2.2. Case Study #2: DTGOVDTGOV is a public company that was created in the early 1980s by the Ministry of Social Security. The decentralization of the ministry’s IT operationsto a public company under private law gave DTGOV an autonomous management structure with significant flexibility to govern and evolve its ITenterprise.At the time of its creation, DTGOV had approximately 1,000 employees, operational branches in 60 localities nation-wide, and operated twomainframe-based data centers. Over time, DTGOV has expanded to more than 3,000 employees and branch offices in more than 300 localities, withthree data centers running both mainframe and low-level platform environments. Its main services are related to processing social security benefitsacross the country.DTGOV has enlarged its customer portfolio in the last two decades. It now serves other public-sector organizations and provides basic ITinfrastructure and services, such as server hosting and server colocation. Some of its customers have also outsourced the operation, maintenance,and development of applications to DTGOV.DTGOV has sizable customer contracts that encompass various IT resources and services. However, these contracts, services, and associatedservice levels are not standardized—negotiated service provisioning conditions are typically customized for each customer individually. DTGOV’soperations are resultantly becoming increasingly complex and difficult to manage, which has led to inefficiencies and inflated costs.The DTGOV board realized, some time ago, that the overall company structure could be improved by standardizing its services portfolio, whichimplies the reengineering of both IT operational and management models. This process has started with the standardization of the hardware platformthrough the creation of a clearly defined technological lifecycle, a consolidated procurement policy, and the establishment of new acquisitionpractices.
