competence in it management · • it management competence – it benchmarking – it cost-cutting...
Post on 27-Jul-2020
8 Views
Preview:
TRANSCRIPT
© Copyright LEXTA GmbH 2009
This document is for authorised staff only. Distribution, citation, or copying – whether in extracts or all parts – is not allowed without written affirmation of the LEXTA GmbH.The enclosed texts and graphics have been used as part of a presentation; they do not cover the event in the sense of a complete documentation.
Competence in IT Management
Company Profile
Berlin, March 2009
Company-Profile-Lexta.ppt
Exhibit 1Exhibit 1
• Overview LEXTA• IT Management Competence
– IT Benchmarking
– IT Cost-Cutting
– IT Sourcing
– IT Strategy
– IT Security
• Project References
AGENDACompany Profile
Company-Profile-Lexta.ppt
Exhibit 2Exhibit 2
€ IT Services
Facts and Figures Profile
OVERVIEW LEXTA CONSULTANTS GROUP
LEXTA is one of the leading consultancies focussed on the competitiveness of IT services
Source: LEXTA
• IT management consultancy with clear focus
• Medium-sized, entrepreneurial business culture
• “Rheingauer Kreis” – IT manager amongst themselves
• Award-winning Online Benchmarking Tool “Benchmarking@LEXTA“("Innovationspreis 2007 ITK" of the “initiative mittelstand”)
• Business with the most constructive corporate culture according to the Organizational Culture Inventory (OCI) study
• Partner of CIO and CFO
• Founded in 2003
• 30 consultants in Germany, Austria and Switzerland
• Combination of technical expertise in IT management and top management consulting background
• World-leading clients in industries, utilities, banking and telecommunications
• Up-to-date master data for IT Benchmarking from over 100 companies, i. e. more than 1.200 single contracts and approx. 8.500 prices/cost rates (status: 02/2009)
Company-Profile-Lexta.ppt
Exhibit 3
IT Benchmarking
IT Sourcing
IT Cost-Cutting
IT Strategy
Source: LEXTA
LIFE CYCLE IT MANAGEMENT
LEXTA covers the whole IT management life cycle from Benchmarking, Cost-Cutting, Sourcing and Strategy to Security
IT Security
Company-Profile-Lexta.ppt
Exhibit 4Exhibit 4
• Overview LEXTA
• IT Management Competence– IT Benchmarking– IT Cost-Cutting
– IT Sourcing
– IT Strategy
– IT Security
• Project References
AGENDACompany Profile
Company-Profile-Lexta.ppt
Exhibit 5
Standard applications
(e.g. SAP ERP)
Data processing centre facilities (building, conditioning etc.)
Hardware (processors, storage, network)
Operating systems (e. g. UNIX, Windows)
Databases(e. g. Oracle)
= Standard IT Benchmarking = LEXTA specific cost estimate (ProBIT) = LEXTA specific application benchmark
Plan Build SupportOperate
Individual applications
LAYERS OF CREATION OF ADDED VALUE IN IT
Standardisation is the key in IT management — and LEXTA provides benchmarks for all standard IT services
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 6
IT benchmarks typically use clearly defined categories
TYPICAL BENCHMARKING CATEGORIES
Arc
hive
s, b
ack-
up a
nd re
stor
e
Offi
ce C
omm
unic
atio
n
Dat
abas
es
Net
wok
s
Out
put M
anag
emen
t
Serv
er
Serv
ice-
Des
k
Stor
age
Web
-bas
ed S
ervi
ces
App
licat
ion
Usa
ge
General Expenses
App
licat
ion
Dev
elop
men
t
Client-PC Desktop
Client-PC Laptop
PDAs
Standard Software
Printer
Communication
Basic Services
Software Distribution
File/Print Services
Other Peripherals
LAN
Data Center-LAN
WLAN
Network Services
Internet Access
VPN (RAS)
Telephony
WAN
Server
Virtual Servers
Mainframe
Stan
dard
App
licat
ions
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 7Exhibit 7
IT cost Bench-marking
Technically oriented Benchmarking
Business-orientedBenchmarking
Benchmarking approach Procedure Results
• Analyse the whole IT service spectrum and identify standard services
• Calculate actual IT costs and project them onto all standard IT services
• Compare to recent data from about 100 benchmarking partners
• Data have been collected and verified by LEXTA Consultants
• Identify actual IT costs (cost type and cost unit)
• Establish "golf course" indicators like:
- IT costs related to turnover - IT costs per user/employee- IT costs per subscriber etc.- etc.
• Trend statement concerning IT costs, based on intra-industry comparison
• Indicator for adequacy of user require-ments
• Limited consideration of quality standards, functional complexity and company specific characteristics
• Positioning within a ranking• Transparent conclusion concerning
the backlog to IT service providers with excellent cost/service position (“lessons learned”)
• Reliable identification of levers for cost-cutting and the associated potential savings
For technically oriented IT Benchmarking LEXTA can resort to data from over 1,200 contracts with more than 8,500 prices and cost rates
IT BENCHMARKING APPROACH
Source: LEXTA
data of currently 100 benchmarking partners:12 to 18 months old
Company-Profile-Lexta.ppt
Exhibit 8
LEXTA has access to benchmarking data for Europe as well as for North America
COVERAGE OF COUNTRIES FOR IT BENCHMARKING
USA
CDN
UK
F
D
DK
P E
I
CH AU
N S
FIN
IRLNLB
H
CZSK
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 9Exhibit 9
IT BENCHMARKING PROCEDURE
1. Preparation
Content:
Phases:
Results:
• Kick-off• Definition
of contact person
• Classification of service modules
• Time scheduling
• Project framework
• Report on status quo
• Report on improvement factors
• Selected peer group
• Benchmarking results
• Improvement potential
• Overview of levers
• Gather information on service portfolio, quantity structures, SLAs, contract as well as cost and pricing structure
• Analyseoverheads
• Find out specific regulations of company
• Define selection criteria for peer groups
• Select inner and outer peer groups as reference groups
• Create transparency towards comparability and restrictions
• Calculate costs per IT service
• Identify Ranking in comparison to competitors
• Show costs in comparison to peer groups
• Identify causes for differences to competitors
• Audit Overheads
• Define levers
• Assure comparability of IT services
• Consider SLA criteria
• Scale client data to parameters of comparable systems
2. Collection of initial data
6. Definition of levers
5. Execution of benchmarking
4. Selection of peer group
3. Generation ofcomparability
The IT Benchmarking is conducted in six phases
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 10
Provision of a comprehensive and up-to-date database
• Coverage of all service constituents
• Coverage of service range and quality
• Up-to-date data (< 15 months)
• Database granularity with regard to service depth
• Own database
• First-hand data collection
• Data quality assurance
• Uniform and standardised services
• Frequent updates
• Geographical coverage
Exhibit 10
No total global coverage, but mainly OECD countries
CONFORMITY WITH BITKOM BENCHMARKING STANDARDS (1 OF 2)
BITKOM’s extensive benchmarking standards …
Experience
• Methodical competence in data collection, measurementand comparison
• Seniority, experience and temporal availability ofthe person responsible for benchmarking
• Substantial references from benchmarking projects
Methodical competence
