Conseils-Plus, Consulting firm in organization and information system

OUR CONSULTING OFFERS

The IT master plan:
a major and founding step

Whatever the size of your company, we support you in your digital transformation projects starting with the strategic thinking phase around the information system and contribute to the drafting of the IT master plan.

This IT master plan defines the target application mapping as well as the associated governance and the way to go for their implementation.

Achieving a master plan is aligning your IT strategy with the company’s strategy.

Throughout the mission, we keep in mind the 3 important issues for our customer.

adéquation SI

Suitability of the information system with the strategy and its scalability

optimisation des coûts

Optimization of operating costs and maintainability

productivité

Improving productivity and competitiveness

Our methodology

Methodology

1 Kick-off and scoping

2 Challenging the “as is”

3 Defining strategic orientations

4 Analysis of development scenarios

5 Development of the IT master plan

In order to meet these challenges, we rely on multidisciplinary teams to provide you with an analysis of the current situation as well as the development lines on the functional aspects and the architecture and infrastructure aspects.

With real experience on such missions, Conseils-Plus relies on a proven methodology to support its clients in their definitions of medium and long-term IT strategies.

Through a unified vision, the IT master plan gives a better understanding of the strategy pursued by the General Management, the uses and needs of the business lines as well as the constraints and solutions proposed by the IT management.

Schema directeur SI

The different steps

Thus, our approach enables to involve the entire population and to ensure a collective support of the process and the projects that will result from it. Based on workshops with users of all kinds of profiles and professions, our approach is adapted to each client. By identifying the specificities, being technical, functional, organizational or historical, we guarantee a truly tailored master plan.

During the study, several scenarios are studied in detail, quantified and confronted with the identified stakes and constraints. The detailed analysis presents both the capital expenditure (CAPEX) and the future operational expenditure (OPEX).

The most relevant scenarios are presented to the actors of the mission to select the most suitable. This selected scenario is broken down into building blocks to define the IT roadmap that will be deployed.

Throughout the mission, the consultants also identify the elements on which change management will be most important. This organizational aspect is integrated into financial analysis (mobilization of internal resources, external services) and taken into account in roadmaps (resources and planning).

Example of a mission at Conseils-Plus

Prepare an effective IT future

 

Over time, information systems set up in companies are becoming less and less efficient. The organization is changing, business needs are changing, and some inconsistencies are emerging.

Conseils-Plus has looked into creating a new IS Master Plan for a company that wants to evolve its System to make it more efficient. Thanks to a deep analysis of the existing, an identification of performance mechanisms and an integration of the future problems in the management of the IS, the teams were able to propose several possible scenarios to optimize the System of the company and the functioning of the IT team.

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TECHNICAL AUDIT:
A FUNCTIONAL AND TECHNICAL REVIEW OF COMPUTER SYSTEMS WITH BALANCE SHEET AND KEY RECOMMENDATIONS.

We bring at the same time a computer vision but also an organizational vision (decision-making process, arbitrations, division of responsibilities …). The analyzes will focus on the following 6 strategic points.

Système

The Systems environement:

when the environements are heterogeneous, they generate high maintenance costs and a dispersion of the efforts of the competence center.

compétence

The organization of the competence center:

Too often the competence centers are skillful but too focused on tasks with low added value. How to reorganize their priorities?

Technique

Technical administration:

when the system is administered at least, no resource is properly dedicated: the system performance may be felt and the risk of “unavailability” of the system may occur.

Organisation

The global Organization:

we often find the same symptoms:

  • Absence or insufficiency of key users, or sometimes just insufficiently trained,
  • Absence or insufficiency in the presence of the sponsors (managers) liable to make the arbitrations, even to validate or prioritize the needs which are expressed,
  • Absence of global needs expression process, for example in the context of inter-company operation
Métier

Functional Coverage Business:

determine the trades covered, and when the coverage is partial or nonexistent, evaluate the expected ROI if the system concerned is extended

Utilisateurs

The users:

for certain entities and/or certain businesses, setting up trainings for a deeper knowledge of the processes.

Example of a mission at Conseils-Plus

Succeed with new acquisitions

 

Mergers and acquisitions are widespread phenomena in the corporate world. But such an event involves many transformations and reorganizations are needed. The Information System in place in one of the two structures may not be suitable for the general organization of the merged entities.

This situation is well known by the firm Conseils-Plus, especially in the case of an acquisition that had led to major malfunctions from the SI point of view. The tool put in place by the acquired entity was no longer relevant and the Conseil-Plus teams were entrusted with the reorganization of the System. On the program: audit and dimensioning of the problem, general diagnosis, configuration of the system and training of employees.

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DAILY PROJECT MANAGEMENT

Project Management is part of the day-to-day life of companies with project managers and organizations able to meet the constraints of project management. Yet companies still want to be helped on their projects by taking advantage of the expertise and experience of specialized firms.

It is above all a pragmatic approach at a time when only 32% of projects are considered as successes, where nearly 40% of projects double their costs and where more than 60% of projects see their duration multiplied by two.

Our methodology

méthodologie

Conseils-Plus offers a project methodology based on tools and experts to use project management not only as a tool for analysis and tracking drift but as a way of anticipating and avoiding them.

To do this, Conseils-Plus, based on the empirical observations of experts on project management, their processes, pitfalls, successes or failures, offers systematic and essential keys to the success of projects.

These keys are opposed to the reductive vision of project management, which too often suffers from its intuitive and pragmatic approach, giving it an obvious consideration (simplistic) that is far removed from what it really is and that explains fails.

These keys (called PASSs) obviously do not replace the “classical” elements of project management such as phase planning and milestones management, risk management, management and aggregation of progress status, management deliverables, and their validation, the outstanding issues, the budgets without forgetting communications, reporting, human management or change management.

How to turn your projects into successes?

Conseils-Plus provides its clients with keys or PASS to ensure the future success of their projects…

Here are some examples:

  • the project budget (Pass 1)
  • the choice and the role of the Project Manager (Pass 3)
  • the framing study (Pass 4)
  • the RACI (Pass 6)
  • AMOA in project mode (Pass 7)
  • the project management tool (Pass 9)
  • Penalty Management (Pass 11)

Project framing

Project management: we help our clients in drafting their specifications when they want to acquire a new system, whatever it is.

We perform the framing under 4 angles:

  • technology
  • data
  • process
  • organization

In addition, we support our clients in their choices by developing weighted evaluation grids.

Schéma cadrage de projet

Change management

Organizations know how much supporting their teams when changing their system (or just when it is evolving) is a fundamental point. We guide our clients on all changes related to a new organization or an ongoing project..

 

Change management goes through intangible stages:

  • Identification of the impacts of change (tool, process, organizational, cultural …)
  • The extent of the impact (organizational, technical, human …)
  • The action plan:
    • Organizational changes to put in place
    • The measures to be taken to support the populations which are concerned (individual, collective, internal communications, working groups, definition of job descriptions …)
    • Identification of populations at risk or impacted by the project
    • Their support (coaching, mobility, managerial interventions, precise roles and responsibilities …)
    • Training to give
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