Success story - Public body for economic development
Governance and change management for a multi-vendor digital transformation programme
Izertis provides support in the supervision and coordination of a digital transformation programme delivered by multiple vendors, ensuring the operational continuity of systems in production and the transition towards a single and integrated environment
The project
The organisation was undergoing a digital transformation process aimed at two complementary objectives: ensuring service continuity through the operation and maintenance of existing systems and moving towards a new integrated system that would unify its operations within a single environment, aligned with the regional administration’s corporate platform to which it reports and integrated with its cross-functional services.
This challenge was structured around an ecosystem involving several service providers, with concurrent activities and cross-dependencies. In this context, the programme’s success depended not only on the technical execution of each contract, but also on the existence of a governance and monitoring model, control mechanisms based on indicators, effective coordination procedures, and change management that would ensure the commitment and training of internal users.
As part of this programme, Izertis is providing methodological and planning support, assisting the organisation in the control and monitoring of the initiatives.
The challenges
Oversee and coordinate the implementation of activities involving multiple suppliers, departments and simultaneous tasks
Implement a monitoring and control model that provides real visibility of progress
Establish a balanced scorecard with indicators that are comparable and stable over time
Strengthen the organisation’s capacity for portfolio and project management
Support change management to ensure adoption, commitment and effective training of internal users in relation to new systems and ways of working
The solution
Izertis structures its support by combining a model, regular monitoring and project control, integrating management tools and reporting mechanisms to aid decision-making. To this end, it defines a model for monitoring and controlling the digital transformation process, designed to regularly monitor, supervise and report on the progress of initiatives, incorporating a system of key performance indicators (KPIs) that enables the measurement of project and initiative delivery.
On this basis, a Balanced Scorecard (BSC) approach is adopted, which translates initiatives into operational terms and enables an indicator-based management model for the strategic management of the process.
To strengthen execution capacity, Izertis also defines a project monitoring and control procedure that includes the coordination of suppliers and the organisational units involved, continuous monitoring of progress and the preparation of monitoring reports for each supplier.
Across the entire programme, Izertis supports the organisation in change management, with a focus on the adoption of the new system by internal users.
The result
Thanks to this support, the organisation now has an operational and methodological framework for governing and controlling its digital transformation process, which is particularly valuable in multi-vendor scenarios. The monitoring model, based on regular reporting, provides real visibility of progress, whilst the balanced scorecard enables initiatives and projects to be monitored in a consistent manner.
The project coordination and monitoring framework also strengthens control over deliverables, risks and the quality of execution in a multi-vendor environment, whilst the support provided for change management helps to ensure adoption, commitment and training of internal users in relation to the new systems and ways of working.
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