T. K. Hamann | Optimizing the Processes Regarding the IT Landscape for a Sports-Car OEM

Automotive & Mobility

Optimizing the Processes Regarding the IT Landscape for a Sports-Car OEM

Increase in efficiency and effectiveness of the processes regarding the planning, development and management of the information systems (IS) within the group

Definition of a clear and lean organizational structure (incl. committees)

Optimization of the management and the quality-assurance in IS projects

Identification of the rationalization potential of 10% (defined top-down by the board members) based on the internally bound capacity

Allocating the processes to the elements of the generic IT value chain ‘plan—build—run’ and categorizing the support functions (e.g. IS controlling, IS procurement)

Preparing the project and compiling the project definition

Analyzing the as-is situation:

Conducting rough analyses to identify and prioritize weaknesses along the as-is processes
Analyzing the prioritized weaknesses in detail
Recording the bounded capacity (as is) in full-time equivalents (FTE) in order to determine the base line for the computation of the rationalization target in absolute numbers

Shaping the to-be organization:

Working out concepts and approaches in order to overcome the prioritized weaknesses and pooling them into action fields/bundles of measures
Defining the to-be processes
Deriving the organizational structure (to be)
Allocating capacity to the to-be organization

Preparing the implementation and developing an action plan incl. dates, responsibilities, budgets, etc.

Supporting the implementation:

42 top weaknesses identified; 6 action fields prioritized; 5 design concepts across processes defined

Processes, functions and roles brought in line with the Standard IT Infrastructure Library (ITIL)

To-be processes and organizational structure adjusted

Targeted rationalization potential identified and realized through 8 work packages over a longer time period