2. Agenda
• Introductions
• IT Project Management Basics
– The right methodologies
– Industry Best Practices
• IT Risk Management
– Thought Leadership
• Managing Application Support Risks
– Management 3.0
– Projects delivered on time with less rework
• Application Management Case Study
• Managing Project Risks
• How we can help
3. Introductions
Agenda
Computer Aid, Inc
•30 Years in IT Consulting Services Business
•Privately Held Entrepreneurial Organization
•3,000 Associates Worldwide
•$300 Plus Million in Revenue in 2011
•Offices in 34 U.S. Metropolitan Areas
•Global offices in Toronto, London, Sydney, and Kuwait,
Singapore
•Off-shore delivery: Philippines, China, Argentina,
Ethiopia, and India
•Headquarters: Allentown, Pa.
5. What is the mission of IT?
Deliver the Information Processing
Capability required by the business at
a cost that represents value
6. IT Services
• Implement, operate, and support
– Infrastructure (servers, mainframes, networks)
– System software and Tools
• Operating Systems
• Data Query and Reporting
• E-mail and Internet Access
• Application design, development, and support tools
• Design, build/purchase, install, operate and support
application software to support the business
• Store, protect and provide secure access to business
information
• Provide consulting services to the business
7. Dimensions of IT Management
• Strategy and Business Alignment
– Strategic Planning: Management Vision, Philosophy, and Objectives
– Business Planning: Identify Business Needs
– Portfolio Management: Initiate and prioritize projects
– Budgeting: Authorize with budgets and funding
• IT Services
– Technology Architecture: Languages, DBMS, Network
– Infrastructure Operation: Operations Processes
– Application Development: SDLC, Project Management, Standards
– User Support and Services: Help Desk, SLA’s
• Administration and Control
– Human Resource Management: HR Policies, Training
– Supplier Management: Purchasing
8. Dimensions of Project
Management
• Cost • Integration
• Schedule • Communication
• Scope • Human Resources
• Quality • Procurement
• Risk • Methodology
9. Dimensions of Operations &
Support Management
• Reliability
• Availability
• Capability
• Timely
• Responsive/Performance
• Flexibility/Adaptability
13. Risk Management
• Identify - scenarios for failure
• Analyze - likelihood and consequence of failure
• Plan - actions required to track and control risks
• Track - program performance against plan
• Control - risk issues and verify effectiveness
• Communicate and Document
14. Identify & Analyze Risks
• Strategic
– Does the business strategic plan address information
processing capabilities?
– Is there a reasonable budget?
– Does the Information Processing strategy directly link
to business goals and objectives?
15. Identify & Analyze Risks
• Service Management Processes
– Do the services management processes adequately address the
following areas?
• Change and Quality Management
• Incident and Problem Management
• Availability and Capacity Management
• Service Level Commitments
– What type of commitments does IT make (by area)?
– Are they reasonable?
– What scenarios would prevent IT from meeting the commitments?
– Can IT respond to changing requirements?
16. Identify & Analyze Risks
• Application Architecture
– Is the technology obsolete?
– Does the application provide flexibility to respond to changing
business requirements?
– Is the application reliable and available when needed?
– Does it handle spikes in processing volumes?
• Hardware and System Software
– What scenarios would impact this area?
– What is the required capacity, availability, and security?
– Do we have visibility of availability, reliability, and performance?
– Can faulty components be replaced?
– Can we identify trends?
17. Identify & Analyze Risks
• Application Operations and Support
– Do the applications provide the required capabilities?
– How often to they need to be enhanced?
– How often do they need to be fixed?
– What knowledge is required to operate and support?
– Are they reliable, flexible, easy to use?
– Is the technology obsolete?
– Can they be easily updated to support changing
requirements?
– What do they cost and what value is provided?
18. Risk Planning
• Define success or the “commitment to deliver”
(SLA’s, dates, estimates, scope)
• Analyze the “ability to deliver” including
processes, tools, infrastructure, applications,
staff, and knowledge
• Identify gaps or scenarios where the ability to
deliver will not be able to meet the commitment
• Identify prevention or response actions
19. Track Progress
• Is the available capacity for processing and
services aligned with the demand to meet
business needs without wasting resources?
• Are SLA’s being met?
• Are processes being followed?
• What is the level of quality and the reason for
defects?
• Is the staff size and their knowledge level
adequate to meet the service demand?
