IT Transformation within the municipal of Eindhoven

Our client was the IT organization of the municipal of Eindhoven faced with challenges to keeping adding value to there business in a rapidly changing business environment.

Customer Gemeente Eindhoven
Segment Change & program management
IT Transformation within <span>the municipal of Eindhoven</span>


WeY, experienced in Change and Program management, was asked to initiate and manage several parts of this program. This included fulfilling an executive role, the overall program management role, workstream lead roles and several expert roles.

Rene Helsloot, senior business consultant at WeY, was installed as workstream lead “Processes and performance management” to lead the foundation phase of the IT Transformation program.

Goal of this workstream was to identify, analyze and contribute to resolve the main required optimizations in crucial IT processes and in general improve process maturity within the IT organization.


The role of a municipal is constantly changing for example based on changing legislation or demographic developments. Economic growth, infrastructure & housing, income- and public services develop rapidly with an increasing demand for IT services.

These rapid changes require a flexible and maneuverable IT organization which adds value to the ‘business lines’ within the municipal of Eindhoven. To be fit for this role a transformation program has been founded to develop into a future proof IT organization with a service orientated organization model and way of working.

Besides creating more flexibility on the part of IT platforms and technology the founded program had 2 main phases:

  • Improve process maturity
  • Develop a service orientated IT organization


Prior to establishing an IT transformation program, a baseline process maturity scan was executed on a wide range of strategical, tactical, and operational IT processes, based on the Cobit 2019 framework. This framework is only used as an inspiration and best practice within the workstream’s approach to identify possible process improvements.

The following steps were taken:

  • Establish a project team with expertise on scrum, governance risk and compliance and business process modeling
  • Define scope and priorities in close corporation with IT management and steering committee
  • Determine gaps based on the earlier set baseline on process maturity
  • Develop a pressure cooker approach “1 process in a week”
  • Prepare, execute and after care 14 pressure cooker sessions
  • Handover process action plans to IT management

The foundation of our approach was to organize 4 days taking, pressure cookers in which we would identify/ analyze:

  • The current and ‘to be’ state of the subject process
  • Analyze GAP’s and define actions to close these
  • Operational key risks, mitigations, and controls
  • Processes governance and stakeholders
  • Key performance indicators
  • Dependencies to other processes

Within a pressure cooker week various workshops were conducted by matter experts. 

The participants of a pressure cooker consist of the accountable process owner, the responsible process manager and relevant key users of the process. On average a pressure cooker had 5 to 7 participants.

Yield of a pressure cooker week was a clear definition of the “to be state” and an action plan for owner and manager to improve the maturity of the specific process. The process flows were modelled in the BPM tool blue dolphin.

The execution of the actual action plan was a responsibility of the specific process owner/ IT manager, where the work stream supported, monitored and reported appropriate progress.


  • In total 14 pressure cooker weeks were executed during a timeline of 9 months, including intensive preparation and aftercare
  • 17 process improvement plans were delivered
  • Over 50% of all IT employees participated in those pressure cookers
  • Over 100 employees were trained on process management and Cobit 2019 (light introduction course)
  • Awareness on risk and process management improved on all levels
  • The foundation for further transformation was established

At the end of this period, the workstream ‘processes and performance management’ was concluded, handover has taken place and improvement plans are currently in the executions phase driven by IT management and process owners. In the following period the overall process maturity will be improved to capability level between 3 and 4 (on the scale of Cobit).