• Standardised approach for data collection and analysis
• Identification and quantification of cost drivers
• Data and procedure verification to identify possibleinconsistencies and gaps
Principles and code of conduct
• Open and fair conduct
• Observation of legality and confidentiality in data handling
• Comprehensive and truthful data collection
• Conformity with schedules and milestones
• Continuity of project members
• Target-oriented preparation and execution of project meetings
Source: BITKOM
Company-Profile-Lexta.ppt
Exhibit 11Exhibit 11
CONFORMITY WITH BITKOM BENCHMARKING STANDARDS (2 OF 2)
Complete compilation of all price-influencing parameters
• Service specifications
• Quality
• Complexity
• Volumes/Amounts
• Contract duration
• Special arrangements
Project organisation
• Application of a three-layered organisational model (steering committee, project management and team)
• Organisation of data collection workshops and coachings
• Realistic project planning
Data collection and analysis
• Compilation of technical performance indicators
• Collection of service quality data, particularly with focus on cost drivers
• Recording of the individual company setting
• Recording of governance and business processes
• Creation of peer groups
• Development of categories based on the SLAs and/or services
• Assessment of special financial items (e. g. asset or human resource transfers, “cosmetic“ pricing adjustments, risk spreading)
• Data standardisation using price deductions and premiums
• Transparent standardisation
X
Presentation of results
• Display market conformity of the results
• Display of the best in class results
• Extensive presentation of the results
• Comparison within the same industry branch
• Comparison with other industries
• Peer group sample size (>= 6)
• Indicator analysis
• Derivation of levers
• Clear and tangible results
• Proof of experience through existing references
Source: BITKOM
… are almost perfectly covered by LEXTA
Company-Profile-Lexta.ppt
Exhibit 12
Hardware Provision
• Sourcing management• Financing• Capacity costs (calc. interest)• Capacity costs (amortisation)• Guarantee• Delivery and temporary storage• Transport to place of installation• Setup at the place of installation• Connection to infrastructure• First briefing• Test (POST)• Inventory
• Relocation: dismounting/installation• Relocation: transport (incl. package)
• Observation• Reporting• Preparation for exchange• Realisation of exchange• Maintenance
• Sundown• Dismounting• Storage• Transport• Disposal
• Sourcing management• Capacity costs (calc. interest)• Capacity costs (amortisation)• Guarantee• Licence management• Automatic installation• Manual installation• Basic configuration (standard)• Basic configuration (individual)• First briefing• Test
• Re-installation• Re-configuration• Monitoring• Inventory• Reporting• Update (patch)• Update (minor release change)• Update (major release change)
• Sundown• Deinstallation
• Supply: electricity• Supply: air condition• Supply: facility• Supply: physical securities• Supply: network infrastructure• Supply: rack
• Operating system service• Periphery service• Network service• Fax service• Printer service• File service• E-mail service• Internet service• RAS service• Backup service (if “stand alone benchmark")• Restore service (if “stand alone benchmark")• Recovery test (if “stand alone benchmark")• Application service• Firewall service• Security service
• Help desk
• Documentation operation manual• Documentation problem solution database
Software Provision Infrastructure Data Centre
Hardware Relocation
Hardware Maintenance
Hardware Decommissioning
Software Relocation
Software Decommissioning
Administration
User Help Desk
Documentation
A server benchmark consists of approximately 70 detailed checkpoints
OVERVIEW CHECKPOINTS FOR SERVER BENCHMARK
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 13Exhibit 13
Peer partner 1
Client company
Reference modelNormalisation
Normalisation Normalisation
Source: LEXTA
Normalisation
Peer partner 2
Peer partner n
With established comparability, all benchmarking participants’ information is normalised on one reference model
PHASE 3: APPROACH TO NORMALISATION
1. Normalisation of the benchmarking target on the reference model
3. Reverse calculation of the percentage pricing and cost differences to the peer partners
2. Pricing and cost comparison of the benchmarked company with selected, normalised peer partners
Non-normalised and normaliseddata of peer partners in the
benchmarking database
Company-Profile-Lexta.ppt
Exhibit 14Exhibit 14
Criteria Service class Service level
Availability Very high 99,5 < x < 99,999 %
High 97,5 % < x < 99,5 %
Medium 95 % < x < 97,5 %
Low < 95,0 %
Reaction time
Not considered because usually not a cost driver
Maximum downtime
Very high 1 to 2 h
High 4h/case; 15 h p. a.
Medium 4 to 8 h; 24 h p. a.
Low 8 to 10 h; 48 h p. a.
Client LEXTA reference model
Criteria Service class
Service levelCore time Flexible time
Availability 1 99,5 %
2 97,5 %
3 95,0 %
4 95,0 %
Reaction time 1 15 min. 60 min.
2 15 min. 60 min.
3 15 min. 60 min.
4 60 min. 240 min.
Maximum downtime
1 2 h 2 h
2 4 h 5 h
3 4 h 5 h
4 8 h 10 h
The client's service levels are projected on to LEXTA’s reference classes "high", "medium" and "low"
PHASE 3: COMPARISON OF SERVICE CLASSES
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 15Exhibit 15
Inner Peer Group Outer Peer Group
• Comparison is restricted to companies with comparable general conditions of IT operations
– Same industry– Comparable relevant
volumes– Comparable complexity
of requirements – Comparable service
levels • Trend statement regarding
competitiveness of cost performance ratio under the given conditions
• Identification of the best in class
• Comparison is extended to companies with only limited comparability in the conditions of IT operations
– Same/comparable industry
– Comparable relevant volumes
– Complexity of require-ments is not considered
– Service levels are not considered
• Assessment whether requirements and service levels are typical for the industry
• Identification of the best in practice
Inner Outer
The benchmarking is conducted in comparison to an inner and an outer peer group
PHASE 4: BENCHMARKING PEER GROUPS (1 OF 2)
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 16Exhibit 16
No. Peer Group Company Turnover in millions of Euros
Number of employees
Number of workstations
Number of clients in millions
Client 611 1.019 1.187 0,7
1 Inner Company 1 2.229 3.200 4.073 1,2
2 Company 2 2.755 4.400 3.549 1,8
3 Company 3 1.034 2.100 2.317 1,25
4 Company 4 1.840 2.808 2.480 1,3
5 Company 5 1.939 5.753 4.496 0,4
6 Company 6 225 835 857 0,3
7 Company 7 180 396 451 0,2
8 Company 8 771 6.700 4.800 0,035
9 Company 9 494 660 622 0,3
10 Outer Company 10 4.100 9.000 10.027 26,3
11 Company 11 46.400 66.549 > 25.000 12,4
12 Company 12 613 2.341 k. A. Unknown
13 Company 13 104 281 400 0,1
14 Company 14 113 243 400 Unknown
15 Company 15 2.248 5.602 3.751 Unknown
16 Company 16 181 305 639 0,2
Other relevant criteria include: Structure of service portfolios, service level agreements,
availability, time to react, etc.
