Context

VONA supported a government administration in the conduct of its digital transformation program, as well as in the industrialization of its IT entity's processes. This entity, composed of nearly 7,000 employees, designs, develops, implements and manages more than 1,500 information systems. Given the size of this program, the objective was to optimize internal processes, streamline existing tools, and facilitate the adoption of new systems by all users.

Methodology

To meet the digital transformation challenges of this entity, VONA has adopted a gradual and structured approach:

• Program director for all integration projects and specification of technical-functional needs serving as a reference for the integrator.
• Priority treatment of standard IT processes (incidents, service requests) before extending to other business processes.
• Integration of mature and optimized processes on a restricted perimeter in order to guarantee initial success, and to create a base of best practices for extension to other processes.
• Conducting collaborative workshops involving key users (business and operational) in order to facilitate the rapid adoption of new practices.
• Use of mockups to illustrate the new functionalities, allowing users to better project themselves into the target solution.
• Response to the needs expressed in standard configuration : each need expressed was analyzed and treated in order to remain in accordance with the standards of the solution, thus limiting customization costs.

Benefits

The transformation program led by VONA has allowed the administration to achieve significant benefits, both operationally and strategically:

• Progressive integration and beyond initial goals : the coverage of IT and non-IT processes has evolved continuously, reaching a level of integration greater than originally planned.
• Widespread adoption of the solution : the tool has become a key element in the daily life of all staff of the entity, as well as that of its supervisory administration, facilitating interactions and the sharing of information.
• Streamlining systems : the industrialization of processes within a single solution has allowed the replacement of several existing information systems and the reduction of Total Cost of Ownership (TCO).
• Improving operational efficiency : the reliability of treatments has led to better team productivity, while reducing operational risks.
• Improving the user experience : for both business customers and operational staff, thanks to smoother processes and a more intuitive interface.
• Reinforcing continuous improvement : the provision of shared indicators and dashboards made it possible to anchor a continuous improvement process and to align the objectives of the various teams.

This program therefore made it possible to thoroughly modernise the organization of the IT entity while optimizing its performance and facilitating the adherence of teams.