Customer Cases TOPdesk

1. Joris Hermans
ICT Director
UPERIO-GROUP

2. Company Information

3. Company Information
• MATEBAT:
• French leader in crane rentals
• POTAIN’s dealer in 34 departments
• 14 agencies in France and Luxembourg
• Minimal ICT infra
• Cobol designed ERP
• Every department, it’s own habits
• ARCOMET:
• Leader in Northern & West Europe in crane rentals
• Manufacturer of self-erecting cranes
• TEREX’s dealer in the UK, Belgium and Germany
• Present in Belgium, the Netherlands, Germany, the UK, Sweden and the USA
• Out-dated Dynamics AX implementation

4. Company Information
• Matebat and Arcomet join their forces and expertise under the name of
Uperio
• Uperio is the new global player in tower crane rental, services and sales
• Almost 100 years of combined experience
• 2,200 cranes
• 550 employees, 70% of whom in the field
• 23 sites in 8 countries
• 180 M€ turnover

5. UPERIO - GROUP
• Core business:
• Rental of cranes
• Sales of cranes
• and …
• Offering qualitative service to customers

6. The ICT Landscape

7. The ICT Landscape
• Situation – As Was
• Investments in Hard- and Software > 5 years
• Procedures, Process Owners, Key Users  unknown concepts
• Setup Business Apps  undocumented and no longer relevant
• IT support  re-active and always to be
• ICT Landschape Goals:
• Fragmented investments in Soft- and Hardware
• Optimizing Processes & Knowledge
• Optimizing Business Applications (in prep of “standards”)
• Increase user satisfaction
• Reduce issues, frustration, …

8. ICT Service Management
• One External “INFRA” partner for group
• Our SPOC for global INFRA issues
• Hotline (phone + registration in their ticketing system)
• Different Business Application Partners:
• Country / Branch based partners … with their own ticketing system
• Who gives a monkey:
• Follow up of all tickets in our ticketing system, not theirs
• SLA’s with partners managed in our system, not theirs
• KPI’s for ExCom from our system, not theirs

9. The ICT Question

10. The ICT vs Business Challenge
• Challenge for the Business
• Lack of working with procedures, standards
• We are doing so for 20 years ….
• Cultural Differences
• What do Belgian people know
• Language
• French, German, English, Dutch (to be: Swedish, English …)
• Global support
• SPOC for EVERY ICT issue (infra, security, buss. Apps ..)
• EBIDA
• Numbers, numbers, numbers … for shareholders

11. The ICT Challenge
• Challenge for ICT
• No DEV-OPP level requirements
• Easy to assign
• Easy to follow up
• Easy to interact (other partners)
• Easy to analyze (come to conclusions)
• Open to other functionalities / departments
• Go further than “Service Management”

12. The Board requirements
• Key Topics
• Solution / functionality that can be graduality upgraded / expanded
• Solution that offers application / country specific flows
• Solution that is not (at all) a technical ICT approach, but has a very low “user access
level”
• Multi-lingual
• Extensive reporting (budget, KPI …)

13. The ICT Approach
• TOPdesk versus …
• Extensive (but easy and clear) API
• Interfacing also with “(mail-)events” (no dev skills!)
• No real ITIL skills required
• Not just “ICT technical implementation”
• HR (Onboarding, Equipment Usage Contract, …)
• R&D
• Digital Signature
• Data Management (Request new identity)
• Straight forward user interfaces (not like HP Service anywhere)
• Extremely competent consultancy
• Not a consultant … but a sparring partner

14. TOPdesk on Tour TOPdesk on Tour
Willemen Groep

15. Jan Verselder & Nansie De Weyer
Shared Service center IT

16. Who is willemen

17. Who is willemen

18. Situation beforeTOPdesk
• ITSM-tool Freshservice
• Input via mail, poor Service Portal available
• Poor reporting, mostly export via Excel
• Poor ITIL guidance
So we were looking for a tool to improve those disadvantages.
We took in competition TOPdesk and 4me for 1 month.
It was close, but we chose TOPdesk because it gave us the possibility of working with as little consultancy as
possible.

19. Who is working withTOPdesk
• Frontend Service Portal for Willemen Groep
• We made sending mail to Servicedesk no longer possible
• Many information is available
• Usage far beyond IT

20. Who is working withTOPdesk
• Backend via 11 modules with IT and non-IT operators
• ITIL processes are covered
• Integration between different departments
• Usage far beyond IT

21. Implementation and Consultancy
• How did the implementation go?
• ITIL as a basis 3
• Dedicated internal resource 2
• Mandate and support from management 1
• We didn't need more than 10 days of consultancy
• The whole startup was fixed in a month
• Integration with Active Directory and Mail import
• Consultancy now
• For 2019 we ordered 5 days on call which will be enough
• Very satisfied with the high quality of our consultant

22. Positive and negative points
• Positive points are clear after this explanation
• Let us review some negative points
• The quality of possibilities and reporting decreases from Call Management via
Change Management and Problem Management.
• The Self-service module is very rigid
• No copy function for tiles
• No key word function for shortcuts
• Poor space for banners
• When you report a known error to the TOPdesk Servicedesk, they agree but cannot tell you when it will be fixed.
• Performance and stability was not perfect, but is improving

23. Where are we now and where are we going
• Where are we now
• A mature incident and change management for IT
• Problem management in startup
• We made the switch from configuration management to the new asset management
• Operational activities
• 1 running automation
• Our future goals
• A mature problem management
• Complete our asset management on all hard- and software
• Follow up on contracts linked on assets and operational activities
• CMDB
• Further task automations

25. TOPdesk on Tour
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