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Strategic guidance; weighing up whether the solutions being deployed appear fit for purpose for a firm of the merged size and nature of the business; challenging plans to ensure that the IT Merger will meet broader strategic objectives and goals;
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Critical assessment of potential shortcomings around Finance, HR and client Marketing/CRMsystems and processes, telecommunications;
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Introduction of good, proven project practice in merger situations; working to objectives; risk management and mitigation to ensure tight issue management;
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Effective engagement with key stakeholders throughout the process.
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Effective allocation and management of Internal and external resource requirements, including negotiations;
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Reliable budgeting and cost control of the merger IT costsand ongoing cost of ownership, identifying and implementing effective cost reduction opportunities. For example, facilitating and reviewing economies of scale related to Infrastructure where this may be an opportunity to outsource / outhost some areas of the IT function where there is a business case.
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Merger of the IT teams, advising on and helping to develop roles, IT budgets and service expectations and delivery standards (such as key IT deliverables management: systems availability, system capacities) to establish effective ongoing IT support in the merged business. We review key IT processes objectively: Incident Management, Change management, Major Incident Handling, Problem Management; Project inception and management; Internal IT Controls
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Critical, objective review of planned or committed projects and their long term cost impact;
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Co-ordination of key components of the merger process such as merged user community policies and procedures, communications links, data conversions and mergers and pre-launch testing.
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