The Information Systems Department (ISD) responsible for IT systems for new nuclear projects within a major energy company launched a program to automate and optimize management control, in order to better measure operational performance and ensure consistency with application strategy. PALMER helped the company transform its budgeting processes, improve financial reporting and automate project cost tracking. This approach provided greater visibility of performance, while guaranteeing more responsive financial management in line with the IT Department’s strategic objectives.
Optimization of financial processes: efficient closing processes aligned with strategic objectives.
Automated financial reporting: accelerate financial report production times for faster, more accurate analysis.
Rationalization of budget processes: deployment of an ABC costing model for optimized cost management by IT activities and services.
Sourcing complex data: mapping data sources and managing models to ensure reliable data collection and analysis.
Strategic alignment: ensure correlation between financial data and business needs for smoother cost management.
Process automation: improved responsiveness and accuracy in the production of financial reports thanks to automated tools.
Strategic alignment: integrating financial objectives with business needs and application trajectories.
Optimized cost monitoring: rigorous monitoring of costs and financial commitments using an appropriate costing model.
Enhanced analytical visibility: provides a clearer, more detailed view of operational and financial performance, facilitating decision-making.
Digitization of management processes: improved management of expenses and requests related to run activities.
Analysis and rationalization of existing financial processes: assessment of closing and financial steering processes to align them with strategic objectives.
Automated reporting: mapping and stabilization of data sources, and implementation of automated tools to speed up financial reporting and make it more reliable.
Deployment of the ABC costing model: development of an analytical costing model, aligned with CIGREF benchmarks, to optimize cost tracking by IT activity and service.
Optimization of budget processes: overhaul of budget management processes to align them with the IT Department’s strategic objectives, with improved visibility of expenditure and commitments.
Data sourcing management: mapping complex data sources and stabilizing the models needed to monitor costs and performance.
Digitization of run management tools: automation of processes for managing run-related requests and expenses, to improve efficiency and resource management.
Complex data sourcing: managing the diversity of application data sources, requiring rigorous mapping and stabilization of data models.
Adaptation in a context of IT urbanization: continuous adjustment of tools and processes in a fast-changing environment.
Strategic alignment of financial data with business needs: difficulty in correlating financial data with business requirements and the management of run activities.
Optimized financial management: implementation of rigorous closing processes, enabling more responsive financial management in line with strategic objectives.
Accelerated reporting: automated financial reporting for faster, more accurate performance analysis.
Better cost control: thanks to the ABC costing model, greater visibility of costs by activity and IT department, facilitating expense management.
Enhanced strategic alignment: effective correlation between business needs and application trajectory, guaranteeing a better match between IT investments and EDF’s objectives.
Digitization of management processes: optimized management of requests and run-related expenses, with automated tools for better cost tracking.
