How to optimize an IS in a Eurometropolis - part 2?

We have seen that the Eurométropole de Strasbourg faces real complexities when it comes to setting up its Information System. What solution does it have at its disposal to make things clearer?

Previous article:"How to optimize an information system in a Eurometropolis (part 1)"

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Comitology has therefore taken on its full meaning within our organization. We have built a two-stage governance process, one operational, the other strategic, with clearly defined stages, milestones and responsibilities. The aim of this process is to ensure that arbitration is "fairer", more appropriate and more closely aligned with political objectives. But it also enabled us to put our internal organization in order and create an annual "agenda".

As a result, we've been able to provide greater transparency for "trade" applicants.

Choosing the right tools for simple project management

We couldn't have successfully completed our reorganization project without acquiring a new IS project management tool. We opted for the Project Monitor (PM) software package from Virage. It enabled us to easily multi-link our projects to the community's objectives. It also enabled us to implement our new value analysis methodology. PM is highly scalable, enabling us to improve our dashboards and real-time project monitoring.

Notably interfaced with our financial ERP (Buhl's Coriolis), project budget management has been greatly simplified. PM's consolidation capabilities have also facilitated :

A 360° vision for the Strasbourg Eurometropolis

In order to be even more efficient in the management of our resources, we have worked on our project methodologies:

  1. Template creation in PM (based on PRINCE 2 methodology)
  2. More precise resource planning
  3. Available for other projects depending on remaining availability

Here again, we have linked PM to our Chronogestor time management tool from CGI. It enables us to better manage activity recording. Each agent knows in real time exactly how much time he or she has worked during the day.

As a result, we were able to legitimize our recommendations concerning workload plans during project arbitration committees vis-à-vis the EMS executive bodies.

The 360° vision offered by PM enables every IS player to manage the system efficiently from every angle:

This major evolution in our organizational processes, and in particular in the management of our projects and activities, means that we can look to the future with greater serenity than before, despite a more difficult and tense context.