The Information Systems Department (ISD) in charge of new nuclear projects at a major energy company commissioned us to optimize management control and align financial performance with application strategy. The aim was to streamline budgetary processes, improve IT performance visibility and ensure strategic coherence between digitalization projects and ongoing operations. We provided robust solutions for financial steering, overhauling reporting, and a costing model aligned with CIGREF standards, to ensure optimal and consistent management of IT resources.
Expertise in optimizing financial and management processes within complex ISDs.
Deployment of costing models (ABC) aligned with IT industry standards, in particular CIGREF.
Design and implementation of budgetary processes adapted to the specific challenges of IT projects.
Redesigned reporting for optimum visibility of IT service costs and performance.
Automation of claim and expense management tools, improving efficiency and accuracy.
Strategic alignment: effective correlation between business needs and application trajectory, guaranteeing consistent financial management.
Adapted costing model: implementation of a costing model based on IT activities, according to CIGREF standards.
Improved analytical visibility: enhanced visibility of IT service costs and performance for informed decision-making.
Digitization of processes: automation of expense management processes, reducing errors and processing times.
Precise cost tracking: deployment of management tools enabling precise tracking of costs linked to digital transformation and run activities.
Analysis of existing management processes: assessment of financial steering processes and identification of areas for improvement.
Streamlining closing processes: structuring key processes to ensure compliant and accurate financial closings.
Design and deployment of the budget process: creation of a robust budget process adapted to the specificities of EDF’s IT projects.
Creation of the ABC costing model: development of an analytical model for monitoring IT activities and services, in line with CIGREF standards.
Overhaul of financial reporting: update of reporting tools for better visibility of IT costs and performance.
Monitoring data sourcing: collect the data needed to monitor IT performance and manage the associated risks.
Digitization of management tools: automation of requests and expense management processes for run activities.
Complexity of data sourcing: identifying and collecting the data needed to monitor IT performance, requiring detailed management of data sources.
Constantly evolving IT urbanization context: adapting tools and processes in the face of ongoing IT urbanization, requiring continuous flexibility.
Strategic alignment: ensure effective correlation between digital strategy and business needs in a complex, constantly changing environment.
Optimize financial management by implementing robust budgeting processes and creating an accurate costing model.
Improved visibility of IT performance thanks to more detailed reporting and the collection of monitoring data.
Reduced costs and better control of financial commitments thanks to automated claims and expense management processes.
Greater strategic alignment between business needs and application trajectory, enabling more consistent financial decisions.
Digitization of management tools for more effective monitoring and real-time decision-making.
