Development of a strategic project for business improvement (growth) of the company

Business Requirements

The problem resolution time is insufficiently fast, there are too few people in IT to address both old and new user requests, there is no documentation on the IT system, applications are developed using a wide range of technologies by different vendors, they are isolated from one another, there is no integrated information system, application modifications generate new bugs and issues, process flows are broken, processes are not unified, there is no service catalog, and there are significant problems with reporting, etc.

Despite constant investment in ICT, business and IT are not aligned ("IT and Business Alignment"), meaning IT services (applications) cannot meet management's requirements.

Solution

The creation of a strategic business improvement (development) project takes 4 to 5 months (totaling 400 to 500 pages) and results in three documents:

Analysis and specification of the current state of the company (As Is)
Design of the future state (To Be): This involves designing the company’s Enterprise Architecture (EA) according to TOGAF, including the design of Business Architecture, Data Architecture, Application Architecture, System Architecture, and Security Architecture.
Action plan for implementing the entire EA over the next 2-3 years: The action plan includes 50 to 70 projects with defined budgets, timelines, and implementation methods.

A strategic business improvement (development) project is essential for approaching the construction of a modern information system in a planned, comprehensive, and organized manner.

Infolink has a team of top engineers with decades of experience in various industries and business systems in Serbia and the region.

Benefits

The strategic project results in a long-term development (improvement) plan for the company’s business operations through the application of ICT.

In addition to the action plan, the project includes the specification and assessment of the current state as well as the company's maturity level in terms of business process automation; the company’s Business Architecture project; the company’s Information System project; and the company’s Technical Architecture project (ICT infrastructure).

The project clarifies to the company’s management that building an Enterprise Architecture is one of the most complex endeavors in the company, which must be carried out over several years continuously, with significant risks of failure, and requires a substantial budget. Typically, management’s prior understanding is completely the opposite.

It enables a well-planned and comprehensive approach, with well-organized and well-managed further development of process automation in the company through the application of ICT.

References