Summary

Deecon conducted a thorough review of CityFibre’s workflow management system to produce 22 strategic recommendations to improve efficiency and functionality. We subsequently supported the CityFibre team in the development of bespoke systems modules in line with recommendations made. We introduced a new Systems Change Governance Process to oversee and manage the implementation of system changes as well as enabling accurate progress reporting to CityFibre’s Senior Management Team.

The Requirement

Deecon was engaged by CityFibre to review the existing workflow management system to identify systems gaps, highlight spare capacity, and uncover any issues or inefficiencies. We engaged with users across different business units to understand pain points and assess the current commercial and operational processes around the workflow management system against industry best practices. The objective was to provide strategic recommendations which could be implemented in a structured and controlled manner to improve systems efficiency and value add to the business.

The Solution

Deecon employed a four-phase approach to conduct the workflow management system review and transformation.

Phase One: Discovery

Deecon conducted independent workshops with 16 Build Partner and 36 internal stakeholders. These sessions were designed to determine whether current processes aligned with Industry best practice.

An in-depth review of the system’s ability to service CityFibre’s requirements in the ‘As-Is’ state was carried out, followed by gap analysis to highlight where the system did not facilitate these requirements sufficiently.

Phase Two: Design

During this phase, Deecon determined which systems and process improvements would deliver better value to the business and improve efficiency. We designed the ‘To-be’ state through collaborative engagement with internal stakeholders to define business and functional requirements for an upgraded system.

Additionally, we conducted desktop research and organised 15 system demonstrations to evaluate alternative solutions available on the market.

Phase Three: Recommendation

Deecon recommended CityFibre retain and improve the existing workflow management system. We produced 22 strategic recommendations to deliver continuous improvement and uplift the existing system capabilities.

We also designed and recommended a System Governance Framework for change management, including:

Moderating change requests by a Network Build Project Team

Prioritising requests in consultation with the Chief Technology Officer

Reconciling committee recommendations with internal process

Governing change requests collaboratively on a Monday.com board for progress management

The recommendations were presented to CityFibre’s Senior Management Team and approval was granted for the subsequent Implementation Phase.

Phase Four: Implementation

Deecon supported the CityFibre internal team in designing and deploying new custom-made modules to improve the workflow management systems. We implemented a Systems Change Governance Process which aimed to improve how change requests are captured and prioritised ahead of being added to the Company roadmap for planning and development. We ensured that KPIs were in place to track performance benefits, and collaborated with stakeholders to manage the User Acceptance Training ahead of the release of deliverables to the business.

The Results

Deecon delivered 22 actionable recommendations to upgrade the workflow management system through integration of custom-made modules for enhanced efficiency in delivery management. The upgraded system and new system governance framework improved visibility of deliverables across the business and ultimately increased the number of systems changes delivered each quarter.

This engagement leveraged our expertise in digital transformation, ensuring a seamless transition and the adoption of system upgrades along with process improvements. Our contribution promoted alignment with CityFibre’s strategic business objectives to ensure the company’s targets were met and exceeded.