IMS

With “Integrated Management Services (IMS)” NOVEDAS provides targeted consulting and management services for projects and line functions.

The holistic consulting – and supporting – in combination with IT and business interests form the focus and are our unique selling point. Our established know-how in financing, controlling, commercial & contracts with approximated hundred expertise man-years in IT-Audits, reviews, Service Management concepts and implementation shape the best qualification for solving management problems in IT-Environment.

By completing IMS jobs in the past years, it was interesting to see one main focus crystallizing: Outsourcing plans.

Our main business area is autonomous attendance at your projects and outsourcing: the complex structures will be analyzed holistic, cross-staged and precisely to get the best „in time and budget“ solution.

NOVEDAS was regularly entrusted with project responsibility in typical situations that can be grouped as follows:

1. Outsourcing provider

An IT-Service provider gains an Outsourcing order. There are not enough internal resources available to fill the initial phases project management (contract negotiation teams, project organization of take over preparations, due diligence, ...). NOVEDAS assumes project responsibility in the name of the IT-Service provider, fulfilling the given appointment.

2. Outsourcing customer

A conglomerate plans to transfer all its IT-services to an outsourcing provider. There is no internal experience in this kind of transaction. The internal IT is uncooperative and does not grant access to its knowledgebase, because it is the main sufferer. NOVEDAS designs and implements an accompanying project, which includes personnel, organizational and technical aspects. The required personnel reductions and shifting of personnel capacity with their effects on motivation and demand acceptance will be especially considered.

3. Fusion

Two IT-Companies are planning to merge. Subsidiary companies will be integrated into a new concern structure. If necessary the subsidiary companies will be merged / disbanded. NOVEDAS consults a subsidiary company on contents design of the merging activity and accompanies her thru the negotiations.

4. Strategical partnership

In the context of each core business two companies agreed on a , with one taking care of the IT for both. A cooperation management has to be created. Organizational, technical and procedural interfaces must be designed and implemented. NOVEDAS provides the project management and makes project coaches available for one partner as part of a functional, effective cooperation management set-up.

In accomplished outsourcing plans, next to different roles in project management, NOVEDAS took over commercial responsibility.

NOVEDAS demonstrated extensive business competence with commercial responsibility in complex major projects (between 100 M € and 500 M € p.a.).
The three sectors financing, controlling and contracts build the basis:

Financing

Comparison of financing concepts (i.e. Leasing vs. Acquisition)
Analysis of leasing contracts (costs, liquidity, processes)

Controlling

Creating controlling concepts for certain departments

• Cost category planning
• Cost center planning
• Target Costing
• Activity based costing with Zero Based Budgeting

Design and implementation of management success calculation

• Declaring Standards of Performance
• Development and introduction of product success calculation

Commercial & Contracts

• TCO-Analyses
• Consulting and attending at Leasing and Service contract realizations
• Checking and rating of existing contracts
• Developing advertisement and their requirements

A small, independent consultancy with such a combination of experts, is very hard to find in Germany.

13 causes for problems and mistakes, which should be avoided at outsourcing plans.

1. Loose definitions and task specification
2. Missing planning basis
3. No internal resources with relevant and essential experience
4. Incorrect, incomplete stocktaking or due diligence
5. Begin of service provision without exact coordination or coverage of future contents
6. Parallel contract negotiations for initiating critical service provision
7. Missing process know-how
8. Lacking knowledge about HW/SW-license contracts, service and maintenance contracts
9. Missing experience for operative teamwork of several legal units with intertwining responsibilities at process organization
10. Vague communication of project planning
11. Heterogeneous, nonaligned, disparate project organization
12. Insufficient or missing inclusion of affected executives to achieve acceptance, understanding, transparency and vantages
13. None or poor statement of management concerning employees, who are affected by staff reduction or authority delegation.