At the start of the project, the requirements of the IT department were summarised and documented within an operating concept in collaboration with catworkx. The budget, team structure, time frame and responsibilities were clearly defined in it. To strategically develop procedural and result targets in the project, thyssenkrupp Marine Systems used the IPMA (Importance-Performance-Map-Analysis) method. The project was defined on the basis of the following seven pillars: infrastructure, operational processes, rights & roles, interfaces, app configuration, support and end users.
catworkx and thyssenkrupp Marine Systems are now linked by a long-standing partnership. The catworkx team supported thyssenkrupp Marine Systems in structuring the results and deriving key decisions:
Sharepoint continued to be used as a central document management system for team questions, while Confluence was used to increase collaboration within the team and improve project management in terms of time and quality. The Atlassian products also allowed knowledge management, task control, development processes and other specialist areas to be sustainably designed. In addition, a separate rights and roles concept was introduced to meet the requirements of the German Federal Office for Information Security (BSI). After a standardised regulation had been implemented for all locations regarding which functions were supported by the tools, the licence upgrade was carried out.
Support for Atlassian products was also clearly regulated in the new ITM structure. To integrate relevant departments into ITIL-based operations, the introduction of a central IT point of contact for each department was an important measure. During the planning phase, all of the department's requirements were recorded, mapped and prioritised.
Completed projects were transferred to ITIL V3*-compliant operations in the supply. Outsourced service processes were synchronised from Topdesk to Jira via an interface. This allowed requests to be mapped, controlled and monitored centrally. The Atlassian products were seamlessly integrated into the existing application landscape.
The question of internal software development was also solved uniformly: from SAP to Siemens Teamcenter to individual applications, all departments process corresponding orders in Jira and Confluence. Another issue was the data migration from different Jira installations to the new central Jira instance. catworkx also supported thyssenkrupp Marine Systems in this project and successfully transferred the data. ITIL training courses helped to establish a unified IT service concept between employees and partners such as catworkx.
Company-wide access to ITIL-compliant process design enables a transparent and optimised approach. The service contract with catworkx has also optimised operating costs, internal workload and support, as many services could be outsourced. catworkx continues to support thyssenkrupp Marine Systems in operational matters as well as in the implementation and optimisation of various processes from a wide range of specialist areas.