Inner and outer peer groups are selected on the basis of quantitative and qualitative criteria
PHASE 4: SELECTION OF PEER GROUP (2 OF 2)
Source: LEXTA
ILLUSTRATIVE
Company-Profile-Lexta.ppt
Exhibit 17Exhibit 17
Prices Prices - peer group
Source: LEXTA
0,2323,10 23,33
Befo
re
norm
alis
atio
n
Cor
rect
ion
fa
ctor
Afte
r no
rmal
isat
ion
IT s
ervi
ce
prov
ider
, AU
T
IT s
ervi
ce
prov
ider
, GER
IT s
ervi
ce
prov
ider
, GER
IT s
ervi
ce
prov
ider
, GER
Ener
gy in
dust
ry,
GER
IT s
ervi
ce
prov
ider
, GER
Ave
rage
IT s
ervi
ce
prov
ider
, GER
IT s
ervi
ce
prov
ider
s, G
ER
IT s
ervi
ce
prov
ider
, GER
Ener
gy in
dust
ry,
GER
IT s
ervi
ce
prov
ider
s, G
ER
IT s
ervi
ce
prov
ider
, GER
IT s
ervi
ce
prov
ider
, GER
+ 19 %
31,10
24,0023,8623,4021,00
18,9018,2517,8616,0015,7815,70
14,0513,4911,25
1st quartile: 15,70
The prices per active port are about 19 percent above the market average and33 percent above the first quartile
PHASE 5: BENCHMARKING RESULTS - NETWORK INFRASTRUCTUREin EUR per port and month
ILLUSTRATIVE
Company-Profile-Lexta.ppt
Exhibit 18Exhibit 18
• Complexity
• Effort
• Frequency
• Level of affectedness
• Relevant configuration items
• Typical distributional patterns
• Key figures
• Comparison of plausibility towards personnel expenses for ITIL® processes
3
Problem management
Applications management for non-standard applications
4
Configuration and release management
2
Change management
1
Incident management
Analysis of ticket data
LEXTA provides reliable key figures of service and support costs within ITIL®
processes
SELECTIVE BENCHMARKING OF ITIL® PROCESSES APPLICATIONS MANAGEMENT
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 19Exhibit 19
What is “Benchmarking@LEXTA”?• “Benchmarking@LEXTA” is an innovative, highly professional tool to analyse and benchmark all common IT-related areas of
large and medium-sized companies online.
• The software is built on the comprehensive expertise of the LEXTA CONSULTANTS GROUP in structuring and conducting benchmarks for leading companies of all industry sectors.
The Structure of “Benchmarking@LEXTA”• “Benchmarking@LEXTA” is very modular and highly structured
tool which is easily accessible and rather intuitive to use, which enables the client to independently benchmark his IT:
The Value of “Benchmarking@LEXTA”• The client is able to perform a large part of the benchmarking himself
• Significantly lower financial efforts and a considerably reducedamount of time necessary for follow-up benchmarks (max. 2 weeks)
Printing & enveloping
Personnel cost rates
Operation of data centre and platform
SAPoperations
Office communications
“Benchmarking@LEXTA” is an online tool to continuously track and benchmark operational IT costs
SHORT DESCRIPTION AND STRUCTURE
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 20Exhibit 20
Step by step the tool guides the user through data ascertainment• Collection of all needed data in nine steps
• All dimensions of a service are captured
• All prompted data can be edited or deleted anytime until the end of the process
Afterwards all data are quality assured by LEXTA experts in order
• To guarantee significant results
• To assure the comparability of data
All data will be treated strictly confidential by LEXTA and will be used completely anonymously for benchmarks
“Benchmarking@LEXTA” leads the user step by step through the process of data collection
STEPS OF “BENCHMARKING@LEXTA”
Source: LEXTA
Determine categories
Prompt service provider
Prompt key data
Define performance
Define servicelevel
Promptprices
Prompt company
data
Completebenchmark
Determinerange to be
benchmarked
Company-Profile-Lexta.ppt
Exhibit 21
Picture: Index page at first login
Source: LEXTA
After a successful login, users can work fully autonomously
Steps Available Steps
Progress Bar
Company-Profile-Lexta.ppt
Exhibit 22Exhibit 22
• Economic efficiency: Control and transparency - from single services to process costs
• Determination of details in scope
• Definition of short, medium and long term goals
• “Benchmarking is not comparing apples and oranges”
OBJECTIVES, TOPICS AND GENERAL CONDITIONS OF THE “RHEINGAUER KREIS“
The “Rheingauer Kreis” provides a professional platform for IT managers to discuss current challenges of their IT environment across corporate frontiers
Source: LEXTA
IT Benchmarking and the opportunity for knowledge exchange between the members on current IT topics and challenges:
• The participants are collectively defined and proceed as closed circle
• The decision to the course of action is jointly taken and carried forward
• A mixture of workshops and informative meetings (topic dependent)
• Experience exchange during the evening and a workshop the following day
• Four meetings each year
• Costs: 4.200 EUR per year
General conditionsObjectives and topics
Company-Profile-Lexta.ppt
Exhibit 23
• Overview LEXTA
• IT Management Competence
– IT Benchmarking
– IT Cost-Cutting– IT Sourcing
– IT Strategy
– IT Security
• Project References
Exhibit 23
AGENDACompany Profile
Company-Profile-Lexta.ppt
Exhibit 24Exhibit 24
Leverapplication
development
Leverstandard officecommunication
Leverapplication operations
Leverplatform
operations
IT Cost-Cutting
There are four influential dimensions of IT Cost-Cutting
OVERVIEW LEVERS
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 25Exhibit 25
No. Lever Relevant indicators
1 Use of multi project management • Alignment of project portfolio management with IT Strategy• Standardised tools for project management, controlling and reporting
2 Maturity level of the project organisation • Level within the Capability Maturity Model• Maturity level according to PMMM
3 Transparency concerning cost/value ratio in projects
• Share of projects that are over budget/overdue/not specification compliant • Transparency concerning operational costs induced by the projects• Ex-ante quantification of project benefits
4 Know-how transfer from development to operations
• Operations involved in project management• Defined interface between development and production monitoring • Feedback loop from operations to development• Job enrichment
There are levers for cost-cutting on the demand side as well as on the delivery side
EXAMPLES FOR LEVERS – APPLICATION DEVELOPMENT
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 26Exhibit 26
No. Lever Relevant indicators
1 Demand based volumes for desktops and notebooks
• Reliable asset management for complete equipment• Billing of external service provider by "volume x price" • Competitive equipment• Use of desk sharing concepts
2 Demand based volumes for printers • Reliable asset management for complete equipment• Billing of external service provider by "volume x price"• Competitive equipment• Use of multi functional printers
3 Demand based service levels • Differentiated service levels• Gearing to industry typical benchmarks• Transparency concerning services for VIP users
4 Optimised expected lifecycle of end user devices
• Differentiated user classes• Possibility to extend expected useful life• Pools of terminal devices
