention to “quick and cheap” Quickly hurts done Another client, a large distribution company, has developed a complete new IS, supposed to support the group’s new strategy by modifying relations with franchise stores. This new IS brought about profound changes in the


way stores did their business. Initially centered on a few pilot stores, the deployment was then to be generalized at a rapid pace. Only, we heard here and there that “the tool does not work”, that “the stores can no longer do their job” and that “it was better before”. Noises from the hallway mounted in mayonnaise which led the stores to stand up against the IT department and to refuse the deployment. continue the deployment like this continue the deployment differently (how?) stop everything The audit revealed that the tool’s reputation suffered from widespread “quick and cheap” deployment assumed. The schedule and

Do Not Hesitate To Think Outside The Box

workloads planned for the deployment were too minimalist given the realities on the ground. Costs have been reduced to a minimum in terms of training in new tools and change management . The teams in the field were certainly quickly trained in the use of the new tools, but not in the profound changes they brought about in the business practices. Users therefore performed the same business actions as before, but with tools designed for other business actions. It’s like trying to drive in a screw by tapping on it with the handle of the screwdriver: it’s not really the best way. Do not hesitate to think outside the box Another client, an ETI,

wanted to develop a solution allowing it to exchange views with its partners and to have a single channel of communication with them. The estimates made by traditional publishers were around 80 k €, a traditional budget for this type of project and for this size of company. But we put aside traditional solution vendors and worked with Google’s G Suite tools, significantly reducing development and maintenance costs , and therefore TCO. It was not the conventional solution, but it convinced the customer because it is more suitable given its cost, ease of implementation and ease of maintenanceof the catalog. It is important to

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