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Change Management
Most organizations feel the pressure associated with program managing
technology changes within their user’s environments. Technology changes,
referred to as Installations, Moves, Adds and Changes (IMAC’s), may be the
responsible for a substantial portion of any IT department’s workload,
placing other more important projects on a waiting list. If your
organization is often faced with technology rollouts, such as software or
hardware upgrades, operating system upgrades and user moves, we have a
solution. JB Technologies has a proven track record delivering effective IMAC
solutions to its clients. Our services have been used by multinational
organizations to relocate thousands of users, their equipment, software and
data. Another benefit of our IMAC solution is:
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Technology assessment of work flow process (disaster recovery and risk
analysis, moves / adds / changes, break fix, asset control, business line space
planning and vendor supported SLA’s)
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Design and implement asset accountability cost control processes.
Every aspect of our service will be customized to your specific needs. In
its basic form, our service provides the methodology and experienced
resources necessary to program manage and/or project coordinate desktop
relocation projects. Other resources may be included, as deemed necessary,
to handle more complex components of certain IMAC projects such as: servers,
application software and data, LAN/WAN infrastructure, mainframes etc. See
Facilities Relocation and Data Center Relocation for additional information. We take a partnership approach to the relationship with our clients. Or goal
is to seamlessly integrate our services with your existing technology
support infrastructure. We interface our change management methodology with
your existing systems allowing us to provide state of the art project
management, reporting, and continuous process improvement. The results speak for themselves. Our clients have reported a 40% to 60%
decrease in overall IMAC costs and improved user satisfaction.
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