5 LAN and general services (file, email, print server etc.)
• Consolidation of the general services• Industry typical service levels• Competitive service costs
6 Licence management • Defined license management process• Transparency concerning used licences
There are levers for cost-cutting on the demand side as well as on the delivery side
EXAMPLES FOR LEVERS – OFFICE COMMUNICATION
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 27Exhibit 27
No. Lever Relevant indicators
1 Transparent pricing model of application specific services
• Billing by "volume x price" (unit pricing)• Gearing to benchmarks for standard applications• Incentive structures for optimal development
2 Incentive structures for production monitoring to optimise infrastructure efficiency
• Scorecards for target agreements• Business oriented pricing models with service providers
3 Securing of critical internal application know-how
• Transfer of know-how from application development to application support• Operations involved in project management
4 Optimised environment management • Efficiency of production, disaster recovery, testing and development environments
5 Optimised sourcing • Separate outsourcing of services with specific requirements
EXAMPLES FOR LEVERS – APPLICATION OPERATIONS
There are levers for cost-cutting on the demand side as well as on the delivery side
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 28Exhibit 28
No. Lever Relevant indicators
1 Centralised server hosting • Degree of centralisation of server locations• Consolidation data centres
2 Competitive prices for server hosting • Check for competitiveness using benchmarks
3 Demand based service levels • Differentiation according to criticality• Gearing to industry typical benchmarks
4 Optimal hardware lifecycle • Optimisation relative to MTBF*, maintenance costs and price decline
5 Optimised capacity management for server systems
• Extension of server systems • Load of large server systems• Use of modern technology for capacity optimisation
6 Optimised storage operations • Utilisation of table space, file system and net storage volume• Adjustment of RAID levels according to requirements• Ratio of online to backup storage volume
7 Intelligent storage architecture • Degree of penetration by SAN or NAS• Potential for consolidation of DAS systems
EXAMPLES FOR LEVERS – PLATFORM OPERATIONS
There are levers for cost-cutting on the demand side as well as on the delivery side
Source: LEXTA* Mean Time Between Failures
Company-Profile-Lexta.ppt
Exhibit 29Exhibit 29
Equivalent to approx. 24 %
67.0
12.3
12.0
10.4
10.1
8.2 3.4 2.7 2.0 1.7 1.4 1.4 0.9 0.3 0.2 0.1
"Sun
dow
n" o
f leg
acy
syst
ems
Re-
nego
tiatio
ns
with
IT s
ervi
ce
prov
ider
s
Diff
eren
tiate
d so
urci
ngst
rate
gy fo
r ap
plic
atio
nop
erat
ions
Opt
imis
atio
nR
AID
le
vels
for s
tora
ge
Opt
imis
atio
nm
ailin
g co
sts
Red
uctio
n of
dup
licat
e P
Cs
Red
uctio
n of
prin
ters
Opt
imis
atio
nst
orag
e (S
AN
)
Adj
ustm
ent s
ervi
ce
leve
lsof
fice
com
mun
icat
ion
In s
ourc
ing
real
-tim
e ap
plic
atio
ns
Red
esig
n fa
x an
d m
essa
ging
gat
eway
s
Opt
imis
atio
nof
usef
ul li
fe fo
r har
dwar
e
Adj
ustm
ent o
f ser
vice
le
vels
for B
and
C s
yste
ms
Adj
ustm
ent o
f por
tfolio
for
offic
e co
mm
unic
atio
n go
ods
Mis
cella
neou
s
Tota
l
Reference example no. 1 is a technology group that saved approximately 67 million EUR p. a.
REALISED SAVINGS p. a.in million EUR p. a.
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 30Exhibit 30
Benchmarking TSI
Feasibility
High
Long term Mid term Short term
Medium
Low
Pote
ntia
l sav
ings
Communication cost transparency
(manual)
Reduction control reports
Optimising systems on application level
Optimisationstorage usage Archiving
unused data
Changes inpricing model
Sourcingstrategy
Removal of users
Price benchmarking IT providers
User/cost allocation
Reference example no. 2 shows the cost-optimisation levers for data centre services in a current project
MATRIX OF LEVERS
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 31Exhibit 31
• Overview LEXTA
• IT Management Competence
– IT Benchmarking
– IT Cost-Cutting
– IT Sourcing– IT Strategy
– IT Security
• Project References
AGENDACompany Profile
Company-Profile-Lexta.ppt
Exhibit 32Exhibit 32
Strategic examinationof IT expenditures
Analysis of categories
Decision on vertical integration
Regular operative control
Implementation
Request for proposal Negotiation andpricing model
IT SOURCING
1
2
3
45
6
7
LEXTA accompanies and supports the complete process of IT Sourcing
MODUS OPERANDI SOURCING
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 33
Rou
gh d
raft
Range of possible service bundles and sourcing scenarios
Det
aile
ddr
aft
Sele
ctio
nM
igra
tion
„What areour skills andwhat do we want?“
„What is the marketable to deliver?“
„Who suits our requirements best?“
„How do we achieve ourgoals together?“
Types of project results
Tim
e an
d re
sult
leve
l of d
etai
l
Time frame for talks to partners, opportunity for
partners to presentown conceptions
Source: LEXTA
The „Sourcing Funnel“ allows a structured monitoring of the progress during the sourcing process“SOURCING-FUNNEL”
Long List
Partner fact sheet
Ideas, whishes, visions:Put in the market context
Short List
ContactAssessmentNegotiationSelection
Migration
• Current service landscape• Current cost structure• Rough market vision• Prioritised sourcing scenarios• Partner fact sheet• Partner process check-list• Fundamental decision
• Business case with targetperformance and cost structure
• Evaluated Long List• Request for information (rfi)• Request for proposal (rfp)• Assessed Short List• Provider presentation
• Letter of Intent (LOI)• Due Diligence• Business plan & performance
measurement indicators• Negotiations and contract
• Transition planning• Change of control• Readjustment of objectives• Partner controlling
Measuringpoint
Point ofno return
Go orno go?
