IT SERVICES
TRANSFORMATION

HOW WE APPLIED
SERVICE MANAGEMENT APPROACH

WHYcall for change

business drivers

Asset divestment triggering IT supporting organization reduction

Enterprise IT services globalization

Maximize efficiency

IT drivers

Transformation from insource to outsource model

Readiness for handover from local to global outsource

Demand for services quality and efficiency control means

HOWTARGET SERVICE ARCHITECTURE

SERVICE CATALOGUE
KNOWLEDGE & TOOLS

PROVIDE

  • Services described
  • Service level agreed
  • Process flow designed
  • Service KPI identified
  • Knowledge collected
  • Tools deployed
PEOPLE, EXPERTISE,
COMPLIANCE & ESCALATION

ENSURE

  • Required expertise identified
  • RACI & JD developed
  • Critical roles/expertise overlapping ensured
  • Staff trained
  • Escalation paths identified
MONITOR & IMPROVE

MANAGE

  • Service model KPI developed
  • Regular reporting developed & agreed
  • Continuous improvement process set up

HOWMANAGEMENT

Contract
dashboard
How we control
our
performance
CUSTOMER SATISFACTION
Value Management
Risk Management
CUSTOMER SATISFACTION
Quality Management
Stakeholders Management
SERVICE ASSURANCE & CONTINUOUS IMPROVEMENT
Incident
Request
Quality
Disaster Recovery

Knowledge
Continuous Improvement
Health & Safety Management
3d parties
Capacity
Preventive
Site Maintenance & Housekeeping
Service Interruption
Change Management
Project Management
OPERATIONAL PERFORMANCE
Incident
Request
Asset
Stock & Material

Stakeholders Management
Health & Safety Management
SERVICE PROCESS MODEL

HOWSERVICE PROVISION

HOWCONTINUOUS IMPROVEMENT

Is an on-going key element of Service Architecture effort on finding service improvement opportunities, priorities & deliver them. Service model & partnership are constantly evaluated and improved from the aspect of their efficiency, effectiveness and flexibility.

Customer Surveys outcomes
IT fix the basics
Changes in environment
Business nature
Regular customer surveys process implemented (quarterly)

Service degradation root cause assessment based on KPI reporting (monthly)

Improvement board (monthly)
Opportunity assessment
Prioritization
Allocate resource
Implement
Improvement assessment for regular vs extra resource allocation (biweekly)

Prioritizing based on criticality vs effort & resource availability (Improvement board, Improvement register, time writing report)

Reporting to Improvement board with the improvement KPI
Customer surveys
Key stakeholders
engagements
Industry trends
Customer Satisfaction Index trends report (monthly)

Key stakeholders feedback (weekly operations meeting)

Number of escalations to the company CIO

ISPT Back office ongoing support (quarterly contract performance meeting)

WHAT FORSERVICE ASSURANCE

Expertise overlap as a key element for service model sustainability

BEFORE

High risk of service interruptions due to lack of required resources

Hard dependency on overqualified individuals

Training plan not linked to the business priorities

Career path within service model is not transparent

What was done

Initial assessment of required competences

Hard & Soft skill gap identified (Technology, Landscape, Language, Safety, Process owners etc.)

Gaps filled by front & back office resource

Implemented regular soft & tech skills reassessment process

Process owner assignment

Career development ladder

Training plan implemented

Vacation plan synchronized with competence matrix

After

Get in touch

E-mail us
info@is-profit.com