How a Large Real Estate Company Focused on Formalising ITSM to Gain Credibility with the Business Improve the IT Performance and Build a High-Performing Team.
In 2016, the recently appointed national technology services manager of a well-known real estate company was seeking to formalise and uplift key IT operational controls, while modernising the experience for employees interacting with IT.
The goal was to establish an improvement program which focused on four key areas. One: establish contemporary best practice ITSM control processes (incident, problem, change, CMDB & knowledge); two: replace the legacy service desk tool with a modern single system of action; three: improve credibility with employees while connecting with IT. This is accomplished through the delivery of a single and easy-to-use self-service portal and automating back-end tasks related to requests; and lastly, four: energize and uplift IT service delivery into a high performing team.
The legacy IT operational delivery landscape was complex. It took days to understand the context of what had gone wrong when a disruption happened. A recent enterprise-wide survey highlighted employees were unhappy about the time it took to action simple IT requests and resolve incidents. The technical hero mentality ran deep, and expertise was tightly held across specific individuals. Incidents and service requests were combined together as tickets with very little meaningful reporting or insight. The majority of changes were implemented as exceptions to any formal change management process.
Kirk Penn from Service Management Specialists was initially engaged to undertake a maturity snapshot. Therefore, it developed an overall improvement roadmap. Following on from the initial engagement, Kirk was asked to join the tech services leadership team. He acted in the role of IT Service Operations Manager, tasked with delivering the endorsed improvement plan. This included kicking off a series of tactical activities which addressed urgent high noise areas such as: ensuring each new starter had a laptop and corporate access for their first day of work. In parallel to the tactical focus, a business case for Service Now was developed and endorsed; additional resources were then bought in to bolster the team. Enterprise incident, problem, knowledge, configuration & change control processes were developed. In parallel, the Service Now project implementation team was then mobilised. A reset of the out-sourced service desk was negotiated with a renewed focus on customer service and knowledge sharing. All IT teams completed ITIL and ServiceNow training. A weekly CAB was reinvigorated with senior management sponsorship. Key IT Service Operations resources were carefully selected and on-board.
Both the Service Now platform and ITSM processes were delivered with high success. The self-service portal continues to receive positive accolades from across the business as a simple and consumer-like experience. Within 12 weeks, the team had achieved a significant turnaround. The total monthly incidents had reduced by 13 percent. Total calls into the service desk had reduced by 45 percent. Customer satisfaction was at an all-time high of 98 percent. The total number of formal change requests (RFCs) had doubled; reducing unnecessary business disruptions and, the manual task handling had reduced by over half. On-going refinements and improvement decisions were made based reporting and dashboards insights. IT’s credibility was gained within the business. Three IT operational team members were recognised with achievement awards. As a result of the improvements Program Two is now underway with the focus on bringing other lines of business into the single self-service, service catalogue.