Exit Management Process
In terms of size and complexity, this was Norway's largest ever IT project at the time. Our long and successful experience of handling similar processes was probably one of the reasons why EVRY was chosen to run the program “Exit Management”, initiated after the initial integration project.
Whilst EVRY took the lead for the formal program and project management, the process required a very close and precise coordination with Statoil's IS/IT and business organisation, in order to define and agree upon what should be changed or removed, how and when. It was this trustful close cooperation between the different parties that was key to ensuring the success of the project, where EVRY was also able to take the role of an advisor and help to balance conflicting requirements for simplifying and harmonising the IT system landscape by keeping operational stability.
The Exit process has been executed with minimal disruption to business operations or unplanned downtime of the affected systems. The exit program has resulted in cost reduction, followed-up professionally by EVRY, with clear KPI reporting.
Whilst cost reduction was a primary aim, other benefits as a result of the process include a simplified system landscape with increased application transparency and a harmonised user experience – same access interface and processes, regardless of whether system came originally from Hydro or Statoil.