Situation
In 2002, a major airline split from their parent company, but was wholly reliant on the parent for IT services. For both legal reasons and budget constraints, the airline had to completely separate from the ground company.

Sogeti helped to plan and execute the transition project. In 8 months, the new airline had:

• A new and completely independent network linking 30 sites in North and South America , 3 Application Service Provider (ASP) locations, and the parent company (extranet)

• New PC's or laptops with new operating systems on every desk - migrate old applications, load new applications, validate network connections, training, testing, troubleshooting

• New HR, Financials, and Payroll systems and processes - data migration, interfaces, training, testing, process alignment, project management.

• A new email system - old emails, and address books migrated, users trained, troubleshooting

• A new security plan (network, data, back-up, firewalls, LDAP, processes, etc.), and disaster recovery plan

• A new, completely outsourced call center and help desk

• IT process methodology to support the new executive committee of HR, Finance, Maintenance, Operations, and Crew Resources.

• Created a permanent staff of 7 IT resources (under the Ground Company they had a staff of 10)

• Now has a $3M annual budget to run the new IT department - previously the Airline paid approximately $7M a year to the parent company for IT services.
• An IT Process methodology that guides the optimum mix of IT spending, resources, and projects to best support the Airline's business and operational objectives.
• Open IT systems and standards to accommodate changes in the business - FAA/NTSB regulations, Financial Reporting, Aircraft Acquisitions, Mergers, Re-locations, ACMI, etc. - and quickly comply.