Go orno go?
Company-Profile-Lexta.ppt
Exhibit 34Exhibit 34
• Contract detailing
• Development of escalation concepts
• Conception and support of the transition
• Preparation of the internal organisational structures
• Development of “client competences”and sourcing management know-how
• Development of monitoring and control instruments for the governance
• Planning and advisory for the development of a professional service level management
• Definition of project scope and approach
• Evaluation of the service portfolio
– Prioritisation
– Life cycle
– Costs etc.
• Preparation of the rfp documents including
– Service descriptions
– Definition of service levels
– Pricing models
• Guidance during the request for proposal (rfp)
Reference example no. 3: This exemplary sourcing of systems was implemented over three phases and seven consecutive steps in only 18 monthsEXEMPLARY APPROACH TO IT-SOURCING
2. Offer development, assessment and negotiation process
3. Contract design andtransition guidance
1. Development of the request for proposal
1.2 Assessment of the current service provision
1.3 Development of the rfpdocuments
2.1 Offer and bidder assessment
3.1 Guidance during the transition
3.2 Implementation support
2.2 Negotiation
Duration: approx. 5 months approx. 4 months approx. 9 months
Phase:
Step:
Results:
Obtaining binding quotes from renown and established IT providers
Preparation and realisation of coordination meetings with the providers
Development of an evaluation and decision matrices
Definition of assessment criteria
Comparison of the provider quotes with each other and the current situation
General options assessment
Planning and visit of the development and operations centres of selected providers
Development of a business case
• Comprehensive inventory of currently used services
• Market-adjusted rfp documents
• Binding, assessed andnegotiated bids
• Make-or-buy decision
• Transition of the chosen services to an IT provider
• Development of “client competences”
Contents:
1.1Project structuring and planning
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 35Exhibit 35
IT potential savings
• 12 to 34 percent per client and • 10 to 29 percent per category are
possible (18 percent on average)
Unbiased ranking of suppliers
(qualitative/ quantitative)
Be preparedto abandon established solutions
(no “Last Call”policy)
Common ratio of savings/
consulting fees> 20 : 1
Always have an alternative
vendor
The "fat" is in the model
Top management
support is vital
At least three rounds of
negotiations
A Euro saved in IT is a Euro earned in business
LESSONS LEARNED PROJECT EXPERIENCE
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 36Exhibit 36
• Overview LEXTA
• IT Management Competence
– IT Benchmarking
– IT Cost-Cutting
– IT Sourcing
– IT Strategy– IT Security
• Project References
AGENDACompany Profile
Company-Profile-Lexta.ppt
Exhibit 37Exhibit 37
Manpo
wer
System
s
Clients
Input Results
Business strategy
Strategy subjects, influence factors and criteria
IT policy paper
Realisation
Activities
Govern
ance
Technology
trends
Changes
Regulatory
guidelines
IT Strategy
Effectiveness
Efficiency
IT Strategy is derived from the business strategy and provides structured statements about the prospective IT orientation
GENERIC IT STRATEGY PROCESS
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 38Exhibit 38
View: companiesView: regions
IT Manpower
IT Clients
IT Systems
View: product/branch
Is critical know-howhanded over? Comprehensive
resource planning/availability?Frictions caused by
cultural differences?
Appropriate allocation models?
Servicebased on
adequate contracts?
Guaranteed futurefor applications?
Covered professionalarchitecture
by user systems?
Suitable organisationalunit for customer and
service provider management?
Balance betweencentral and local IT?
Good balance make or buy?
Processes regulated where necessary?
Synergy potential through standardisation?
Utility of the IT is transparent?
Safety and qualityrequirements fulfilled?
Is the IT efficient?Effectiveness of the
IT managementorganisation?
IT Governance
• Organisation• Market rules• Processes• Governing
• Performance portfolio and performance quality
• Accounting for services• Client interfaces
• Projects• Architecture• Applications/data• Infrastructure
• Skills• Human resources
development• Culture
Topics Crucial questions
Effectiveness of thecost structure?
Appropriate processes tocustomers
and service providers?
Are prospective skill and capacity needs satisfied?
The IT Strategy answers the crucial questions which are essential for an effective and efficient IT from different angles
TOPICS, CRUCIAL QUESTIONS AND VIEWS
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 39Exhibit 39
• Determination of emphases for topics and views
• Project schedule• Basic structure IT
policy paper
• Interviews
• Annual reports• Organisation chart• Process documents
• Schedule, participants
• Communication concept
• Client (management/MD or CIO/IT director)
• Deduction of IT objectives out of the business strategy
• Adherence of relevant factors
• Investigation of frame-work for prospective IT orientation
• Structured interviews• Workshops
• Business strategy• Client documents• LEXTA research
• IT objectives, guidelines
• Mission statement• Framework• Influencing factors
• Responsible persons: IT, products, regions, companies
For determined and focused topics:
• Reconcilement of benchmark criteria
• Quick scan current situation
• Appraisal, analysis
• Structured interviews• Portfolio analyses• Analysis of correlation
• Result of the second step
• Progress report
• Equal to the previous steps
• Determination of strategy statement
• Outline and coordination of package of measures
• Utility benchmark and prioritisation of measures
• Implementation strategy for top measures
• Workshops• Coordination rounds
• Progress report
• IT policy paper• Roadmap with measures
• Client• Responsible persons for the
measures
1. Initialisation 2. Objectives and ideal
3. Investigation and analysis
4. Strategy concept
Content
Method
Input
Result
Detailed planning
Involved person
The LEXTA process model shows the way to an adequate IT Strategy relating to practice and situation
PROCESS MODEL IT STRATEGY
Source: LEXTA
Company-Profile-Lexta.ppt
Exhibit 40Exhibit 40
IT Strategy
• Derived out of business strategy
• Verification of potential for optimisation
• Highlight options for action
Businessarchitecture
• Business and service functions
• Enterprise’s main tasks
• Business divisions
Applicationarchitecture
• Allocation of application systems to the main tasks
• Scale integration
• Percentage of individual solutions
Technical architecture• Platform concepts
