Process Improvement

Business Problem

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.

Verista Solution

Verista leveraged our Assessment and Roadmap
framework to assess the current situation and define
the desired future state. Existing delivery artifacts were
reviewed and over 80 internal resources participated
in discovery. The resources included IT leadership,
individual contributors, business stakeholders, and
executive leadership. In addition, we established an Employee Advisory Panel to support discovery and to
contribute recommendations. We assessed and delivered
recommendations pertaining to organizational structure,
re-deployment of resources, and process improvements
based on industry best practices.


Reduction in Headcount

By implementing a shared services model for selected IT functions

Preserved Intellectual Capital

By employing Knowledge Management processes and tools

Improved Connection to the Business

By re-engineering delivery processes, to leverage best practices and instill repeatability