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Wieger Dam, Capgemini

In order to be able to forecast better and not to overlook anything, project manager Wieger Dam uses the ASL® best practice Impact analysis template as often as possible.

wiegerdam.jpgWater and insurance
Wieger Dam had primarily been posted in insurance companies, utility companies and district water boards in previous years. He began using the best practice Impact analysis template to gain better insight into the quantity of work to be executed and thus to be able to give a more accurate financial picture. The template helps him and his project team not to overlook anything and to evaluate all aspects having an influence on costs in a structured manner. Wieger: "It is important to have a clearer view of the development process and to know precisely which activities ought to be carried out per step. Only then is it possible to make a good financial forecast."

Not only for the build
Wieger uses the template for the impact analysis not only to estimate the consequences for the build phase, but uses them in all phases of the system development process. "Even for the design and test phase it is necessary to evaluate what all needs to be gone into. And the same goes for infrastructure as well. Of course, the impact of a new system is greater than that of an existing one in terms of infrastructure, but in all cases I do reserve time before the roll out; sometimes hardware also needs to be replaced, for example. The good part of the template is that I have at least ascertained whether there are any consequences."

Learning from the past
"I executed an order for a waterworks utility in which we needed to modify the connection to the Basic Municipal Administration at seven points in an existing system. The customer wanted a cost statement for each point. Subsequently, we conducted a separate impact analysis for each point. Eventually, I got the contract to execute all seven points. It appeared afterwards that we had exceeded the estimate for some points. Overall, however, the costs incurred remained within budget. Subsequently, we were able to indicate correctly why the forecast could not be maintained overall and we once again learned from it. As far as I am concerned, this is also the objective of a best practice and ASL: constantly learning from experience so that we improve further the next time round. Due to this, we continually make better forecasts and we thus get continually better insight into costs and turnaround times."

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