Defence Con ARIS Implementation

PROJECT DETAIL	Defence Con ARIS Implementation Duration: 9 months
DESCRIPTION	The Client had set up a programme to select and implement a tool to optimise their business through modelling their processes. The broad phases were: 1. Select and procure the tool – ARIS was chosen. 2. Set up a centre of excellence within the clients’ business including design and roll out of training materials.3. Support the purchase of the Client’s licences; and design and map the processes within the structure. 4. Select and implement in pilot areas.5. Roll out across the organisation.
APPROACH	Initially we presented the ARIS product to the client in conjunction with Software AG, and supported them through the selection and procurement process. Once ARIS was agreed upon we worked with the client to set up their centre of excellence. This included the design and presentation of training materials, specific to client requirements and the users in the group; a phased approach was taken to basic, advanced and then administrator training so that recipients could build on their knowledge in practice as they became familiar with the tool. Training materials were presented in a face to face environment in small groups to allow for plenty of practical experience. During the following phase we worked in partnership with the Client team to define the organisational architecture; set up the organisational structure, that is to include corporate branding, filters to define the models and objects in use; map the processes, both manually and via industry standard loads (APQC) with some company specific adjustments; assess organisation efficiency, and identify improvement opportunities. Ownet supported the client by hosing their environment until they were able to procure their licences, and which point we managed the transfer of the database. We designed, built and supported the roll out of a firmwide survey in order to validate the areas targeted for pilot piloting the proof of value. The results of which confirmed the intuitive suggestions of areas to be covered. A great deal of the project was conducted remotely, making use of screen sharing and video technology. This was reinforced through regular (monthly)face to face meetings.
BENEFIT AND OUTCOME	• New processes with clear accountabilities set out.• Identification and elimination of duplication and redundant processes to achieve economies of scale.• Business information kept up to date with simplified maintenance and re-use of process knowledge.• Identify and addressed internal audit control issues.• Improved the transparency for management review, reporting and day to day tasks.• Providing the business with greater insight and timely information.• Saving time and money from the intuitive process design developed and supported by smart modelling features.• In built the ability to quickly query, analyse and visualize dependencieswithin the enterprise architecture to make business critical decisions in a timely manner.• An easily customisable tool to meet corporate standards.• Ability to link the business strategy to operational processes and ITimplementation.• Receive faster business results through integrated calculation capabilities.• Achieve permanent, global availability across corporate boundaries for collaborative working process design.