Short case study covering process optimisation and improvement

1. 4sl Group
IT Service Management
Process Efficiency & Effectiveness

2. Problem / Outcome Statement
 Duplication of effort across teams & functions associated
with infrastructure service delivery & support.
 Operating model is seen as inefficient & end-to-end delivery
time too long.
 Desired outcome:
 Optimised business processes
 Faster fulfilment & delivery times
 Lower operational costs

3. Proposed Response
 Short-term improvements from process analysis, optimisation &
tactical fixes.
 Over the long term, the bigger problem needs to be solved
before any significant gains can be made, i.e.:
– Automation introduced as the backbone of service delivery model to
rationalise headcount
– Structured service catalogue for core/common infrastructure products
– Wide adoption of SLAs & KPIs by all delivery stakeholders
 How will this help?
– Reduce time to market; accelerate fulfilment without impacting quality
– Provide visibility into what’s actually happening in real-time with metrics
to identify which approaches are working & which aren’t
– Reduction in process overhead and lower operational costs

4. Tactical - Process Analysis & Assessment
 Capture ‘as-is’ end-to-end process flows (example)

5. Tactical - Process Analysis & Assessment
 Identify hot spots and optimise process flows (example)

6. Strategic - Structured Service Request Catalogue
 Service definitions building on the bank’s standard
infrastructure product groups (e.g. platforms, storage,
database, middleware etc.)
 Establish specific request items against each service line
 Promote a Solution Blueprint based on known standards &
exceptions (bundles of Request Items)
 Embed SLAs & cost into all items in the catalogue
 Develop formal governance to oversee the service catalogue in
line with invest/disinvest roadmaps
 As the catalogue matures, so do Solutions

7. Strategic – Process Workflow & Automation