Project Testimonials

Project Testimonials

There are two sides to every story, then there are Screenshots

ABSA

ABSA Data Governance Organization

One of South Africa's largest financial services groups, offering a complete range of retail, businesses, corporate and investment banking, insurance, and wealth management products and services.

Challenge

Create a centralized Data Governance Organization within ABSA that will assist to overcome the risk related to data & information and improve the overall quality of the data, in order for information to become the driving and trusted source for decision making within the organization.

Solution

The initial step was to determine the strategic environmental context of the required Data Governance Organization. The strategy definition included Critical Success Factors, Value Add Items and Risk Items. The Critical Success Factors were utilized to ensure alignment with the required business goals and related performance metrics.

with the ideal design of the required Data Governance Organization in place resource gaps (governance, people, processes and technology) were determined and bridged.

Effective support were provided to ensure the correct implementation and operational execution of the unit's business goals.

Value Add

Centralized control with decentralized execution of data management activities using a central authoritative body within ABSA that successfully administer and manage the organisation's data resources.
A common understanding by all stakeholders of data governance based on a standard framework adopted for data governance.
Governed data usage based on a single set of governance mechanisms (policies, standards, procedures, rules, meta data required, roles and responsibilities) that ensures the integrity, consistency and controlled sharing of the organisation's data resources.
Improved maturity of the organisation to become an information-driven organization that is capable of effectively transforming data into information.
Reduced risk of incorrect decision making based on bad quality data.
Reduced risk for data disasters.
A pre-requisite for a single version of the truth within ABSA.

ABSA

ESKOM Enterprise Architecture Methodology

Eskom generates approcximately 95% of the electricity used in South Africa and approximately 45% of the electricity used in Africa.

Challenge

Most enterprise architecture related projects fail to deliver the requirements and benefits expected by the organizations. One of the most frequent causes of this failure is the lack of an effective enterprise architecture methodology that accounts for metrics such as being applicable, holistic, flexible, standardized and repeatable.

Solution

Discon Specialists provided Eskom with Method Engineering and Project Management services.

The main objective was to kick-start the Method Engineering project that will embed an effective methodology for Enterprise Architecture within Eskom.

The steps followed were:

Educate the stakeholders on the theory and DISCON'S approach for the method engineering.
The effectiveness of the existing methodology was assessed in terms of weakness and challenges.
Opportunities for improving the method were identified.
A more effective methodology was designed on a conceptual level of detail. The design included an architecture framework, catalogue of architecture services and modeling techniques required. The DISCON method was used as the reference model.
A plan was agreed on for configuring the methodology in more detail and to deploy the methodology.

Value Add

Foundation set for Eskom specific methodology that covers the total spectrum of architecture services that should be orchestrated together to facilitate architecture changes effectively.
Improved understanding and competency of method engineering, utilization and change readiness.
Establishment of a continuous dedicated method engineering function set for continuous method improvement.
Foundation set for Holistic methodology that encompass all the enterprise architecture services.
Standardisation of the methodology building blocks required.
Centralized control with decentralized usage and execution of activities using a central authoritative within ESKOM that successfully administer and maintain the methodology.

ESKOM

ANGLO American Platinum

Anglo American Platinum Limited is the world's leading primary producer of platinum group metals (P6Ms) and accounts for about 40% of the world's newly mined platinum.

Challenge

Migrate the people Scorecard (PSC)(constitutes the PEOPLE leg of the Quality, Quantity; Cost, People and Environment performance measurement of the Anglo Platinum Performance Management drive) to full integration into the organisation's Executive Information System to a stage when the data is deemed to be valid and reliable.

Solution

Discon Specialists' services provide AngloAmerican Platinum with Business Engineering and Project Management skills as part of the overall initiative to achieve the following specific objectives:

Alignment, Refinement and Finalisation of the PSC Tool Prototype.
Development and Implementation of the actual required PSC Tool based on the prototype mentioned above.
Assistance in the monthly utilization of the people Scorecard with a view to the identification of optimization / improvement opportunities evident from the Scorecard results, as well as the compilation of Business Cases in support of these identified opportunities.

Value Add

People Scorecard is being utilized on an ongoing basis to identify and evaluate optimization opportunities for which supporting Business Cases will then be compiled based on the information gathered through the People Scorecard Tool (PSC).
Accurate allocation, tracking and management of the workforce in relation to the mine plan.
Optimal forecasting and utilization of people as a resource.
For once the HR component delivered accurately and with integrity relative to planning.
The integrity of HR data raised the integrity of the organisation.

