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The client had disparate technology organizations come under a single leadership. There was little repeatability of process and the organizations functioned under a “personality dependent” rather than process dependent approach to serving the customer base. Many contract resources had been deployed for a lengthy time and held significant subject matter expertise and intellectual property. IT leadership desired to integrate the separate organizations, establish shared services, preserve intellectual capital, achieve process improvements, and reduce the overall contractor footprint.
By implementing a shared services model for selected IT functions
By employing Knowledge Management processes and tools
By re-engineering delivery processes, to leverage best practices and instill repeatability
