ARCONDIS UPDATE No. 02|2019: The smarter solution

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Implementierung der Prozesse in das ITSM Tool in Zusammenarbeit mit dem Softwarehersteller. Kleine Instrumente mit grosser Wirkung Ein wichtiger Faktor, der dafür sorgte, dass die Prozesse im Tagesgeschäft erfolgreich angekommen sind und umgesetzt werden, war die frühzeitige Einbeziehung der betroffenen ITMitarbeitenden. Durch moderierte Workshops konnten die Betroffenen an der Detaillierung der Prozesse mitgestalten. Durch kurzweilige Schulungen mit visuellem Trainingsmaterial sorgte ARCONDIS zusätzlich dafür, dass die ITMitarbeitenden die Prozesse verinnerlichen und so erfolgreich in der Organisation verankern. So hängen im ITBüro beispielsweise Prozesslandkarten mit den wichtigsten Prozessen und PocketGuides sorgen dafür, dass jeder Mitarbeiter jeden Prozess immer vor Augen hat. Reif für die Zukunft und ihre Herausforderungen Mit dem entstandenen, an den Reifegrad und die Änderungsfähigkeit der Organisation angepassten Regelwerk ist die bestehende und wachsende ITAbteilung vorbereitet für kommende Herausforderungen und Audits und hat ein gutes Fundament, um schrittweise weitere Prozesse an Dienstleister zu übertragen. Darüber hinaus konnten wir die folgenden Verbesserungen erreichen: Transparenz für den internen Kunden, wie und nach welchen Massstäben die IT operiert Durch den neuen Prozess kommen keine „nicht genehmigten“ Changes mehr vor Überblick über die Anzahl von Incident und Request Tickets Nachhaltige Lösung von Problemen statt kurzfristiger Workarounds Andreas Hock, Thomas Scherzinger English E_Our client quickly grew from a start-up to a medium-sized biotech company. This put them up against certain external challenges. The IT department was struggling to cope. On top of ensuring audit readiness, the IT team had to demonstrate their contribution and prove that they would be able to create genuine value in future by freeing up capacities. How do you turn from a cost center into a business enabler who supports the core business? The promotion of outsourcing readiness without relinquishing control can be a valuable contribution. Generic growth requires guidance While our customer grew from a start-up into a medium-sized company over the course of the past few years, they acquired new IT staff. In that process, however, they neglected to establish corresponding processes that would effectively and efficiently support both the business and its future growth. At one point, the company turned to another consultancy firm to gain support for its IT team. However, the small IT organization could not implement the typical ITSM processes used by larger corporations; the project was infeasible in practice. As a specialist for life sciences companies of all sizes, ARCONDIS was asked to revisit the issue. Setting out on new paths – during active operations The challenge for ARCONDIS was to find the right balance which would prepare the IT organization for its present situation as well as its future growth without overtaxing it. It also had to ensure that day-to-day operations would not be interrupted by the transition. This means not implementing or radically changing too many processes at once. On top of that, all processes had to be as lean as possible for the still relatively small IT organization, but they also needed to be scalable to accommodate future growth.
23 “Together with the ARCONDIS experts, we were able to establish lean and future -proof ITSM processes that work for us. As we are still in our growth phase, having a scalable framework was very important to me. It creates transparency both internally and externally, towards our customers. ARCONDIS supported us throughout the design and implementation, which involved an external tool provider, down to the handover to operations. It has created a new solution that works on a technical level and has been well accepted within the IT organization as a whole.” Andreas Schneider Director IT, CureVac An individual adaptation of the best practice To create processes that would stand the test of time, both ARCONDIS and the customer’s Director IT insisted on basing their work on the best practices rather than creating a new system from scratch and in isolation. They took advantage of existing knowledge and referred to tried-and-tested frameworks. ITIL 2011 provided the latter, but it had to be adapted to the specific organization, especially in terms of roles and process complexity. The individual ITIL processes were analyzed during multiple mini workshops. In collaboration with the customer’s project managers, they were adjusted to meet the needs of the IT organization precisely. Individual process steps were either condensed or, wherever possible, eliminated, roles and responsibilities were made leaner or reduced in number. ARCONDIS decided to follow a very customer-specific approach, as an IT organization with ten employees does not require the level of detail proposed by ITIL. The most challenging aspect of the project was to retain process steps and responsibilities that produced genuine value for our customer while reducing unnecessary overhead. In the change management process, for instance, we decided to keep one CAB release process instead of two. Once we had determined all processes together, ARCONDIS documented those processes as per the standard operating procedure (SOP) and supervised their technical implementation into the ITSM tool together with the software manufacturer. Small tools with a big effect The early involvement of the affected IT staff was an important factor that ensured the successful implementation of the processes into day-to-day operations. Moderated workshops allowed those affected to have a say in the process details. With interesting training sessions and visual teaching materials, ARCONDIS further ensured that the IT employees internalized the processes and helped them take root within the company. The walls of the IT office now display process maps detailing the main processes, while pocket guides give every employee an easy overview of each process. Ready for the future and its challenges The newly created guidelines suit the maturity and adaptability of the organization perfectly. It prepares the present and future IT department for the challenges and audits ahead, giving it a solid foundation to transfer further processes to service providers gradually. We were also able to make the following improvements: Greater transparency for internal customers on the operating standards and procedures of the IT department The new process prevents unauthorized changes Overview of the number of incident and request tickets Sustainable problem solutions instead of short-term workarounds Andreas Hock, Thomas Scherzinger Treffen Sie uns Meet us Pharma IT Compliance 2019 Auch in diesem Jahr sind Volker Roeder (Principal Consultant Compliance) und Valentino Ducati (Management Consultant Information Management) an der Fachtagung „Pharma IT Compliance“ vertreten. In ihrem Referat sprechen die beiden Experten über die Automatisierung von Annual Product Quality Reviews (APQR) und zeigen dabei auf, welche regulatorischen Vorgaben beachtet werden müssen, wie typische Herausforderungen gemeistert werden und welche Faktoren in solche multidisziplinären Digitalisierungsprojekten zum Erfolg führen. This year, Volker Roeder (Principal Consultant Compliance) and Valentino Ducati (Management Consultant Information Management) will once more represent ARCONDIS at the German-speaking “Pharma IT Compliance”symposium. In their speech, the experts will address the automation of annual product quality reviews (APQR) and will provide an overview on relevant regulations, typical challenges and key success factors to master multidisciplinary digitalization projects. 24. - 26. Juni 2019, Bonn www.chem-academy.com Newswall
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ARCONDIS UPDATE No. 02|2019: The smarter solution

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