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KPMG: Rationalizing Complex Application Portfolios
With new technologies emerging in various industries, companies are leveraging innovative software and hosting solutions to stay ahead in the market. Many public sector CIOs are still wrestling with the challenges of modernizing legacy systems and implementing new systems while maintaining IT governance and meeting new requirements resulting from statutory and policy changes. CIOs must support the transition to modern technologies or risk being marginalized as their business and program stakeholders will turn elsewhere for technology solutions. KPMG, an audit, tax, and advisory firm, provides a wide range of advisory services that help CIOs address these challenges while improving performance and increasing operational efficiency in public sector IT organizations.“We can help clients with all aspects of an integrated business transformation journey including technology, agency specific knowledge, industry experience, program management, and change management,” says Robert Dwyer, Principal, Federal Advisory of KPMG, U.S.Headquartered in New York City, KPMG LLP is the U.S. member firm of KPMG International Cooperative, a global network of professional firms that provide Audit, Tax, and Advisory Services.
KPMG assists governments, higher education, and other non-profit organizations by providing sector-specific Audit and Advisory services. KPMG’s CIO Advisory practice aims to improve the strategic value of clients’ IT investments and enhance customers’ IT maturity while addressing the many challenges facing public sector IT organizations such as cybersecurity, compliance, cloud technology, and legacy system modernization. The practice helps clients rationalize complex application portfolios and helps customers align their public sector organizations to be a strategic business partner. Through IT service management, supplier management, data integrity, security, privacy, governance, and controls, the practice helps clients optimize IT to better support their programs.
“We offer a combination of methodologies, market data, processes, tools, capabilities, and experienced and multi-disciplined professionals to help clients achieve their desired outcomes,” remarks Charles Collier, Managing Director, State & Local CIO Advisory of KPMG, U.S.
Designed for public sector clients, KPMG’s client-engagement model combines technology and government business-transformation professionals with staff who have relevant industry experience. The model enables the firm to offer clients multidisciplinary teams who understand the specific client’s environment. Through this approach, the firm tailors their solutions to meet the specific needs, requirements, and relationship style of their clients.
To develop and implement a modern financial-services information-technology environment, a housing finance agency sought KPMG’s assistance. The client demanded an environment that helps manage and mitigate counterparty, asset, and borrower risk. “Our team developed a transformation road map, which provided a sequenced approach for reengineering business processes and developing and deploying IT systems to support the operation,” says Dwyer. In building new systems, KPMG modernized and transformed 80 percent of the client’s processes. “Using data analytics and automated architecture tools, we are able to identify redundant business processes across legacy mainframe applications,” asserts Dwyer.
Additionally, KPMG developed change and risk-management strategies to help the agency evaluate and manage the impact of the process changes. Collier says that the firm’s key focus is on elevating the public sector CIO and IT function into the role of a valued business partner which can happen by creating business value, navigating business change, optimizing IT investments, transforming IT capabilities, and delivering IT service with confidence.
Spanning three centuries, the firm’s history features significant mergers, including Peat Marwick International and Klynveld Main Goerdeler and their individual firms to form KPMG in 1987. Currently, the firm is deploying integrated technology delivery centers, known as Ignition Centers that focus on rapidly developing systems based on new technologies. “In the days to come, we will continue to help our clients implement and manage the technologies that are most relevant to their business,” ends Collier.
To develop and implement a modern financial-services information-technology environment, a housing finance agency sought KPMG’s assistance. The client demanded an environment that helps manage and mitigate counterparty, asset, and borrower risk. “Our team developed a transformation road map, which provided a sequenced approach for reengineering business processes and developing and deploying IT systems to support the operation,” says Dwyer. In building new systems, KPMG modernized and transformed 80 percent of the client’s processes. “Using data analytics and automated architecture tools, we are able to identify redundant business processes across legacy mainframe applications,” asserts Dwyer. Additionally, KPMG developed change and risk-management strategies to help the agency evaluate and manage the impact of the process changes. Collier says that the firm’s key focus is on elevating the public sector CIO and IT function into the role of a valued business partner which can happen by creating business value, navigating business change, optimizing IT investments, transforming IT capabilities, and delivering IT service with confidence.
Spanning three centuries, the firm’s history features significant mergers, including Peat Marwick International and Klynveld Main Goerdeler and their individual firms to form KPMG in 1987. Currently, the firm is deploying integrated technology delivery centers, known as Ignition Centers that focus on rapidly developing systems based on new technologies. “In the days to come, we will continue to help our clients implement and manage the technologies that are most relevant to their business,” ends Collier.