• Operating systems, middleware, databases
• Hardware
Products and markets
Functions and cycles
Techniques
Business view IT view
Source: LEXTA
With the implementation of architecture principles the following objectives are primarily pursued:
• Improved support of business requirements
• Applications’ ability to integrate and communicate
• Development after uniform guidelines
• Similar appearance and process logic
• Less error rate, improved quality • Platform independence
Architecture objectives
IT architectures are incorporated into an IT Strategy and can be complexly described
TYPES OF ARCHITECTURES AND THEIR OBJECTIVES
Company-Profile-Lexta.ppt
Exhibit 41Exhibit 41
IT Strategy HR Management
Program Management Finance
Relationship Management
Service Level Management
Incident Management
Build and Test
Design
Problem Management
Configuration Management
System Management
Release Management
Supplier Management
Change Management
Financial Management
Availability and Continuity Management
Capacity Management
Account Management
Development/Projects
Service Delivery
Service & Support
Use
rC
usto
mer
Man
ager
Supp
liers
and
Pro
vide
rs
Starting point for the development of the IT organisation could be the de facto standard ITIL®
IT CORE PROCESSES ACCORDING TO ITIL®
Source: glenfis, LEXTA
METHOD EXAMPLE
Company-Profile-Lexta.ppt
Exhibit 42Exhibit 42
Stage Parameter value
• Ad hoc processes• Few project management processes are defined • Project success depends on individual circumstances
• Basic project management processes to control progress, costs and functio-nality are established
• Process discipline is existent
• Project management processes are documented, standardised and integral-ted into the organisation
• All current projects are applying consistent project management
• Regularly and detailed measuring of process progress and product quality• Quantitative project controlling is a matter of course
• Project management processes are continually improved• Pilot initiatives for new project management approaches
“Initial”
“Repeatable”
“Defined”
“Managed”
“Optimising”
1
2
3
4
5
On the way to a higher maturity in IT project management, LEXTA provides support in the core areas cost estimation and project controlling
PROJECT MANAGEMENT MATURITY: SEI CAPABILITY MATURITY MODEL ® METHOD EXAMPLE
Source: Software Engineering Institute (SEI) of the U.S. Department of Defense, LEXTA
Company-Profile-Lexta.ppt
Exhibit 43Exhibit 43
Basic Expert team estimation
Intermediate Expert team estimation + Effort drivers
Advanced Expert team estimation + Effort drivers+ Analogies
development process**Software
• Reliable estimates• Transparent estimates• Pragmatic method
– Feasibility without own databases of completed projects
– quick implementation• Early applicability in the
project life cycle
1
2
3
Objectives Implementation in three steps
To ensure reliable project effort estimations, LEXTA has developed a method that combines best practices from the industry
PROJECT MANAGEMENT MATURITY: PROBIT* METHOD
Source: LEXTA
METHOD EXAMPLE
* ProBIT = Process oriented budgeting for IT projects** E. g. Rational Unified Process, V-model, simple waterfall model
Company-Profile-Lexta.ppt
Exhibit 44Exhibit 44
1. Prepare project 2. Control project 3. Close project
• Identify budget, schedule and scope risks, as well as budget levers in the project contracts
• Anchor project controlling in the project organisation
• Define project controlling processes
– Timely reporting of project efforts
– Change request and supplement procedure
• Regularly compare actual and planned budget in milestone plans
• Support inspection of project re-sults at milestones
• Recognise budget and schedule overruns early
• Control change request and supplement procedure
• Ensure a clear-cut pro-ject close (end of invoi-cing for project)
• Define remaining tasks (responsible, budget, schedule)
• Support project docu-mentation and transition into current IT operations
Mile-stone 1
Mile-stone 2
Mile-stone n
...
Project controlling process
Project control-ling tasks
Kick-off
Project process
Go-live
Project controlling tasks can be grouped into three phases
PROJECT MANAGEMENT MATURITY: PROJECT CONTROLLING PROCESS
Source: LEXTA
METHOD EXAMPLE
Company-Profile-Lexta.ppt
Exhibit 45Exhibit 45
• Overview LEXTA
• IT Management Competence
– IT Benchmarking
– IT Cost-Cutting
– IT Sourcing
– IT Strategy
– IT Security• Project References
AGENDACompany Profile
Company-Profile-Lexta.ppt
Exhibit 46
Dataintegrity
Availability
Documentation Processes
Confidentiality
KEY ISSUES OF IT SECURITY MANAGEMENT
IT risk management aims at appropriate security standards under consideration of the cost-benefit ratio
Source: LEXTA
Costs
Company-Profile-Lexta.ppt
Exhibit 47Pers
onne
l
System
s
Clients
Strategy topics and influence factors Implementation
IT securityorganisation/
IT securityconcept
Govern
ance
Technology
trends
Change
manag
emen
t
Regulatory
guidelines
IT-Security strategy
Efficiency targets
Source: LEXTA
STEPS OF LEXTA IT-SECURITY MODEL
The IT security strategy is derived from IT strategy and risk strategy and delivers structured statements for its implementation
Business strategy
IT strategy/riskmanagement
Input
Company-Profile-Lexta.ppt
Exhibit 48
An intra-industy benchmark of security standards can assess the adequacy of risk management
BENCHMARKING - SAFETY REQUIREMENTS
Source: LEXTA
8,1
7,1
6,2
7,7
7,8
8,0
8,1
Ø Other industries
Utility company 1
Utility company 2
Utility company 3
Utility company 4
Utility company 5
Example client
Procedure Example
• Structured LEXTA-recording sheet for most relevant security requirements
• Ca. 45 queries within categories
- IT security certification
- IT security services
- IT security operations
- IT access security
- IT security skills and organisation
• Identification point system (0,0 to 10,0 points)
• Identification of relative security requirements in comparison to other companies withcomparable size, industry and businessrequirements
Company-Profile-Lexta.ppt
Exhibit 49
The objective is not the creation of maximum security standards but an efficientimplementation of reasonable requirements
100%
Security and availability standards
Costs
Actual security
Recom-mendationLEXTA
∆ Costs for implementation of recommendation
ANALYSIS AND RECOMMENDED COURSE OF ACTION GENERIC
Source: LEXTA
Transparencyand managementcommittmenttowards residualrisks
Company-Profile-Lexta.ppt
Exhibit 50Source: LEXTA
A cost-benefit evaluation of possible IT-security measures is conducted
high
medium
low
Ben
efit
Estimated investment and operating expenses in thousand € p. a.
Estimated investment and operating expenses in thousand € p. a.
