Success Stories

Case Studies

Formula 1

One of the most successful Formula 1 teams in the history of motorsport  – helping to change the operational and governance practices of business and ICT personnel

The Client

A Formula 1 team, one of the most prestigious names in world sport.

Every team involved in Formula 1 Motorsport is constantly looking for incremental improvements to gain competitive advantage.

Nowadays is it vital for Formula 1 not only to focus on the design and production of the racing car, but also the optimisation of the back end utility and auxiliary systems.


The Challenge

Like many successful global organisations the client’s corporate IT department had evolved to support a continuous expansion of business services. Over time, a complexity of software, hardware and comms infrastructure layers had built up in order to service flows of critical engineering and business data.

The client needed more clarity on the business impact of IT change in what is a fast-paced industry, often working at the bleeding edge of technology. The interactions of assets and data flows had to be more easily understood and articulated so both technical and business managers could make better and more considered decisions more quickly.

The challenge was to introduce management and project controls so as to enable that clearer understanding.


The Project

The project fell into two main parts:

  • Clear & Simple communication
  • Change Control process development

A rolling OBASHI training programme across critical business silos is underway. To date over twenty personnel with business, technical, governance or operations experience have been trained in the OBASHI Methodology. Communication within the business has improved as a result.

OBASHI B&IT diagrams act as a ‘big picture’ that enables personnel to understand business and IT assets that are related to and/or dependant on each other. The strategy is to create a core group of people from various departments trained in OBASHI, so it becomes a key component of the corporate knowledge base.

From the outset, the client CIO was clear in what was needed in the business – a rigorous change control process that would include a document trail with signatory authorisation at various stages through a project lifecycle.

The CIO’s vision had three key objectives:

  • to instil greater fiscal discipline
  • to create an audit trail of changes that would improve operational governance
  • to help management make the best-informed decisions more quickly

Conclusion

OBASHI Limited’s expert consultants helped develop the client’s training programme and acted as advisers on the Change Control processes into which the OBASHI Methodology was embedded.

OBASHI has been embedded within the Change Control process. No IT project is authorised without OBASHI diagrams helping to evidence the costs, showing how assets will be affected and demonstrating which business and IT stakeholders will be impacted by the change.

At every Formula 1 race in 2014 OBASHI diagrams have been used trackside to ensure the quality, integrity and security of communications back to the factory.

Download

F1 Case Study.pdf


Summary

  • Introduce management and project controls
  • The project fell into two main parts:
    • Clear & Simple communication
    • Change Control process development
  • Created a core group of people from various departments trained in OBASHI
  • OBASHI has been embedded within the Change Control process
  • OBASHI diagrams have been used trackside at every Formula 1 race in 2014
  • Clear & Simple communication
  • Change Control process development