Successful application outsourcing with cellent
“You are facing the challenge of outsourcing operational and maintenance costs to a new IT provider. How can you manage this without affecting on-going business?“
We have many years of experience in application outsourcing and are aware of the recurring risks in transferring services to a new provider environment. It is important for us not simply to react to risks but rather to proactively identify risks and work together with you to handle them.
“The knowledge about how to operate, maintain and further develop applications nowadays is held by fewer employees, some of whom are external employees. How can this knowledge be transferred and guaranteed in the long-term?”
We are aware that knowledge transfer relating to services, applications and technologies is a critical path towards any transition. Above all, we make an effort to document and make available the knowledge gained during the service transition. In doing so, we create long-term added value for your company.
“The internal employees in the IT and technical departments should primarily pursue their core tasks. How can the service transition be performed with the lowest level of effort on the part of internal employees?“
Our transition method focuses on limiting the expense for the transition to what is absolutely necessary and keeping it as low as possible for you. That means efficient control of critical resources for the performance of the knowledge transfer. In order to complete the transition successfully and in a high-quality way, we subject the agreed results to regular quality assurance.
“The IT organisation is as complex as the IT landscape itself and consists of many internal and external service providers. How can the service transition help to create and end-to-end view of services?”
For us, an end-to-end view means coordinated cooperation between all service providers within the performance of services. To us, that means making the service transition a central task in establishing a shared service organisation.
The cellent procedural model for a successful service transition
Transfers of services in cellent service management are implemented as part of a transition. For this purpose, we have developed a comprehensive procedural model, which transfers services for maintenance and operation from a customer environment into cellent service management in a methodical and structured way.
The model was developed. The methods and tools used support efficient planning and performance of the transition. The procedural model is based on the expectations of clients for professional and low-risk transition management.
Our procedural model brings together significant competence in service and project management. In this process, we use methods (e.g. ITIL, PRINCE2, PMI) of service and project management for the drafting and implementation of the operational organisation and processes that are being aimed for.
As a result of our experience in outsourcing, we are aware of the central challenges of relocations and support our clients throughout the entire process of service transition. We adapt the ITIL-based standards flexibly to customer-specific requirements.
Central areas of activity in service transition
Our procedural model addresses the central areas of activity for a successful transfer from an existing operational organisation into service management for which cellent is responsible.
In an initial step, we plan the service transition with you. We make concrete the scope of services, define the project results for operational readiness and agree on the functions for the control and monitoring of the service transition.
Following the planning, we will identify the scope of services in operation and maintenance and the specifics of the application as a basis for the planning of the knowledge transfer. The knowledge transfer plan will be accompanied by quality gates for the measuring of progress and quality as a basis for approvals and final operational readiness.
Parallel to the performance of the knowledge transfers, structures and processes for future service management are coordinated.
We develop the shared operational organisation and the operational processes relevant to cooperation, taking into account legal requirements and internal company guidelines (e.g. temporary employment, data protection).