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Transforming an Organisation's IT Service Management in only eight weeks

Michael Moyal

Solution Manager

This short case study illustrates how we helped a multi-national organisation transform its IT Service Management (ITSM) capabilities

in only eight weeks utilising the our BPMA (Business Process Modelling and Analysis) methodology and the Process Master tool

Customer Background A multinational company with 150 IT service

support staff Supporting over 20,000 users 250 different applications 15 locations worldwide IT service support team split across 3 locations Heterogeneous environment (UNIX, Mainframe,

Windows)

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Their Challenges ITSM processes not clearly defined and

standardise Tools focus - no service or process orientation No clear definition of roles and responsibilities No integrated view of processes (silo based –

Unix Team , Network Team, Desktop Team) No group wide guidelines and process

documentation Users not satisfied with level of support Service level not clearly defined No ability to accurately track performance

Goals Create standard support processes across the

organisations Continuously improve the quality of IT services Make IT a business enabler Improve service level and user satisfaction Align IT services with the current and future needs

of the business and its customers Provide more services for the same cost, and

reduce the long-term costs of service provision

The Approach Started by viewing and managing IT as a business that sells

services Fully involved the IT support team in capturing existing

organisational knowledge Engaged with the business to agree required KPIs and SLAs Utilised business process modelling and analysis (BPMA)

techniques to document, analyse and improve the organisations’ ITSM processes

Leveraged Process Master to quickly identify and document the “as-is” situation, then document and deploy new “to-be” best practice processes

Used the ITIL best practice guidelines Promoted continuous improvement

Methodology – A Structured 5 staged process

Phase 1 - Scoping and Visioning

Reviewed objectives & Requirements Agreed goals Identified the business processes that will be

crucial in achieving them Carried out a maturity assessment exercise Identified the most suitable tools for the project Established a client specific process architecture

framework

Maturity Assessment Tool

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Phase 2 – Process Discovery

Worked with business process owners and their teams to capture process knowledge in order to document the “as is” situation

Graphically created the various processes maps Identified the resources available to perform each

process and task Linked roles with the processes they support Determined the capacity of each step in the process Created an end-to-end Process Model

Process Discovery and Capture Tool

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Phase 3 - Process Analysis

Identified bottlenecks Evaluated further limitations in order to quantify the

impact of the bottleneck Outlined performance expectations for the time and cost

of completing each step and the overall process Evaluated:

How many cases can be processed in a given time interval, How many additional or fewer resources will be needed to

change the number of requests processed, Then ensure resources can deliver the agreed service time

Phase 4 - Process Improvement

Based on the analysis carryout in the previous stage, a future state model was developed

The model created outlines the new improved construction of the organisation' s ITSM processes

Agreed KPIs and SLAs

Phase 5 - Deployment Once processes have been modelled, analysed and

improved, they were deployed across the organisation At the core of the process deployment stage is the

development of comprehensive documentation (Process Portal)

Worked with the client to ensure that the process, people and technology changes identified are effectively implemented

Gather feedback to identify next round of potential improvements

Results Delivered 60 well defined ITSM processes Clarified organisational boundaries, roles and

responsibilities Processes can now be measured, therefore – can be

better managed Cut across silos – promoting communication and

cooperation Captured and documented existing organisational

knowledge Processes are clearly linked with roles Removed duplication of effort and confusion Improved communication between business and IT

Benefits Achieved

Service consistency and stability – repeatable processes

Improved user satisfaction Identified clear responsibilities and authorities IT infrastructure under control Better use of resources – IT and the Business A shared ITSM process portal is available to the

whole organisation (easily accessible on intranet)

ITSM Process Portal

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Next Steps

Enhanced Process Portal Activity Based Costing Analysis Reuse process models in other projects LEAN - Audit and benchmark process Work toward developing an end-to-end

Enterprise Architecture

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QuestionsPlease direct all queries and feedback to:

enquiries@blue-crow.com

www.blue-crow.com

Thanks for your attention!Thanks for your attention!

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