sOFTWARE + TECH
Al Naboodah Group Enterprises’ (ANGE) IT environment straddles a wide range of businesses and geographical locations, but its IT is run centrally on a group level. Photo: ANGE
As a large, multinational organization headquartered in Dubai, Al Naboodah Group Enterprises (ANGE) has as many as 100 construction sites active at any time. Photo: ANGE
multiple offices and worksites to consolidate vast amounts of informa- tion in a way that’s easy to manage. Beyond that, lack of visibility prevents business and IT decision makers from seeing that all technology investments are driving real business val- ue. Regardless of an organization’s geographic footprint, size, or scope, IT asset management should be a top priority. With the right technology, engineering and construction firms can create visibility over their IT estates to gauge usage, optimize spending, and drive digital transforma- tion. Headquartered in Dubai, Al Naboodah Group Enterprises (ANGE) provides an example of how to accomplish this feat. Diversified company demands diversified solutions ANGE is one of the oldest and most respected family conglomerates in the United Arab Emirates, with as many as 100 construction sites active at any time. Its core business focuses on civil engineering, build- ing, MEP and facilities management, though it also represents a diverse portfolio of global brands in the transportation, travel, electrical, solar, logistics, heavy equipment, agriculture, and fit-out arenas. As a multi- national organization headquartered in Dubai, ANGE has operations in Oman, Saudi Arabia, Vietnam, and Sri Lanka, and employs more than 16,000 people comprising more than 40 nationalities.
Lean IT strategy How one multinational engineering giant optimized its IT assets.
In engineering and construction there’s little, if any, margin for er- ror. Up against tight deadlines, finite design specifications, and with customer expectations at an all-time high, engineering and construc- tion firms need to make efficient and highly accurate moves to remain competitive. That means every part of the business, IT included, should be lean. As firms grow over time, their IT landscape becomes larger and gets cluttered with various types of software and hardware assets. Without good governance, executing a lean IT strategy becomes a challenge. For a large organization structured around industry specialties of civil engineering; structural engineering; and mechanical, electrical, and plumbing (MEP), etc., there is also the challenge of managing different staff software entitlements, each of which may have different software needs based on their role. Without a centralized view of all applications across the organization, it can be difficult for large enterprises with
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csengineermag.com
june 2018
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