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Customer cases - Uperio & Willemen Group

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Customer Cases TOPdesk

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Customer cases - Uperio & Willemen Group

  1. 1. Joris Hermans ICT Director UPERIO-GROUP
  2. 2. Company Information
  3. 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. 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. 5. UPERIO - GROUP • Core business: • Rental of cranes • Sales of cranes • and … • Offering qualitative service to customers
  6. 6. The ICT Landscape
  7. 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. 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. 9. The ICT Question
  10. 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. 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. 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. 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. 14. TOPdesk on Tour TOPdesk on Tour Willemen Groep
  15. 15. Jan Verselder & Nansie De Weyer Shared Service center IT
  16. 16. Who is willemen
  17. 17. Who is willemen
  18. 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. 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. 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. 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. 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. 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
  24. 24. TOPdesk on Tour Thank you for attending View this presentation online

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