IT governance

Ipiranga

Ipiranga is a Brazilian company, belonging to the Ultra Group, and one of the major Brazilian companies in the distribution of fuel and retail and being in the segment of fuel distribution for more than 80 years. Ipiranga’s headquarters are in the city of Rio de Janeiro and they have offices and distribution bases all over the country and about 3 thousand direct employees and 70 thousand indirect. They have around 7200 service stations in national territory, more than 2400 convenience stores and 1500 units of Jet Oil, a unit dedicated to automotive services and oil change.

OBJECTIVE

The IT area of Ipiranga needed a tool to automatize KPYs of IT governance, cost indicators, projects, demands and tickets, besides documents and reports of external suppliers in a sole system to structure governance.

PROJECT

The team of Ipiranga along with Way/Amadeus’s developed a representation of model for IT Governance based in Cobi and Itil reference standards that could capture the indicators in the legacy systems and also made it possible the manual insertion of data and documents. The result of that effort was placed in our platform, systematizing the access and allowing information monitoring.

RESULTS

Ipiranga now has in a sole system the management not only of their KPYs, but also a better visibility of the evolution of the demands, projects and service levels to internal clients, besides management reports of performance sent to the target public.

Eletrobras

Eletrobras (Brazilian Electric Central) open-stock public private company with stock control of the Brazilian Federal Government and performs as a holding divided in generation, transmission and distribution. It was created in 1962 on order to coordinate all companies in charge of supplying electricity. It is responsible for 37% of the total capacity of generation of the country and has a capacity of 42,800 megawatts and 164 plants, 36 hydroelectric and 128 thermals, two of which are thermonuclear installed.

ELETROBRAS requested a project of system audit and IT governance based in Cobil and Itil models in order to guarantee that their information technology area is aligned to the strategic objectives of the company and that resources are being correctly employed.

CBA

CBA brand is the absolute leader in the national market in food and Christmas baskets. With so much experience in the market of fringe benefits, CBA has extended its operations to other modalities of fringe benefits related to meals to employees offering services in the format of food cards, grocery cards and collective meals.

OBJECTIVE

CBA hired our methodology to implement a consultancy project in the area of information technology to reach a solid technologic base, also consistent and well-structured to Support the implementation of a new management system in the many companies belonging to the group.

PROJECT

We worked in the elaboration of the planning of this implementation, identifying needs of changes in the system and in internal processes, internal team management and definition of tasks, guarantee of compliance to technical specifications, user capacitation, a representation of model for IT Governance based in Cobi and Itil reference standards, involvement of all collaborators of the organization with follow-up post-implementation for evaluation and to provide the necessary adjustments.

RESULTS

The implementation of the new system was successful and CBA started to have their processes adequately mapped and documented, with indicators accessible to all people involved. From that, it was possible to document them and the corporation work rules, achieve better knowledge of procedures and indicators, making it easier to clearly visualize inefficiencies and opportunities in a sole and comprising system, something that was impossible with the previous practices used and the former obsolete system.

COPEL

Companhia Paranaense de Energia- COPEL (Energy Company of the State of Paraná) is public organization in charge to generate, transmit and distribute electrical energy in all the state territory, operating a generator park of 21 own plants.

OBJECTIVE

Copel identified the challenge to create an integration among processes and projects with the creation of a Projects Office. With Way/Amadeus’s approach they saw the opportunity to include processes and establish a Processes and Projects Office with a tool supporting both.

PROJECT

Way/Amadeus created a methodology supported by the tool so that all projects could be registered and all their movements could be monitored considering the business processes of the organization that allowed the optimization of processes and the creation of a link between process and the IT department, also a representation of model for IT Governance based in Cobi and Itil reference standards

RESULTS

The company now has its processes modelled, providing a better understanding of them in order to have a more adequate management of the projects contemplating the needs for a reduction of costs and time. According to Mr. William Lopes de Oliveira, Software Quality manager, this mapping was a success because “the graphic representation is good, the resources are powerful and the web interface is excellent. Copel always makes sure that the solutions are carefully assessed in terms of quality and to add real value to the company’s processes”.

COBRA/BBTS

Cobra Tecnologia (currently BB Tecnologia e Serviços) is a Brazilian Information Technology company that belongs to Banco do Brazil’s conglomerate.

OBJECTIVES

With many units spread all a country with continental dimension, the challenge was to improve the visibility of flows and routes to optimize maintenance processes of the equipment network of Banco do Brasil, optimizing the complexity of services and logistics in order to fulfill SLAs in a comprehensive way by means of an easy to use software, interactive and simple publishing, providing visualization of all people involved and flexible in importing and exporting models.

PROJECT

Employing our proprietary methodology, the process modelling project was performed in two stages: the first one involving directors and executive managers in learning how to employ the tool and also as a way of getting committed with the project and the second one was bottom-up with the participation of the employees describing their activities, giving opinions and suggestions.

The process and metrics tool used by Way/Amadeus was identified as the best for mapping and analysis. According to the executive manager of organizational development, Léo Faria, “all processes were documented in the portal and may be consulted by any person in the company. That makes it possible to have a much bigger access and knowledge of all activities” =. She added that “the software provides better communication among people involved making it easier to standardize the way of documenting and optimizing processes and the possibility of simulation is fundamental to identify possible risks before implementing new routines.

RESULTS

After 9 months of work, Cobra/BBTs obtained as result the knowledge of strengths and weaknesses that jeopardized the SLAs, a greater understanding of the way the productive chain works as a whole, including its employees that could better understand their role in the process, reduction of the complexity of the flows through the implementation of a specific model of planning and procedures according to the strategies and performance indicators, allowing continuous visibility and adjustments and accomplishing schedules established with reduction of cost and reaction time.