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

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) Our Commitment is your Success

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)

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

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

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

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

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 Our Commitment is your Success

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

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 Our Commitment is your Success

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

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

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

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

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)

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 Our Commitment is your Success

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

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

Questions Please direct all queries and feedback to: [email_address] www.blue-crow.com Our Commitment is your Success Thanks for your attention!

Please direct all queries and feedback to:

[email_address]

www.blue-crow.com