Changes
How changes are requested, assessed, approved and introduced without putting operations at risk.
Services
IT Process Optimisation
Many IT departments work well and still make no headway: responsibilities are unclear, changes take too long, incidents end up in the wrong place. We organise IT management processes so that they hold up in everyday work.
Starting points
Where we start
Incidents and problems
How incidents are recorded, classified and resolved, and how recurring causes disappear for good.
Handover to operations
How projects hand their results over to operations, with documentation, training and clear acceptance criteria.
Roles and responsibilities
Who decides, who carries out, who is informed. In writing and traceable for everyone involved.
Reports and key figures
A few meaningful figures instead of long tables, so that management can steer.
Documentation
Process descriptions short enough to be read and precise enough to work from.
Approach
From as-is to to-be in four steps
Capture
We look at how work is actually done today and talk to the people who do it.
Assess
We name where time, quality or clarity are lost, and prioritise by impact and effort.
Reorganise
Together with your teams the new process takes shape: as simple as possible, as regulated as necessary.
Embed
We support the roll-out, train those involved and check whether the process holds up in everyday work.
Result
What is better in the end
- Clear responsibilities. Everyone knows who decides and who acts.
- Shorter paths. Requests and changes reach the right place without detours.
- Fewer queries. Processes are described and understood the same way by everyone.
- Traceable decisions. What was decided is documented and verifiable.
From practice
In the ongoing federal-state project
For us, process optimisation is not a theoretical topic. In the infrastructure and data centre project of a German federal state we optimise the IT management processes during live operations, alongside the project leadership and together with the teams on site.
Where are things getting stuck for you?
In the first conversation we narrow down which process offers the greatest leverage.