20. Control
• Is there a formal risk management process?
• Are all risks logged?
• Who owns the responsibility for ownership for
mitigation or prevention been assigned?
• Are problems analyzed to determine the risks
that have not been addressed?
• Is there a problem management process for
permanently fixing problems and eliminating
risk?
21. Communicate
• Is there a formal risk management plan?
• Are known risks communicated to the staff so
they can be aware of the risks?
• Does the business participate in the prioritization
and mitigation of risks?
• Are the causes and impacts of problems
communicated?
23. Application Risk Areas
• Do the applications provide the required capabilities?
• How often to they need to be enhanced?
• How often do they need to be fixed?
• What knowledge is required to operate and support?
• Are they reliable, flexible, easy to use?
• Is the technology obsolete?
• Can they be easily updated to support changing
requirements?
• What do they cost and what value is provided?
24. Background
• Mgt. 1.0 Hierarchical, highly filtered
information flow
• Mgt. 2.0 Empowered teams make
decisions
• Mgt. 3.0 Decision makers use virtual
control rooms that integrate hard
and soft data with best practices,
feedback loops and QA
25. Definition: Management System
• Flow of information in the business
to support decision-making and
control. Leverages knowledge and
data (e.g., opinions, judgments, risk
assessments, risk management,
intuition, best practices, quality
assurance, human knowledge,
decisions, hard data etc.)
• From first line management to top
management
• Not a computer IT system (e.g.,
ERP systems)
26. Current Management System: Decision-Making
Process Model
Hard Data
(IT, ERP,
DSS, BI,
DW)
Soft Data
(Human Decision-
Knowledge Making &
, Intuition,
Judgment)
Control
Best
Practices,
Quality
Assurance, Filtered Data
Rules Unfiltered Data
27. Management System
Information Flow Among Decision-Making Units
Innovation & Growth
Continuous Improvement
Operate &
Survive
28. Management 3.0 System
Morale
Hard Data
(IT, ERP,
DSS, BI,
DW)
Collaborati
on
Soft Data
(Human
Knowledge Control
Communicatio
, Intuition, Room n
Judgment)
Functions:
Best •Collect data
Alarm
Practices, •Filter data
Quality
Assurance,
•Create
Rules dashboards
•Create repository
29. Plan and Manage
• Inventory applications and their capabilities, availability
requirements, and redundancies.
• Implement application management processes to track
costs, changes, quality, and value to business.
• Identify missing or deficient capabilities and how
often they need to be enhanced. Initiate enhancements
to provide user-controlled configuration.
• Eliminate recurring problems by implementing fixes.
• Document required knowledge and facilitate
orientation or cross-training of staff.
• Identify solutions for replacing obsolete technologies.
• Develop a retirement strategy.
31. Management Capability
Control
•Were the services authorized?
•Did they deliver the correct result?
•Were standard processes followed?
•Were the services delivered on-time and on-
budget?
•Did the customer receive value?
34. Risk Analysis: Why Projects Fail?
Standish Chaos Report
• Incomplete Requirements 13.1%
• Lack of User Involvement 12.4%
• Lack of Resources 10.6%
• Unrealistic Expectations 9.9%
• Lack of Executive Support 9.3%
• Changing Requirements 8.7%
• Lack of Planning 8.1%
• Didn't Need It Any Longer 7.5%
• Lack of IT Management 6.2%
• Technology Illiteracy 4.3%
• Other 9.9%
35. The solution begins with accountability
• Who is responsible for managing project risk?
• Who is responsible for project success?
• Who is to blame for project failures?
• Does the IT project team have unrealistic
expectations of the business?
• Does the business have unrealistic
expectations of the IT project team?
36. Mitigating Project Risks
• Cleary defining Requirements minimizes changes and
re-work
• Establish an achievable Scope based on available
resources, budgets, and expected completion date
• Plan the project to avoid Resource downtime and
minimize schedule disruptions
• Identify Issues early to prevent problems and avoid the
resulting re-work
37. Will you be successful?
Effective Risk Management answers this question
• Required Information
– Timely and accurate project performance data
– Opinions/feedback from all participants
– Status of all open issues
• Risk Analysis
– Is the project on-time and on-budget for completed tasks?
– Is the project on-time and on-budget for active tasks?
– Has anything changed (scope, resource availability,
customer satisfaction, levels of overtime)?
