ADAC – Performance comparison and inner transparency
The ADAC regularly implements benchmarking projects in its IT departments. In the middle of this year Maturity was commissioned to benchmark the client/server environment.
As part of the project, the economic efficiency of the whole environment and the internal cost distribution systems, for example, were to be reviewed. “In recent times there had been more and more discussions as to how costs were distributed to the specialist areas,” says Dr. Norbert Peczynski, Head of IT at the ADAC. The mood was tense – it was high time to create transparency. What are problematic in relation to cost distribution are the costs which are not be directly allocated to a system, e.g. operating costs and the SAP share in the technical infrastructure.
A yardstick for future orientation
Consequently, in addition to the costs, Maturity also analysed the processes. According to Peczynski, the data was collected in a “very quiet and pleasant manner”. The reason for this is the method used by Maturity. Instead of having the data “delivered” by the customer for a pre-specified collection model, Maturity developed an individual model. Since this took place in the GAA’s controlling system, there was a pleasant side effect: a type of yardstick was created, which the IT department can use again at any time to get its bearings.
The complexity of the existing IT landscape had to be taken into special consideration. The various types of user groups (breakdown service, publishing, car rental, etc.) each have users with very different demands, which makes the standards required from the IT department very complex and expensive. Complexity was also the keyword for the peer group because the branch is not decisive in this respect, but the complexity of the applications. In the ADAC’s peer group, companies from the services, insurance and logistics sectors were represented.
When the results were being presented, there were suggestions in relation to both the costs and the processes. In this respect, Maturity recommended that the way in which hardware was purchased be reviewed because there was a 4-5% potential for savings in this area. Even though the GAA has well-structured processes at its disposal, there are still possibilities for optimisation here. In this respect, for example, a form of capacity and configuration management should be introduced, i.e. an ordered process is being established with regard to when and to what extent computers are technically equipped and what hardware and software components are used. “Up until now this has mainly been done at short notice,” says Peczynski.
The ADAC had a good overall assessment. It was slightly below the average value for the peer group and had more complexity and more work. At the project’s end Norbert Peczynski was happy. Everything went “exceptionally well, without any friction”. With so little friction that discussions with regard to another project are already underway. What is really useful is the fact that internal transparency now exists with regard to the processes for cost distribution and there is less potential for conflict.
Download the Case Study IT benchmark at ADAC as a PDF file