How to optimize an IS in a Eurometropolis - part 1?

A local authority is a structure in constant motion, as its objectives evolve over the course of each mandate. That's why optimizing its information system (IS) is particularly complex.

Optimizing IS governance in a complex environment

Today, more than ever, theEurometropole de Strasbourg (EMS) is undergoing major change. In order to enhance its future, information systems must evolve. The " Digital City " component is omnipresent in the speeches of our elected representatives. This element is present in 5 delegations and 40 "business" departments of the Eurometropole.

With its 120-strong staff, the Strasbourg Eurometropole's IT department has to cope with a strong growth in emerging business projects. For example, to increasingly connect users to public services. Or to improve internal performance in response to budget restrictions imposed by the French government.

optimize SI

Giving meaning and value to projects has become a key factor in the success and motivation of increasingly stretched resources. We have also had to become more creative and efficient in our reporting and project monitoring methods. Such changes, in order to continually optimize our production processes.

Process changes to enhance project value

To achieve these objectives, we have implemented several key actions. All with the aim of creating a break with the past.

First, we had to give meaning to our projects. To do this, we translated the objectives of the new political mandate into IS-related operational objectives. We then used a precise nomenclature that included :

Then, in order to add value to each new project application, we developed a value analysis method based on the MAREVA method. Naturally, we simplified and adapted it to our context. Using this method, we assessed all the projects we had in mind in order to objectify their value.

A two-pronged approach for better long-term value enhancement

The aim of these first two actions was to make it easier for our decision-making bodies todecide which projects to launch. However, these efforts would have remained ineffective if we had not given parallel thought to the IS governance process. This became essential in view of the exponential growth in digital-related requests (+177 requests between 2015 and 2016).

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End of article:"How to optimize an IS in a Eurometropolis (part 2)".