– What is the reason and impact of the change?
– What is the impact of open issues?
38. Information Requirements
• Stakeholder and Team Communications
– Requirements
– Status
– Issues/Concerns
• Project Performance data
– Actual effort/cost vs. estimates
– Total Changes and the impact of changes
– Total Re-Work by reason (requirements changes vs. errors)
– Lost time due to schedule disruptions
39. Solutions
• Improve communications with all project
participants without disrupting progress
• Ensure compliance with processes
• Collect and analyze project performance metrics
to identify trends and new risks
• Efficient staff orientation to the project and the
management processes to enable agile staffing
• Establish accountability
40. How does CAI succeed?
• Repeatable Processes are used to manage requirements,
scope, schedules, risk, issues, changes, quality, and resources
• Tracer Service Management Tool provides visibility (metrics)
and status into all assigned activities across projects and
support
• Automated Project Office Answers the question “Will we
succeed?”
– Early identification of risks by conducting project health
assessments to analyze project performance metrics and
surveys of participants and stakeholders
– Validates compliance with processes
41. How does CAI succeed?
• CAI is a thought leader in PMO Goverance
• CAI has domain experts
• CAI does this as part of what we do
• CAI is an innovative organization focused on delivering
business values
44. CAI Managed Ser vices
• Application Support Outsourcing
– Assume full responsibility for support
– Fixed Price
– Service Level Commitments
– Continuous Improvement Commitments
• Application Development
– Fixed Price Proposals
– On-Time, On-Budget, High Quality, Warranty
• Help Desk Outsourcing
– Service Level Commitments
– Fixed Price
45. CAI Clients
Manufacturing Government
Retail Financials Transportation / Logistics
Services
Education
Insurance Utilities
47. Service Excellence Project
Objective:
Improve IT’s ability to meet or exceed commitments to the business
Year 1 Goal:
Increase value to the business by increasing time spent on
enhancements from 4% to 18%
Achievements
• Time spent on enhancements increased to 22.5% in 9 months and 36%
after 18 months
• Enhancement backlog was eliminated
• Application Problems and Support costs were reduced
• Business management received increased visibility and control of their
requested services, required hours, and cost
• Increased Customer Satisfaction
48. Risk Assessment Results
• Service requests were not logged
• Service Level Goals are not formally defined
• Most of the available resource hours are spent resolving
incidents resulting in a large backlog of projects
• Customer satisfaction was not measured but it was assessed
as poor based on informal feedback
• Most of the support management processes were informal
and team specific
• Knowledge was undocumented resulting in a dependence on
“hero experts for each application
• “Reactive” management because of limited visibility and
control
50. Resulting Business Value
• Increased quality, reduced rework and application problems, and
reduced support costs
• Improved process maturity
• Implemented metrics to support ongoing improvement initiatives
• Increased staff effectiveness and productivity
• Reduced risk
• Improved performance against commitments which improved
customer satisfaction
51. Case Study
Pa. Depar tment of
Transpor tation
Application Management and
Outsourcing
52. PennDOT Introduction
Provides Transportation Management for
the Commonwealth of Pennsylvania
Created in 1970 to streamline transportation management
Annual budget of over $6 bn of state and federal funds
Total 121,000 miles of state and local highways
Total 55,000 state and local bridges
Manage 40,000 miles of highway and 25,000 bridges
12,000 employees
11.3 Million vehicle registrations
8.7 Million driving licenses
Safety and Emissions control inspection programmes
53. Commonwealth Directive
“Do more with less”
Commonwealth Budget 2011-12
Balance budget with no tax increases
Refocus investment in core functions of government
Reduce general fund budget by 4% ($1.17 billion)
State spending overall reset to near 2008-09 levels
State agencies are directed to focus on delivery and reduce
administrative overhead
54. Success
76,500 Function Points added
0.2% defect rate
55. Case Study
State of Georgia:
Georgia Technology Authority (GTA)
ITBuzz: PPM/APO/Issue Management
56. GTA Mission
Vision
• A transparent, integrated enterprise where technology decisions are made
with the citizen in mind
Mission
• To connect Georgians to their government
Goals for FY 2012 - 2014
• Integrate Georgia Enterprise Technology Services (GETS) into a
seamless delivery model
• Establish IT governance that provides transparency
• Enable online services to meet the needs of Georgia citizens
57. GTA PPM Mission
GTA provides risk management for
Georgia's data and information systems
to ensure security, privacy, reliability
and protection of the state's
investments. The gap in agency
preparedness is a primary concern.
