Our consultative approach enables us to work with business leaders, to gather business requirements, align this with people and processes, architect a solution and deliver a complete business case.
A typical architectural engagement will take business goals and objectives and transform them into an overall technical solution, often supporting a business case or RFP process. Within this our leading Enterprise and Solution Architects (plus our Business Analysts and Process experts) will work with your senior technology team, adding rigour, discipline and industry expertise to map technology solutions onto your business.
Even when there is no specific identified business objective, our initial engagement can instead take a technology audit methodology (Estate Audit), thus identifying risks and inefficiencies within your current IT and Network estate. An estate audit can cover Physical, Logical, Performance, Design, Resilience, Vulnerability, End of Life and Operational audits.
The consulting phase
The Enterprise Architect will consider data models, business processes, technical and application infrastructure when producing solutions to meet board business and strategic goals. Our Solution Architects act as the link between a company's business leaders and the designers and developers who build their IT and Network systems. Their deliverables typically include Impact Assessments, technology feasibility for business case inputs, vendor assessment and overall corporate technical roadmap. Once a programme of works develops the solution architect acts as an advisor into the pertinent project team.
Our Business Analysts are responsible for gathering and documenting stakeholder and user requirements which support the development of a business case. Once a project is underway, the Business Analyst acts as an advisor to the subject matter experts and the Project Manager, particularly if the project is running in Agile.
Our Business Process Architects conduct questionnaires, onsite workshops, interviews and other data collection to enable process mapping to standards such as ITIL and E-TOM. Similarly CACI utilises Service Designers to map the holistic design requirements related to people, process, technology and governance which are needed to convert strategic objectives into value focused IT service portfolios. The scope of Service Design is not limited to new services.
The programme phase
Our consulting team (alongside our Programme Managers) support the transition into programme. In the programme phase CACI support the following activities:
Providing support to the customer procurement team, our RFP management service can include the definition of technical requirements, taking inputs from the consulting team. We provide vendor selection guidance, including the development of RFI and RFPs and assist in the selection process, through the scoring of RFP responses and presentations.
Once a vendor is selected, CACI can undertake Vendor Management, usually performed by a combination of project manager and technical authority such as a Solution Architect.
CACI offers overall Programme Management, whereby we are responsible for a broad range of individual work streams (typically project managers and/or delivery), relating to a particular strategic programme.
In a large programme, CACI provides a PMO co-ordination service, which includes administration of the programme working with multiple project managers and often more than one programme manager. This includes overall administrative responsibility for Project Manager engagement and reporting.
When our customers want a single vendor to deal with, CACI can act as a System Integrator taking ownership of all commercial and technical inputs from third party specialist vendors.
Is Onshore Taking The Lead?
Outsourcing 2.0 And The Rise of The Boutique Company
Outsourcing 2.0 Chapter 1
What to Outsource?
Outsourcing 2.0 Chapter 2
A Changing Approach and the True Costs
Outsourcing 2.0 Chapter 3
The Boutique Approach