ANGLO

NATIONAL Department of Human Settlements

To facilitate n environment that provides sustainable human settlements

Challenge

The current housing development approach with a focus on the provision of state subsidized houses will not be able to meet the current and future backlog and there are questions related to its financial sustainability. We need to diversify our approach to include alternative development and delivery strategies.

Solution

DISCON Specialists joined PWC and embarked on a Turnaround Strategy project for the National Department of Human Settlements as they saw opportunities for service delivery improvement and decided on the turnaround project.

Value Add

A visible, tangible, strategy model, aligned to the influences from the business' external and target environments.
A strategically aligned architectural model was created which supplied the correct scope, content and context of the underlying functions of the department. It validates the reason for existence as well as representing a true index to the business architecture.
The delivery of an organisation structure and operating model, which is aligned with business direction and required performance parameters.
Improved maturity of the organisation to become a customer focused service delivery organisation that is capable of effectively and effectively facilitating and environment that provides sustainable human settlements.
Team based approach, with project integration and content development as focus areas. Collaborative planning and co-ordination to achieve project objectives.

DOHS

SASRIA SOC (PTY) Limited

Africa's foremost special risks insurer - since 1979

Challenge

Strategically position the business in relation to the influences and expectations from the business external and target environments. Ensure that the effect of any change in business strategies filters through the internal environment of the business.

Solution

DISCON Specialists' services provided Sasria with Business Engineering, Project Management and Change Management skills to quickly determine the strategic context of the business which reflected the Critical Success Factors, Value Add and Risk Items. We utilized the critical success factors to test the strategic alignment and refine the function structure of the business.

With the 'ideal design' of the business we could measure the performance of the business functions and resources available in the current business relative to the deal. This enabled us to refine the business functions and quantify the resource gaps per resource category and per business function or organization component.

Misalignment between the business functions and organisation structure that could affect the performance of the business were addressed. The measurement engine for the heads of the respective divisions were reviewed and adjusted in order to reflect the business strategy.

Value Add

A visible, tangible, strategy model, aligned to the influences from the business' external and target environments.
The strategy of the business was facilitated to ensure a common understanding without any ambiguity thereof. This provided the mechanism to test all the business functions, processes, organisation structure and business rules against, to ensure alignment with the business strategy.
An architectural model was created which supplied the business with the correct scope, content and context of the underlying functions of the business. It validates the reason for existence as well as representing a true index to the business architecture.
The delivery of an organisation structure, which is aligned with business direction and required performance parameters.
Strategically aligned balanced scorecard implies that the individuals are measured in line with the strategy of the business. Strategically aligned behavior is cultivated in this manner.

SASRIA

DEPARTMENT of Justice Constitution and Development

National Department accountable for a transformed and accessible justice system which promotes and protects social justice, fundamental human rights and freedom

Challenge

Criminal and civil courts are encountering serious case backlogs with the perception that the misalignment between the current strategic objectives and the influences from the surrounding environments of the Court Services branch are contributing towards the backlog. The current business model is not aligned to the strategy and optimal service delivery.

Solution

DISCON Specialists' services provided Court Services with Business Engineering, Project Management and Change Management to define the strategically aligned Court Services function decomposed as well as a project portfolio of change initiatives to direct Court Services on their journey of service delivery improvement.

The initial step was to interpret and categorize the strategic environmental context of the required Court Services. The Critical Success Factors were utilized to ensure alignment with the required business goals.

With the perceived ideal design of the Court Services in place we could prioritize and align the project portfolio of Court Services towards their commitment of services delivery improvement.

Value Add

Categorized information on the critical issues for Court Services, aligned to the influences from the business external and target environments.
A common understanding, without any ambiguity thereof of the strategic objectives critical to the success of Court Services. This provides the mechanism to test all the business functions, processes, organisation structure and business rules against, to ensure alignment with the business strategy.
An architectural model was created which supplied the branch with the correct scope, content and context of the underlying functions of court services. It validates the reason for existence as well as representing a true index to the business architecture.
Strategically aligned project portfolio identified from the most critical priorities.
Improved maturity of the organization to become a customer focused service delivery organization that is capable of effectively and effectively contribute to a transformed and accessible justice system.

DOJ