INSURANCE - Implementation of a PPM system to define processes and support systems
"Developing the organizational capacity to manage investment lifecycles in an orderly way, supported by efficient PPM systems, is the key to qualifying IT Management as a strategic partner in company business."

Sector: Insurance
Project: Planning and managing investments and IT initiatives
Solution: Implementation of a PPM system to define processes and support systems


The client - an Italian company with a turnover of over 220 million Euros - is a member of an international group and has put in place a project for internationalizing and transforming IT into a services centre. In 2007, an important program for developing a European-wide direct channel was launched. This strategy provided for IT services to be managed and supplied centrally from Italy. In this business context, the Information Systems and Organization Department recorded a growing complexity deriving from the proliferation of demand for IT initiatives. The large number of requests, and of the company functions that originated them, made it necessary to plan and manage all the initiatives in this field in an integrated way. The adoption of a suitable process model, both decision-making and operational, together with the solving of conflicts in human and financial resources, had become the key elements on which they concentrated, to confirm IT as a services centre with added value as well as a reliable business partner.


Beta 80 Group set up and managed for the client a program of interventions structured in three phases:
Phase 1 - Start up of a Project Management Office aimed at centralizing the management of new requests for IT and to "gain experience in the field" in order to perform the subsequent phases in the program efficiently.
Phase 2 - Defining of management processes for the lifecycle of the IT initiatives portfolio, from reception and selection of requirements to carrying these out.
Phase 3 - Implementation of Project Portfolio Management software to support the processes defined. The program purposely used the nascent Project Management Office, first as a tool for understanding characteristics and company culture, and subsequently as an agent for change because of the role it had acquired.


Thanks to the intervention program undertaken, the company obtained organizational and technological tools that allowed them to get quickly under control the entire portfolio of ongoing projects and requests for the IT service (with the relative state of completion). In addition, the full visibility acquired over the planned commitments of resources (the critical ones first of all), enabled informed choices to be made about the sustainability of the new initiatives, to plan them in the medium or long term and to continually evaluate the impact of variations on ongoing projects. Development of the program also improved internal communication to the IT service and between the IT service and the business lines, allowing for visibility to be given to work plans, adapting them efficiently to changing company needs.