Process Management

In their pursuit of excellence and efficiency, network managers in all sectors (IT, Banking, Energy, Transport, etc.) face similar issues. The execution of a large number of operations, by many different collaborators, complicates identification of change-related impacts. As a result, large companies require effective strategies to ensure mastery of their various processes.
 
  Process design & redesign

An organisation, employing 1,000 people, uses an average of 20 to 40 key processes, each of which can be broken down into 4 to 8 functional, 'end-to-end' sequences. These kinds of numbers lead to one conclusion: Without common tools and practices, the documentation of 100 to 200 individual sub-processes will not be very helpful. Instead, a, global, coherent, methodological framework must be defined in order to provide:
  • a system capable of managing, and establishing objectives and priorities;
  • a process architecture for each set of coherent activities i.e. without duplication, or ‘grey areas';
  • modelling conventions: depending on the type of process organisation and documentation, the client may require a simple, 'stand-alone' tool, or a tool in combination with a database in addition to appropriate synchronisation methodology;
  • a set of rules to delegate the various process management responsibilities;
  • a methodology for documentation and process changes;
  • a process library to distribute information globally (doc, templates, KPI, etc.).

The Gate-16 consultants are developing ‘off the shelf' tools, for process design & re-design projects in order to minimise the time needed to implement the methodological framework and to proportionately increase the time available for process analysis/design to ensure optimisation.
 
 

 

  Change Management

In the case of mergers and splits, all changes in client services, and additions of new activities, etc., require analyses to evaluate the gap between the current and future situations before implementing any operational changes, installing new software tools, or hiring additional staff. Our methodology addresses the following aspects:
  • Client
  • Organisational
  • Personnel
  • Administrative
  • Financial
  • IT
  • Learning
  • Technique/Logistics
All of these issues are systematically reviewed in our Change Management projects. The Gate-16 consultants make sure that a pre-defined level of 'readiness' is attained before any changes are placed into production.
   
 
 
  Capacity Management
New, optimised process(es) impact staffing requirements and, in some cases, can even alter a client's objectives. Fundamentally, three mechanisms, known as the ‘Benchmark', are used to evaluate the required staff size for each given mission. However, this method cannot explain the causes of discrepancies...
Execution-time surveys yield estimated times which, when multiplied by the volumes, yield labour estimates, however these estimated times are neither reliable nor detailed...

Time measurements, performed for the most time-consuming tasks, provide standard times. These times, multiplied by the volumes, yield standard estimates, however, this method is fastidious and cannot be applied to all organisations...
As a result, Gate-16 has developed its own methods which combine these different approaches, in a logical manner, in order to provide a precise estimate of your staffing needs.