为房地产集团的IT资源重新注入活力，以实现未来增长

SUBOPTIMALINTEGRATIONExpansion meant that although it was now operatingover 30 different applications, many activities were stillmanual, particularly its help desk, accounts payable, workorder management, and data research. This compromisedproductivity, as many solutions had limited scalability.They were not optimally integrated and were developed ondifferent, often incompatible, technologies.This suboptimal integration not only hindered internalcollaboration, effective governance, and decision-making butwas forcing costs higher and limiting potential growth.Software maintenance costs were rising, as it was payingdifferent third parties to host applications and had to engagemany external IT experts to have access to knowledgeof different technologies. This also meant challenges inestablishing effective DevOps procedures to keep pace withgrowing software development requests as operations grewand diversified. Case Study|Re-Energizing a Property Group’s IT Resources for Future GrowthWhen a leading property and finance group recognized thatrising costs and fragmented internal communications were aresult of outdated and dysfunctional IT systems, it realized itwas time to modernize.After over 30 years of building an integrated propertydevelopment and management business — through acombination of organic expansion and acquisitions intoa group with over $17 billion in assets under management —the role of technology had transitioned from a facilitator to apotential obstacle.The provision of property management services required a widerange of IT products to run the business and ensure a bespoke,fast, and easily accessible customer experience. These includedengaging with investors and clients and the acquisition, sale,and lease of property. It also entailed property management,data research, accounting, HR, and other services. 2 Case Study|Re-Energizing a Property Group’s IT Resources for Future GrowthLIMITEDSCALABILITYThis large number of existing solutions not only covered separate processes and departments but had limited scalability. This led toweak connectivity between different departments, suboptimal governance, and higher overheads.Our client therefore decided to focus on several key objectives including:After exploring the most suitably qualified IT solutions providers to resolve these challenges, it asked SoftServe to propose how itcould migrate applications onto one platform, automate operations, and build a single company-wide operational process. This wouldreduce costs, simplify internal communications, provide better oversight, enhance governance, and improve decision-making.Automation of manual operationswithinaccounts payable,work order management,client help-desk processes,data research, and collection.Easy scalability of itsIT solutions to supportexpansion. Optimized softwaremaintenance costs.Integration of departmentoperations into one solutionto increase transparency.Stronger governancemodels.Improved DevOps practice to ensuresmooth and effective solutionsdevelopment.Improved customer experiencebycutting response timeto customer requests. 3 Case Study|Re-Energizing a Property Group’s IT Resources for Future GrowthRIGOROUSASSESSMENTAfter a rigorous assessment, SoftServe recommended adigital transformation program, with a migration of manyproprietary products to the Salesforce platform.These included moving applications from declining platformsand outdated legacy systems and setting up workflowsof existing products within Salesforce. The next step wasdata migration from existing products to Salesforce, thedevelopment of workflows for non-automated processes,and the integration of workflows of different departmentsinto a unified internal process.SoftServe also undertook projects to develop websites andmobile applications for engaging with customers. It thenautomated mechanisms for collecting data from externalsources, developed a machine learning (ML) model for real-time estimation of purchasing power limits, and established amore efficient DevOps process.To deliver the project, SoftServe used an FSI delivery team ofover 30 engineers and other experts to work with the client’stechnology product management department. They alsoworked with the program and project management teamsand various engineering, enterprise architecture,and security personnel. REAL-TIMECOLLABORATIONFrom a technical perspective, it was decided to start byreplacing the client’s proprietary work order managementprocess with Salesforce’s off-the-shelf Field ServiceLightning (FSL) — an onsite platform that enabled real-timecollaboration to deliver automatic scheduling and scheduleoptimization.This increased productivity by lifting the number of processedwork orders, cutting time-consuming manual work, raisingproductivity per dispatcher and internal technician, andimproving first-visit resolution and onsite job management.It then introduced a mobile solution to deliver real-timecollaboration with access to job schedules, van i