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Case Study - Pinnacle West Capital Corporation

The collapse of the housing market and the general economy in the recessionary environment that began in 2008 called for even more concentrated efforts to improve process efficiencies and innovation.
             Process Improvement Efforts in the Information Services.
             The transformation process began with identifying a clear vision for information services - "One team working with our customers to advance and transform the business." At the top of the implementation agenda was business process transformation, which focused on building process change skills, methodologies and tools. Initial process transformation efforts started in 2001 and culminated in the identification and monitoring of 36 separate processes. These processes were divided into four broad areas - strategic processes (I/S portfolio optimization, business and technology planning, and financial planning), development processes (project planning, requirements, design, development and maintenance), operations processes (incident and problem management, capacity management and disaster recovery), and a number of support processes.
             The information services initiatives were designed to support the business process transformation efforts and ultimately transform the business. The initiatives covered professional development and key projects. The professional development initiative was geared toward acquiring the skills and training necessary to embark on business process optimization. The strategy was to continuously shift IT personnel to identify and act on strategic initiatives. The key projects initiatives supported the shift to strategic work by setting in motion a series of projects geared toward integrating service-oriented architecture into the design of IT projects. The service-oriented concept was identified as a key enabler for achieving business process transformation. Supporting the transformation and innovation aspects of the strategy were the foundational areas.


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