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Corporate Occupiers

Regional Convenience/Gasoline Retail Chain

For the real estate department of a leading regional convenience/gasoline retail chain, RealFoundations developed a Strategic Information Systems Plan.

Objective

  • Define and articulate a strategy and plan for improving the business processes through the use of technology
  • Assess current application and technology infrastructure
  • Define a future state to support the defined strategy, leveraging existing company information while addressing content, processes, culture, and infrastructure as part of the design
  • Develop a prioritized list of proposed project initiatives, based on current and planned initiatives and high-level cost/benefit analyses, including executable tactical timetables

Involvement

  • Generated and managed the project work plans and team activities for both the strategic planning
  • Conducted facilitated work sessions with site analysis/acquisition, land development, design & construction (including remodeling), and property management to define the current state processes, business issues and improvement opportunities
  • Summarized the business findings and recommended improvement opportunities through a consensus-driven executive work sessions
  • Generated a five year Strategic Information Systems Plan

Financial Institution

For the Real Estate Department of one of the largest financial institutions in the world, RealFoundations developed a Strategic Information Systems Plan.

Objective

  • Determine how to place accurate, detailed and current information in the hands of decision-makers in order to optimize the portfolio of properties
  • Assess current application and technology infrastructure
  • Develop a strategy to replace a number of antiquated systems and integrate several informal or side systems
  • Determine a technical architecture that would permanently integrate information from a series of outsourced service providers and provide future flexibility
  • Outline an implementation roadmap for the selected strategy
  • Provide a business case framework and assist in articulating benefits to steering committee

Involvement

  • Interviewed partner and client IT associates to determine application landscape and developed an overview of current-state applications and their integration points
  • Conducted approximately 30 facilitated work sessions to review all real estate processes and determine end-to-end process map, existing issues that needed to be addresses, and requirements for future systems that were unique to the client
  • Developed future-state technology and application architecture to accommodate client’s complex operating model, comprehensive information needs, and strategy to heavily leverage outsourced service providers
  • Worked with project executives and steering committee to finalize and ratify the strategy, as well as determine a path forward to implement the strategy

Global Investment Management Organization

For a corporate real estate department of a global investment management organization, RealFoundations professionals assisted in the draft and implementation of various process improvements within the organization.

Objective

  • Identify process improvement opportunity within the Design & Construction and the Facilities group within the Corporate Real Estate Department
  • Work closely with the client personnel team to design and implement the improvement opportunities identified

Involvement

  • Conduct multiple work sessions with the client personnel to
    • Reach a consensus among the client personnel regarding how the process works currently
    • Draft future process improvements by combining input from the client and RF knowledge of the leading industry practices
    • Analyze the gaps between the current and future processes and drafting a plan of action items for implementation
    • Implement the improvement plan
  • Some of the examples of process improvements relate to
    • Bid/negotiation/award guidelines for vendor selection
    • Standardization of RFI/RFP process via the use of template forms and policy guidelines
    • Improvements to tracking capital project cost on a timely basis
    • Improved coordination with corporate accounting for invoice tracking, payment and reconciliation