esc

Once the strategy for the cloud project had been defined and approved, it was time to roll out the results of this work to more than 1,000 financial institutions. esc’s experienced migration and rollout management team took on this task.

The complex specifications of the strategy, the extensive data security requirements and the entire range of BaFin regulations were incorporated into the elaborate rollout plan. The individual branches were converted in series. “We planned the changeover over 25 weekends per year. Which we were able to optimise over the course of the project,” says the esc series coordinator.

Our team of five solved the known and additional challenges of the project within the specified time and thus ensured the success of the project!

A trade fair organiser introduces Sales Force to replace its existing CRM tool. The introduction of Sales Force is a complete integration into the company and includes not only sales activities and customer data, but also the operational handling of ticket processing for the trade fair.

For a national group offering insurance and financial services, the comprehensive modernisation of all infrastructure components was carried out at the same time as the renewal of the systems management platform in the Windows environment.

The main tasks included restructuring the project, which was already underway, introducing a project management system and optimising supplier control by introducing a project change management system, managing the PMO, supporting the sub-project managers and managing the external and internal IT architects. Thanks to the standardised process model with the methodical approach, including risk and quality management, our certified employees were not only able to streamline the planned virtualisation solutions, but also achieve further savings potential for the customer.

The company for intelligent handover systems is developing new fleet management software, including the integration of terminals for the staff-free handover of vehicle keys, on the basis of a tried-and-tested solution developed in-house.

Using the methodical project management approach, the development procedure was changed from the classic waterfall approach to an agile approach with three-week sprints and a fixed agile team, and the quality and quantity of software development was significantly increased.

Continuous conflict and crisis management enabled the project to be transferred to operations and further development to be sustainably optimised.

In order to meet the requirements of BAIT and MaRisk, a comprehensive programme was initiated under which individual IT projects are specifically responsible for implementing the requirements.

esc was entrusted with the Project Management Office (PMO) for the area of authorisation management and is responsible for 5 sub-projects in this function:

• Audit-proof document storage
• Optimisation of authorisation structures in the AD, LDAP and RACF environments
• Creation/revision of authorisation concepts
• Consolidation of the provisioning of authorisations
• Introduction of a governance solution

Our five-person PMO team stepped up and ensured the success of the project. From active tracking of requirements and processes as well as compliance with the authorisation concepts, administrative support for the project managers, contributions on the intranet, maintenance of the project community to budget controlling and quality assurance, the tasks were as complex as the overall project.

The redesign of the IT roadmap in the area of enterprise architecture management and the development of a new IT cloud strategy and client strategy were assigned to esc in March 2019.

After extensively analysing the systems management landscape, cloud solutions and client environment, these results were compared with the existing customer requirements and needs. In the subsequent creation of an overview of the tools used, the focus was on the structured presentation of current approaches, enrichment with new developments in the IT market and the development of the roadmap for further harmonisation of the system landscape.

In the further course of the project, which was carried out in close consultation with those responsible, the four main strategy concepts were developed for the customer:

• Heatmap for the responsible tool landscape
• Updated specifications for software distribution
• Concept paper on the further procedure
• Plan for phased commissioning 2019 ff.

In the further course of the project, the specialist departments responsible for the planned gradual transition of the approved concepts were supported with knowledge transfer and coaching.

esc Consulting’s expertise in the field of IT strategy and organisational consulting finds its way into the public sector.

In 2019, we were awarded the contract for IT management consulting and the creation of a container and DevOps strategy. The project objective includes the creation and operational introduction of a policy on the use of container technology for internal application development, implementation of the operation of containers in the data centre and the derivation of new offers for customers.

• Selection of products for operation
• Secure operation of supplied and self-developed container solutions
• Establishing consistency in the deployment of container solutions: Development -> Delivery -> Test -> Operation
• Establishment of the necessary processes at the customer
• Expansion of the test environments for automated testing of container solutions

As the project progressed, the DevOps possibilities were also considered and new processes and a new collaboration model were introduced.