Knowing what you pay for

In the complex ecosystem of large organisations, managing software systems can often resemble a labyrinthine puzzle. This case study delves into the experience of a large municipal government’s engineering department, consisting of approximately 300 staff, as they transitioned to the Windows 8 ecosystem. It unveils the challenges, strategies, and outcomes of documenting software usage in an environment where legacy practices and a lack of unified information posed significant hurdles.

Legacy Challenges: A Fragmented IT Landscape

The initial challenge was the department’s legacy of decentralised IT management. Each sub-department had autonomously procured software over the years, leading to a scattered landscape with no unified inventory of tools, user details, or license information. This fragmentation was not just an operational issue but a matter of public accountability, considering the use of public funds for software licenses.

The Catalysts: A Veteran Finance Controller and an Ambitious Director

The project gained momentum under the contrasting influences of a finance controller, a 40-year veteran adept at avoiding responsibility, and a new director eager to make his mark. Their differing perspectives underscored the need for a systematic approach to documenting and rationalising the department’s software usage.

The Journey to Clarity

Over three months, the task of building a comprehensive list of software, complete with ownership and technical details, unfolded. The approach was straightforward yet meticulous: start with input from a few knowledgeable experts and expand the inquiry to uncover what was missing.

Building Rapport and Listening: Key to Discovery

Central to the process was building rapport with the team. By understanding the daily functionalities and needs of different staff members, it became possible to assess the actual usage of various applications. This understanding was crucial in identifying opportunities to combine or replace specific applications with more generalised solutions, potentially saving costs and streamlining operations.

The Outcome: Interactive Dashboards and Informed Decisions

The culmination of this effort was the creation of an interactive dashboard, presented to the management team. This tool not only provided a clear overview of the software landscape but also served as a vital resource for the migration team tasked with validating the compatibility of these systems with Windows 8.

Conclusion: The Value of Diligence and Engagement

This case study highlights the importance of diligence and stakeholder engagement in navigating the complexities of software management in large organisations. By methodically documenting software usage and building a comprehensive understanding of operational needs, significant strides can be made in rationalising resources and ensuring accountability. It stands as a testament to the value of thorough analysis and the power of informed decision-making in organisational transitions.

Responsible use of AI:

This article has been styled and organised by ChatGPT 4, with original input from the author and has been reviewed by a human. Read More