The project
Nueva Pescanova is one of the main companies in the fishing industry worldwide. It specializes in the capture, cultivation, processing and marketing of seafood.
The company is immersed in a 2020-2024 Strategic Plan named "Rumbo al valor" that focuses all organizational efforts on providing maximum value to the consumer.
In this sense, the General Management of Systems and Processes (S&P) has been given a fundamental role that will lead it to accompany the business towards a process of change from both a technological and process perspective.
Managing this evolution, the S&P Management decided to strengthen the governance of its activities by defining and promoting an Office of the CIO that would promote and extend the application of a single governance framework in the department, as well as develop and manage the Plan IT strategic aligned with the goals set by the company.
Challenges
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Designing and setting in motion the CIO Office -
Definition and implementation of a common and homogeneous IT governance -
Definition, implementation and operation of a portfolio management methodology
The solution
From Izertis, we have participated in the definition, creation and implementation of the CIO Office, focusing on 3 fundamental pillars within the area of systems and processes:
1. Project Portfolio Management
it was necessary to give quick visibility and take control of the IT project portfolio. Achieving this objective, four main lines of service were proposed:
- Inventory, situation analysis and consolidation of the portfolio: the objective was to have an aggregate view of the projects in execution and planned to manage the projects themselves and their interdependencies, as well as to ensure alignment with the strategic objectives.
- Definition, implementation and operation of a portfolio management methodology, having to identify the information needs for the correct monitoring of the portfolio and thus be able to homogenize the project management methodology with a "top-down" approach, in such a way that the needs management of the portfolio mark the management needs of the projects.
- Accompaniment in the elaboration of the Systems Master Plan: this activity allowed us to know the strategic guidelines to evaluate the suitability of the composition of the project portfolio.
- Implementation of Project Online as a tool for project and portfolio management.
2. IT Governance Model
The elaboration of a customized governance model involved defining the management objectives for the S&P Management with the client. With this information, a committee structure was generated, we formalized roles and responsibilities, added the Management processes and defined an initial report so that the teams had all the information and tools necessary to put it into operation. The development of the governance model was carried out jointly with the client, involving the key stakeholders as an essential condition for the correct management of change.
3. Automation of management processes with PPM and ITSM tools
- Implementation of Project Online as a tool for project and portfolio management, with the creation of dashboards in PowerBI.
- Support in the definition and configuration of IT service management processes (ITSM) in Proactivanet.
The result
The main achievements:
Visibility and control of the portfolio of IT projects, through:
- The establishment of a methodology for monitoring and reporting project information.
- The implementation of Project Online as a portfolio and project management tool to automate the process and reduce errors resulting from excessive manual tasks.
- The design and construction of portfolio and project monitoring dashboards.
Definition and implementation of a personalized Government Model that provides, among other things, the formalization of a committee structure. The content of these committees was designed and the new work dynamics were implemented with the management, portfolio management, strategic, and systems and processes committees. In this process, Izertis accompanied the area directors in the definition of the content and the metrics to present in the committees and the monitoring of their daily operations.
Support and change management during the adoption of new defined processes, especially the portfolio management and IT service management processes.