Agency management must put a higher
priority on planning and assuring and
protecting the systems and data used to
provide Georgia's citizens with critically
needed services. GTA continues to
assess, measure and report on state
agencies' performance in providing
programs to effectively reduce
information technology risk.
58. Project Assurance
In government, four out of five technology initiatives
will fail or not fully deliver on their initial promise. In
the last five years, the state has invested over $450 million
in large technology projects which, based on industry
trends, had a risk of costing the state $212 million more
than planned and delivering only 79 percent of what was
requested, with 29 percent of these projects cancelled
outright.
59. High return investment on projects
Project assurance is a structured review of technology
projects to evaluate and determine how they can be
successful. Project assurance looks at project organization,
sponsorship, plans, risks, issues, change, dependencies,
resources, and processes to determine how well they are
being executed in the context of the specific project, and
then makes recommendations to mitigate risks. It does not
conduct quality assurance of project deliverables but is
concerned with the way projects are being managed. It
provides line management.
60. Innovation
One key purpose of the IT roadmap is to ensure Georgia
agencies have access to the most appropriate IT to support their
objectives. New IT capabilities allow innovation of business
solutions. To take advantage of emerging IT capabilities,
agencies may sometimes need to make fundamental changes to
the way they provide services. Without the willingness and
knowledge to change, agencies will not gain the efficiencies and
productivity improvements from emerging business solutions.
GTA is working with a variety of state agencies to identify
opportunities for innovation that will be most valuable for the
state.
61. Press Release on GTA Website
GTA has established a contract with Computer Aid, Inc. (CAI) to provide a cost-effective, enterprise-
wide Portfolio Management Application. GTA will offer the tool, called Georgia Enterprise Management
Suite (GEMS), to state agencies starting Fiscal Year 2013.
"Agencies told us they needed help keeping large projects on track," said Tom Fruman, director of GTA's
Enterprise Governance and Planning Division. "We believe this portfolio and project management system
will give them insight they didn't have before. They will be able to monitor the health and status of
projects using a combination of traditional operational data and qualitative assessment data from multiple
stakeholders."
GEMS includes selected modules from CAI's project portfolio management application, ITBuzz Enterprise
Management Suite (www.caibuzz.com), which provides visibility and analytics for the purpose of risk
alerts and avoidance. GTA has opted to use the Portfolio Management, Automated Project Office, and
Issues Resolution Management modules. ITBuzz is built on a platform called Advanced Management
Insight (AMI), which allows for rapid development of industry-specific applications and enables users to
build highly customized solutions and robust management information systems quickly and cost
effectively.
CAI has been in business since 1981 and is headquartered in Allentown, PA. The company has more
than 30 offices throughout the United States, Europe, Canada, Asia Pacific, and Latin America.
62. Weekly Email from State CIO to Agencies
July 13, 2012
Part of GTA’s original legislative mandate is to track large IT projects in state agencies. A new tool is
giving us and the agencies a clearer picture of the status of those projects.
The team in EGAP recently launched the web-based tool, called Georgia Enterprise Management Suite
(GEMS), and response has been positive. The Department of Public Health (DPH) is already using
GEMS to track a project in Vital Records. GTA contracted with Computer Aid, Inc. for the tool, and
DPH worked with us on requirements and testing.
GEMS comes in response to agencies telling us they need more help keeping large projects on track. It
replaces the current dashboard and incorporates the Agency Project Request (APR) that agencies submit
before a project even gets off the ground. GEMS tracks projects throughout their lifecycle and applies
best practices and industry standards to aid in decisions about moving forward. It uses dashboard dials
to show various health indicators, including schedule, budget, risk, issues, communication and
quality. Data is gathered from questionnaires completed regularly by stakeholders – from project team
members and business owners to agency executives. The result is greater insight into the performance of
projects, programs and portfolios.