Ben
efit
high
medium
low
< 100200 - 100> 200 < 100200 - 100> 200
Infrastructure layerApplication layer
Integritytest/
Tripwire
Operation manual,
emergencymanual
Penetration tests
Delay and blocking
mechanisms
SSLEnforcement
Password conventions
Securepassword
transmission
Operationmanual,
emergencymanual
Multi-factor
authenti-cation
Penetrationtests
EVALUATION IT-SECURITY MEASURES EXAMPLE
Company-Profile-Lexta.ppt
Exhibit 51
The typical project procedure for IT risk management conforms with ISO 27001
Identify risk treatmentAnalyse risksIdentify risksDefine scope
Select and implement controls
Contents:
Phases:
• Definition of scope and boundaries
• Justification of restrictions
• Setting of principles
• Taking intoaccount businessand legal orregulatoryrequirements
• Execution of securitybenchmark (point system)
• Definition of securityobjectives
• Definition of criteria riskassessment and acceptance
• Approval by Management
• Identification of assets withinscope of ISMS and owners of assets
• Identification of threats
• Identification of vulnerabilities
• Identification of impacts by lossof confidentiality, integrity and availability on assets
• Assessment of potential business impacts
• Assessment of realisticlikelihood of security failures
• Assessment of acceptance of residual risks
• Identification and evaluation of options for risktreatment:
–Apply controls
–Accept risks–Avoid risks–Transfer risks
• Cost-benefitevaluation for risktreatment
• Choice of measures and objectives
• Management autorisation of residual risks
• Formulation of statement of applicability
• Formulation of risk treatmentplan
• Implementation of risk treatmentplan
• Definition of KPIsfor rating the efficiency of measures
• Implementation of training and awarementprogrammes
• Execution of monitoring and reviewingprocedures
Formulate objectives
TYPICAL PROCEDURE
Source: ISO 27001, LEXTA
Company-Profile-Lexta.ppt
Exhibit 52Exhibit 52
• Overview LEXTA
• IT Management Competence
– IT Benchmarking
– IT Cost-Cutting
– IT Sourcing
– IT Strategy
– IT Security
• Project References
AGENDACompany Profile
Company-Profile-Lexta.ppt
Exhibit 53
• Worldwide leading telecommunications company, GER
• Worldwide leading mobile telecommunications company, GER
• Worldwide leading telecommunications company, AUT
• Europe-based internet service provider, GER
Client
• IT Benchmarking
- Execution of numerous benchmarks in all service categories
- Management of corporate benchmarking process
• IT Cost-Cutting
- Concept & implementation of global cost-cutting program
- Standardisation of data processing centre operations
- Standardisation of end-user infrastructure
- Evaluation of software distribution
- Implementation of multifunctional printers
• IT Sourcing
- Development of the sourcing strategy for the single business fields
- Concept & implementation of corporate standards for the entire IT operation
- Support and moderation SLA- and price negotiation, amongst other things SAP and IPTV
• IT Strategy
- Development of the IT Strategy of multiple business fields
- Accompanying a Dual-Vendor-Strategy for Hardware purchases
- Introduction COBIT
Project experience
Source: LEXTA
LEXTA has profound experience in IT management
REFERENCES TELECOMMUNICATIONS AND MEDIA
Exhibit 53
Company-Profile-Lexta.ppt
Exhibit 54
• IT Benchmarking
– Entire IT operations
– Project management
• IT Strategy: new orientation of IT activities
• Municipal utility company, GER
• IT Strategy
– Concept and implementation IT governance
– Reorganisation of the entire IT
• Regional utility company of a DAX30 group, GER
• IT Benchmarking• Municipal utility company, CH
• IT Benchmarking• Worldwide leading company for gas transportation and storage, GER
Client Project experience
Source: LEXTA
REFERENCES UTILITIES (1 OF 5)
LEXTA has profound experience in IT management
Exhibit 54
Company-Profile-Lexta.ppt
Exhibit 55
• IT Benchmarking
– Performance comparison of IT providers within the corporation
– Execution of numerous benchmarks in all service categories
• IT Cost-Cutting
– Lever concepts to reduce the IT costs
– Effective result oriented application for multiple regional providers
• IT Sourcing
– Moderation during alignment of shared service models
– Outsourcing of the IT operations in form of a “shared service” for multiple business units
– Support during negotiations with the IT provider
• IT Strategy
– Development of a blueprint for business units
– Concept for a centralised Networking provider in the corporation
– Development of telephony strategy for diverse business units
– Concept for a wind power information system
• Miscellaneous
– Project controlling during the implementation of SAP IS-U/EDM/BW/CRM
• Worldwide leading energy supply company of DAX30, GER
• Multiple regional utility companies of a DAX30 group, GER
Client Project experience
Source: LEXTA
REFERENCES UTILITIES (2 OF 5)
LEXTA has profound experience in IT management
Exhibit 55
Company-Profile-Lexta.ppt
Exhibit 56
• IT Benchmarking
– benchmarking of the entire IT operations
• IT Sourcing
– accompanying the proposal process
• IT Strategy
– development of IT Strategy & governance
• Internationally leading gas carrier, GER
• IT Benchmarking• Regional utility company, GER
• IT Benchmarking
• IT Sourcing
– buildup of service level management
• IT Strategy
– concept and adjustment of IT governance
• Leading national utility company, GER
• IT Benchmarking• Regional utility company, GER
Client Project experience
Source: LEXTA
REFERENCES UTILITIES (3 OF 5)
LEXTA has profound experience in IT management
Exhibit 56
Company-Profile-Lexta.ppt
Exhibit 57
• Strategy check IT service provider• Leading network of regional gas suppliers, GER
• IT Benchmarking • Municipal utility company, GER
• Assessment of the security- and quality standards for IT operations • Leading internet trading platform for storage capacity, GER
• IT Strategy
– development of the strategy for telephony
• Worldwide leading electric utility company of a DAX30 group, GER
• IT Sourcing
– assembly of a consolidated service level management
• IT Strategy
– supervision of the data processing centre during the PMI-Phase
• Big utility company of a european energy combine, GER
Client Project experience
Source: LEXTA
REFERENCES UTILITIES (4 OF 5)
LEXTA has profound experience in IT management
Exhibit 57
Company-Profile-Lexta.ppt
Exhibit 58
• Assessment of the security- and quality standards for IT operations • Leading importer of gas and regional utility company, GER
Client Project experience
Source: LEXTA
REFERENCES UTILITIES (5 OF 5)
LEXTA has profound experience in IT management
Exhibit 58
Company-Profile-Lexta.ppt
