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Dow Jones, owned by News Corporation and headquartered in New York, is well known across the world for their news and financial information and fast moving and innovative in their use of digital. With primary competitors of Bloomberg and Reuters, it is essential that Dow Jones continue this innovation to stay ahead of their competitors. Maintaining robust IT controls without stifling their dev/ops which provides the backbone for reducing time to market for their creativity was the challenge that Aveas was set.
What did Aveas do?
Aveas first had to understand the needs of dev/ops community recognising the importance of dev/ops to the business. Agile development brought fast innovation that gave the company competitive edge. Cumbersome IT processes were starting to have an impact on time to market, yet remained essential to ensure robust controls and minimise disruption to business critical IT services. Although not mature in the USA, Aveas were asked to implement ITIL processes that allowed this agility to continue and yet, retained essential controls. To achieve this, we designed and implemented a set of process and procedures, based on the ITIL framework, that brought controls without impacting innovation and this essential time to market.
To help embed the changes and provide much more effective MI, we worked closely with a third-party provider to implement new service management toolsets that integrated with their existing agile toolsets.
This required us to perform and develop, an initial market assessment, the RFP, subsequent supplier evaluation and selection, and contract development and negotiation. We were then appointed as the SI, taking accountability for the integration of the tools alongside the agreed processes.
What our client said:
“Taking industry recognised standards, Aveas brought a higher level of experience and professionalism in their engagement, finding practical solutions that met the traditional needs of an IT support organisation and the demands of a digital media company constantly seeking innovation”
Head of IT – Dow Jones– Client CIO
What were the outcomes?
The outcomes of this engagement were measurable with the most noticeable effect being faster time to market and a better understanding of changes creating incidents which significantly reduced incident resolution times.
However, by providing better MI through the tooling, the support team were able to ruggedize the systems which were most at risk, and implement effective monitoring controls. They were able to target awareness and training to drive down outages, all the while, without stifling the dev/ops innovation.
In the age of timely information being essential to their business and their competitive edge, these were true, measurable, benefits.