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Cloud Computing

CUSTOMER PROFILE

A large international semiconductor manufacturer with facilities on three continents with a new Chief Information Officer needed an independent infrastructure assessment of their information technology operation division. The Operation team consisted of 31 staff members running data centers in Europe, China and the United States. The CIO expectation was to get an independent evaluation of the team’s staff, process, and systems.

WHAT WAS THE PROBLEM?

The CIO had two previous studies done by vendors that lacked the independent objectively and provided recommendations that only supported their specific products. The Operation team was overwhelmed with the daily support issues and did not have the spare capacity or breath of experience to conduct the desired research.

WHAT WAS THE SOLUTION?

PMG proposed an in-depth assessment of all the operation’s information technology processes and systems along with a review of the previous vendor assessments. The assessment would include a financial review of contracts, invoices, bills, and internal budgets to identify opportunities for savings to reduce future budget expenses. PMG’s review would focus on immediate savings through elimination of contracts and the reconfiguration of information technology infrastructure and equipment.

WHAT WERE THE END RESULTS OR OUTCOME?

PMG was successful in identifying $250,000 in reductions in information technology capital expenses and an immediate savings of $100,000 in telecommunications expenses. PMG developed a decision matrix for the CIO to migrate internally maintained software applications to a Cloud based supported infrastructure. The assessment provided the CIO with a new process for the monitoring and support of all six data centers along with a plan for the consolidation of reduction of data centers to three. PMG developed a Software Assurance policy, Architect Review Board, and a new set of customer satisfaction IT Dashboards. The final report to the CIO provided both a financial and operational roadmap for the next five years that included a set of recommendations to reorganize major contracts, eliminate contracts, and a staffing support model.

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