The esight Group


STRATEGIC MANAGEMENT

Use outcomes of the full IT assessment to feed into the IT strategic plan. Useful for SWOT analysis and development of future state, action plans and technology roadmap.



PERFORMANCE MANAGEMENT

You can’t manage what you don’t measure” is an old saying that is very true for IT performance. We divide It into two areas: the business performance of IT as it relates to aligning its activities with the business strategy, how it handles costs etc, and technical performance such as availability, reliability and response times etc.


FINANCIAL MANAGEMENT

IT leadership cannot effectively support the IT functions it is responsible for unless the leadership team employs financial management techniques, such as having solid processes and procedures for procurement, asset management, detailed budgets etc.  This equates to running IT as a business and as a profit centre.


VENDOR MANAGEMENT

First and foremost, we offer a simple, yet effective methodology for you to take back control of your vendor relationships where you identify your key vendors, document and understand the relationship and assess them on a variety of criteria. 



Our methodology encourages a transparent approach to communicating your Vendor Management Program to them and includes a self-assessment by the vendors using the same criteria that you apply to them. This creates an opportunity to enter into meaningful discussions with your vendors and helps provide a common understanding on where you should perhaps focus more attention in the metrics of your SLA with each vendor.

External vendor costs are substantial for most organisations and these costs and the relationship with the vendor should receive close management attention. We can implement a vendor program that sets criteria and parameters so that you can score each vendor across a multitude of variables. As well, the program establishes a senior management snapshot of each key vendor relationship that highlights the success points and the pain points of the relationship.

This approach ensures that your IT staff are not carrying out procedures that are already contracted to 3rd parties (this happens for reasons of expediency). This is an additional cost that can be eradicated by structured and trusted relationships with all 3rd parties.


RISK MANAGEMENT

The absence of a risk management plan is a major trigger that a company's IT function is "an accident waiting to happen". IT risks run in the hundreds and include security, availability, performance and compliance risks. For example, if you do not have a procedure to regularly validate your Backups, how do you know they are reliable?

We can assess your current IT risk register to ensure all reasonable risks are acknowledged and appropriate action is occurring.




BENEFITS REALISATION 

A combination of using a Benefits Scoring model and introducing accountability for the realisation of project benefits can cast a whole new perspective about how business benefits are stated and quantified in business cases. It sounds easy, so why is it lacking in so many companies? How many times have you seen a business case for a project that outlines phenomenal business benefits that seem almost too good to be true?  

The sponsor is excited about the project, extols its virtues and is a high-profile advocate to get it approved and funded. Yet you almost need a search party to find them after the project is implemented and its business benefits are nowhere near those projected in the business case.

Surely there must be something wrong with the approval process? Are the benefits overstated in order to get priority over other company projects? More than likely the answer is yes to both questions. 

Where is the accountability? In most cases it is nowhere to be seen.  

So what can be done about it? You need a process that levels the playing field so that projects with real and tangible benefits get the go-ahead. Unless an objective assessment or scoring process exists, with accountability for realised benefits at the tail-end of the project, the status quo will remain – most projects will fail to deliver their expected (and stated) benefits.  

We have the recipe for the realisation of project benefits.

Contact us about the recipe. It contains our seven criteria based on business benefits along with lour secret ingredient - a healthy dose of accountability.