We expect the clarity and depth of information provided by GEMS to lighten the load for agency project
managers while also streamlining evaluations by our Critical Projects Review Panel. GEMS represents a
big step forward for project and portfolio management in state government. I appreciate the work of Tom
Fruman and the team that is making it happen:
63. Were we are today
ITBuzz Opportunities GEMS
• ITGR – Annual Audit • Live 8/24/12
Cartridge • 37 Users (2) Agencies
• IT Application Support – DPH
Cartridge – SOA
• Governors Office – • Goal to complete all
Management 3.0 agencies by EOY
Cartridge
• Critical Panel Review –
Reporting/Capture
64. How can CAI help you?
• Fixed price Application Development services
• Application Support Outsourcing to allow your staff
to work on projects
• Project Management and Transformation consulting
to improve effectiveness
• Automated Project Office (SaaS) to enable a rapid
project office implementation
• ITMPI – IT Metrics and Productivity Institute provides
access to resources and knowledge from world-
renowned experts in various fields
IT organizations can lose focus because they are responding to daily priorities and become reactive. In order to maintain focus, it is important to clearly define the mission of an IT organization. The “mission” of IT is NOT to provide computer technology and applications. Instead, the “mission of an IT organization” is to: deliver “the information processing capability ” Required by the Business At a “ cost that represents value ” As you can see, this mission statement has two variables. “ Required by the business” and “value”. Both of these can change and they can be subjective. Why is this important? One of the biggest risks faced by IT (and any business) is the failure to recognize changes in requirements and perception of value.
In order to provide the required processing capability, IT provides the following services: Implement, operate and support hardware (servers, networks, printers) Implement support and utilize variety of general purpose tools such as E-mail, Query software, and tools for developing and supporting applications. Design, build/purchase, install, operate, and support applications Store and protect information IT also provides a wide variety of consulting and planning services to the business
IT management consists of three major categories and 10 dimensions. It is important to note that IT is a young profession and standard management frameworks are still evolving. In order to ensure success, each of the management frameworks must address these common areas.
Delivery of IT services consists of scheduled activities and on-demand services. Scheduled activities are typically managed as projects and success requires management of the following areas:
Delivery of IT services consists of scheduled activities and on-demand services. Scheduled activities are typically managed as projects and success requires management of the following areas:
People have different opinions regarding the meaning of terms. If you ask ten people to define a “project” you will probably get ten different definitions. For the purposes of this presentation, we define IT risk as: The possibility IT will not be able to deliver the required capability.
According to this study by Interlink consulting, Risk Management has the biggest impact on project success.
Let us discuss some risk management theory. NASA specializes in managing risk. Their missions are some of the riskiest endeavors ever attempted by man. NASA identifies the following activities for identifying and managing risk: Identify failure scenarios. Analyse the likelihood that the scenario will occur. There is a possibility that you will leave your house and be struck by a meteor but the likelihood of such an event is so remote that you would not take any precautions. On the other hand, if it is cloudy and humid, it is likely there will be rain so you should mitigate the risk by taking an umbrella. Planning includes defining the activities required to track risks and control their impact through mitigation or recovery actions. If you choose not to mitigate the risk, it is important to track the frequency and impact if problems when they occur. Effective Risk Management also includes communication and awareness
The next step is to Analyse the risks. If we agree that a risk is the possibility of not meeting commitments then we should analyse the scenarios that may cause us to meet commitments. Identify the types of commitments, how they align with expectations, determine if they are reasonable, and how to ensure they are met. We must also recognize that requirements will change which will require new commitments. Finally, management processes should be analysed to determine if they are adequate.
The next step is to Analyse the risks. If we agree that a risk is the possibility of not meeting commitments then we should analyse the scenarios that may cause us to meet commitments. Identify the types of commitments, how they align with expectations, determine if they are reasonable, and how to ensure they are met. We must also recognize that requirements will change which will require new commitments. Finally, management processes should be analysed to determine if they are adequate.
The next step is to Analyse the risks. If we agree that a risk is the possibility of not meeting commitments then we should analyse the scenarios that may cause us to meet commitments. Identify the types of commitments, how they align with expectations, determine if they are reasonable, and how to ensure they are met. We must also recognize that requirements will change which will require new commitments. Finally, management processes should be analysed to determine if they are adequate.
Application management is one of the highest risk areas for IT. Applications provide the direct link to the business. They are difficult/expensive to develop or purchase and they also require extensive support. Application inventories should be assessed based on the following criteria:
In order to identify risk scenarios, we need to define success based on commitments. Then we need to address issues with our ability to deliver on these commitments,
Tracking progress is a proactive step. If we do not track progress then we cannot identify trends and anticipate and prevent problems. Examples of progress tracking include:
Control cannot be achieved without a formal risk management process that includes logging risks and issues and assigning ownership for mitigation or resolution. This includes an analysis of problems to identify new risks. This requires incident tracking and problem management capabilities.
