TRS Group has a proven track record as indicated by the summary of accomplishments below:

Major Health Insurance and Care Delivery Provider

A major health insurance and care delivery provider had failed at numerous attempts, over several years, of establishing IT governance and creating a model that supported business partnership. The Comprehensive Delivery Framework (CDF) ^TM was utilized to design a custom model designed to provide the intense focus and visibility on IT investments and to support the organization’s need for a ‘collective’ approach. A critical component introduced by this model was portfolio governance, a core component of CDF.

In addition to governance, TRS Group led the implementation of the remaining CDF components:

• Organization model – focusing on business partnership and clear accountability,
• Supply Management – to manage the assignment and planning of resources required to support the realization of prioritized and approved initiatives,
• Quality Management – to support the delivery of quality IT solutions and the,
• CDP Process – providing the foundation for consistent tasks and activities, deliverables and roles and responsibilities for the organization.

TRS was instrumental in developing the business area partner (BAP) office and provided critical senior IT resources to assist in the institutionalizing key roles (e.g. Director of Program and Release Management, Director of Solution Design and Architecture, etc.). In addition, TRS led several major initiatives demonstrating the value of CDP. Lastly, TRS led the implementation of a business partner survey process and utilized these results to establish business service level agreements (SLAs).

The relative size of this IT organization was in excess of 5,000 IT professional with over a 1.5 billion dollar budget.

Major Telecommunications Service Provider

A major telecommunication IT organization established a consistent track record of meeting commitments. Prior to this transformation the IT organization was unable to deliver major initiatives.

TRS implementation resources led multiple cross-functional teams to implement an extensive process foundation, new software release strategy, quality improvement initiatives and organizational improvements targeted at improving the prioritization of business demand and management of IT resources. All of these improvements were implemented to over 1,800 IT professionals and have had the following business results:

1. Release churn reduced from over 130% to less than 20%;
2. Product time to market was reduced by greater than 30% through the introduction of a new release strategy and the implementation of a structured repeatable process;
3. Development capacity growth of 30% through increased utilization;
4. Production defects reduced by 70% resulting in significantly improving the operations of the company and providing the ability to generate greater revenue while reducing the number of customer problems; and
5. Improved employee and business partner satisfaction levels.

TRS established the business area partner (BAP) office focused on the project management of IT initiatives and stakeholder management with the business units. As requested, TRS participated in several major programs and transferring best practice skills and knowledge. Lastly, TRS implemented formal program reviews, a balanced scorecard to improve organizational communications and a centralized process & project repository available via the corporate intranet.

Major Insurance Industry Provider

A major insurance industry provider increased their ability to deliver on commitments by greater than 92% utilizing the Comprehensive Delivery Framework (CDF) ^TM  and supporting processes. TRS provided the coaching necessary to establish a best practice IT organization. TRS was also critical in providing knowledgeable resources to lead critical roles. In addition to meeting business commitments, this organization has seen significant increases in business satisfaction while being able to continually reduce IT expenses.

Large Telecommunication Merger

Two major telecommunication companies merged requiring the definition and implementation of a transformation model to support the integration of two distinctly different IT organizations. The model was prepared such that when the two companies were merged they were capable of hitting the ground running with a clear sense of purpose. The model has led to: effective governance, defined business priorities, clearer organizational accountability, increased business partnership and a set of detailed processes. All of which has provided a foundation for the IT organization to meet its commitments while improving quality and reducing costs. The business units have been quoted as saying that “when comparing where we are this year to last year, IT is delivering 3 times as many products to the business in about a third less cycle time.”

Major Computer Manufacturer

An IT organization of a major computer manufacturer increased their ability to deliver on commitments from less than 7% to 96%. TRS established the framework to ensure business partner sponsorship and leadership throughout the life of a global initiative. This transformation occurred within 8 months and subsequently enabled the organization to successfully implement over 150 global deployments within 1 year. These improvements directly resulted in increases with both employee and business partner satisfaction.

Across the Board

In all cases, TRS has eliminated hundreds of millions of dollars of IT expense through the execution governance and structured processes. For example, many major IT programs have been “redirected” to ensure their business value can be obtained and often even “stopped” due to their lack of business value – whereas often these initiatives would have continued without question until it was too late.

Benefits to the Business

The Comprehensive Delivery Framework (CDF) ^TM is often the logical next step to make for an organization looking to improve its IT delivery capability. This does not mean that prior investments are thrown away. CDF is designed to build upon these efforts by integrating and synchronizing much of the process foundations already put in place.

CDF embraces past process improvements into a consolidated, comprehensive framework. The benefits are many, but focus on delivering quality through consistency by putting in place:

• Clearly defined roles and responsibilities across the organization,
• One governance structure with defined business accountability,
• Only one common set of processes, standards, deliverables, templates and terminology across the IT organization.

CDF has a proven track record. The methods employed by this process have been used with success in other corporations - and a number of Fortune 500 companies are using their own version of CDF. CDF has evolved as a model for how to construct and over time establish a truly world-class IT organization.  Our primary goal is to help you improve your organization to a point to where you can go to the beach and have confidence that all is well!