Exhibit 59
• Benchmarking
• Introduction of IT security, organisation and risk management
• Worldwide leading plant breeding company, GER
• IT Strategy• Leading manufacturer of health care products, GER
• IT Benchmarking
• IT Cost-Cutting: Consolidation of the data processing centre
• IT Strategy:
– Feasibility- and economic efficiency study & transition dealership-management-systems
– Transition strategy of operating system
• Internationally leading automotive manufacturer, GER
• IT Benchmarking• Worldwide leading semiconductor manufacturer, GER
• IT Benchmarking
• IT Cost-Cutting:
– Increase of efficiency during application usage
– Lever concept of infrastructure costs
• International premium automotive manufacturer of DAX30, GER
Client Project experience
Source: LEXTA
REFERENCES INDUSTRY (1 OF 2)
LEXTA has profound experience in IT management
Exhibit 59
Company-Profile-Lexta.ppt
Exhibit 60
• IT Benchmarking
• IT Sourcing: evaluation reporting
• IT Strategy: Organisation concept during the PMI-Phase
• Worldwide leading pharma group, GER
• IT Strategy• Top 3 of automobile importer in Germany, GER
• IT Benchmarking of the entire IT operations • Most profitable automotive manufacturer, GER and USA
• IT Benchmarking
• Rheingauer Kreis
• Worldwide operating manufactuer • IT-benchmarking File-Services of quality steel, GER
Client Project experience
Source: LEXTA
REFERENCES INDUSTRY (2 OF 2)
LEXTA has profound experience in IT management
Exhibit 60
Company-Profile-Lexta.ppt
Exhibit 61
• IT Benchmarking
• IT Sourcing
– optimisation of the offer process
• IT Strategy
– market entry in the telephony business
• Rheingauer Kreis
• Mid-sized software house, GER
• IT Benchmarking• Major regional IT service provider, GER
• Audit product strategy and market potential analysis • Major regional IT service provider, GER
• IT Benchmarking• IT-service provider of a DAX30 group, GER
Client Project experience
Source: LEXTA
REFERENCES SERVICE PROVIDERS (1 OF 2)
LEXTA has profound experience in IT management
Exhibit 61
Company-Profile-Lexta.ppt
Exhibit 62
• Benchmarking• Mid-sized software house, GER
• IT Benchmarking
• IT Cost-Cutting
– business case for the introduction of multi function printers
• Rheingauer Kreis
• IT-service provider subsidiary of a internationally leading air carrier, GER
• IT Benchmarking:
– Accompanying the benchmark process with key accounts
– Development of a tool to estimate project costs
• IT Strategy
– Applications strategy for a key account
• Rheingauer Kreis
• Europe-wide leading IT service provider, GER
Client Project experience
Source: LEXTA
REFERENCES SERVICE PROVIDERS (2 OF 2)
LEXTA has profound experience in IT management
Exhibit 62
Company-Profile-Lexta.ppt
Exhibit 63
• Rheingauer Kreis• Leading european financial service group
• IT Benchmarking
• IT Cost-Cutting
• IT Sourcing
– Buildup accounting for services
• Credit union, GER
• IT Cost-Cutting
– Leverage concept
• IT Strategy
• Big multivendor vehicle financer, GER
• IT Benchmarking
• IT outsourcing process
• Rheingauer Kreis
• IT-service provider of an international leading insurance group, GER
Client Project experience
Source: LEXTA
REFERENCES FINANCIAL SERVICE PROVIDERS
LEXTA has profound experience in IT management
Exhibit 63
Company-Profile-Lexta.ppt
Exhibit 64
• IT Benchmarking• Regionally leading full service bank, GER
• IT Benchmarking
• Development of a key data system for IT operations
• Rheingauer Kreis
• Cooperative insurance group, GER
• Optimisation of operations process
• Skill-Review of staff
• Internationally leading private bank, GER
Client Project experience
Source: LEXTA
REFERENCES FINANCIAL SERVICE PROVIDERS
LEXTA has profound experience in IT management
Exhibit 64
Company-Profile-Lexta.ppt
Exhibit 65
• IT Benchmarking• Worldwide leading media group, GER
• IT Benchmarking
– Project business
– SAP operations
• Worldwide leading publisher group, GER
• National leading information serviceprovider, A
Client
• IT-Sourcing: Support with offer and integration process for a Key Account
Project experience
Source: LEXTA
REFERENCES MEDIA
LEXTA has profound experience in IT management
Exhibit 65
Company-Profile-Lexta.ppt
Exhibit 66
• IT-Benchmarking
– Complete IT operation
• IT-Cost-Cutting
– Overall programme for cost-cutting
– Professionalisation of project business
• IT-Sourcing
– Support in negotiations with service provider
– Development of a service-level management organisation
• IT-Strategy
– Development IT strategy
• Nationally leading real estate service provider, GER
• IT Benchmarking
• IT Cost-Cutting
• Mid-sized facility management company, GER
• IT Benchmarking
• IT Cost-Cutting
– Concept and application of the entire program
• Regionally leading real estate service provider, GER
Client Project experience
Source: LEXTA
REFERENCES REALESTATE PROVIDER
LEXTA has profound experience in IT management
Exhibit 66
Company-Profile-Lexta.ppt
Exhibit 67
• IT Benchmarking• Largest private bus and train company in •Benchmarking IT operations Germany, GER
• IT-Sourcing
– Compilation of a product and service catalogue
• Leading european logistics gruop, GER
• IT Benchmarking• Nationally leading consumer research company, GER
• IT Strategy for product resource planning
• IT Sourcing (data processing centre, WAN)
• Nationally major furniture trading company, GER
• IT Benchmarking: preparation of a telecommunications benchmark
– Telecommunication
• Leading international transportation and logistics group, GER
• IT Benchmarking (D, E, HU, J, USA)
• Evaluation reporting
• Nationally leading service provider, GER
Client Project experience
Source: LEXTA
REFERENCES SERVICE PROVIDERS AND LOGISTICS
LEXTA has profound experience in IT management
Exhibit 67
Company-Profile-Lexta.ppt
Exhibit 68
• IT Benchmarking• Municipal service provider, GER
• IT Sourcing: development of product and service catalogues for the IT systems house
• Largest service provider at labour market in Germany, GER
• IT Benchmarking with „Benchmarking@Lexta“ (pro bono)• Regional subsidiary of an international relieforganisation
• IT Benchmarking• Nationally leading health insurance, GER
• IT Benchmarking• Municipal service provider, GER
Client Project experience
Source: LEXTA
REFERENCES PUBLBIC ORGANISATIONS
LEXTA has profound experience in IT management
Exhibit 68
Company-Profile-Lexta.ppt
Exhibit 69Exhibit 69
Frank BaumannManaging Director
LEXTA GmbHDorotheenstraße 3710117 BerlinGermany
http://www.LEXTA.com
Phone +49-(0) 30-88 71 24-0Fax +49-(0) 30-88 71 24-20Mobile +49-(0) 172-760 6738E-mail baumann@lexta.com
Please contact us for further information
CONTACT INFORMATION
Source: LEXTA
top related