If the Risk Management Team does not communicate risks and implement processes to mitigate risks, then they will have to react to the resulting problems without the ability to prevent them. A formal Risk Management Plan provides an excellent mechanism for communicating risks. This also makes it easier for the business to participate in the prioritization and mitigation of risks and the identification of problems.
The following questions should be answered for each application, gaps should be identified, and a plan should be prepared to address the gaps.
The following questions should be answered for each application, gaps should be identified, and a plan should be prepared to address the gaps.
The following questions should be answered for each application, gaps should be identified, and a plan should be prepared to address the gaps.
The following questions should be answered for each application, gaps should be identified, and a plan should be prepared to address the gaps.
The following questions should be answered for each application, gaps should be identified, and a plan should be prepared to address the gaps.
The following questions should be answered for each application, gaps should be identified, and a plan should be prepared to address the gaps.
A plan should be created to address the following areas. Each of these activities should be repeated on a periodic basis. Changes to business requirements or technology may introduce new risks or problems.
Effective application management requires the delivery of a wide variety of operations, support, and change management services. Management must have visibility of these services to answer the following questions. This information helps to ensure the appropriate support capability is available and can also justify the long-term strategy for replacement or retirement.
Once management has visibility of the required services, they can implement processes to provide the required level of control.
Finally, the Application Management processes must provide for continuous improvement to reduce risks and costs, improve quality, processes and customer satisfaction and increase value to the busines.
This section of the presentation will describe an actual case study for a large Health Insurance Company. CAI provided consulting services to assess and mitigate Application Management risks and improve the effectiveness of the organization.
The Standish Group publishes their Chaos report to show the success rate of projects. They conduct additional studies to determine why project fail. Their latest report highlights the most common reasons (as identified by IT organizations). If we look at many of these reasons, IT is blaming the business for the failures. Unfortunately, from a risk management perspective, getting the business to change how they interact with project teams is very difficult. The success rate of projects has not improved much in the last 15 years and this is one of the reasons why.
Many risks begin with the lack of accountability and unrealistic expectations
The following steps can be taken by project teams to mitigate project risks:
Effective risk management must be able to answer the question… “ Will you be successful?” This question must be asked every day because circumstances change In order to answer this question, we need information.
We need information from people as well as our operational systems Getting information from people can involve time-consuming meetings document creation, and E-mail communication Project performance data is typically distributed across multiple systems.
How do we reduce project risk?
CAI delivers fixed price solutions. Managing risk is essential to our success and profitability. We recognize the need for repeatable tools and processes so we developed the following solutions:
CAI delivers fixed price solutions. Managing risk is essential to our success and profitability. We recognize the need for repeatable tools and processes so we developed the following solutions:
Each one of these performance criteria identifies potential risks. By monitoring this criteria, we can anticipate and prevent problems Examples of Risks include: Failure to follow processes Unstable scope Scheduling issues Lost Time Turnover
Tracking Customer satisfaction can provide an early indication of risk or problems. Dis-satisfied customers are an indicator of risk and can disrupt progress.
This section of the presentation will describe an actual case study for a large Health Insurance Company. CAI provided consulting services to assess and mitigate Application Management risks and improve the effectiveness of the organization.
The DVS group was established to provide development and support services for applications that process Dental and Vision Insurance Claims. They were required to bill for all of their costs and had to prove their value to their business sponsor. Their challenge: They could not respond to enhancement requests and projects because too much of their time was spent on problems and support. Their objective: Mitigate the issues and risks to reduce the time/cost spent on support and enable the team to address the growing back log of projects and enhancements. The initiative achieved the following:
The project began with a Risk Assessment which discovered the following issues:
The transformation involved three phases: We ran queries to collect metrics to identify the types of support services, frequency, priority, and cost. Processes were implemented to enhance the ability to manage the support services, establish commitments, authorise work, and enforce processes. Finally, we trained the team to look for new risks or opportunities for improvement. This included implementing permanent solutions to recurring problems to reduce support costs.
The transformation effort delivered the following business value:
We thank you for your time and attention. CAI has developed these management practices and solutions in order to improve our own effectiveness and minimize waste. We use them to provide a variety of services and we license our solultions for use by our customers.
