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Case study (3)

Case study (3). IT Service improvement YUBC Internet provider. Business system “ YUBC ”. Founded in 1989 , in Beograd, and its main activities are telecommunications Motto : “ Quality without compromises ”.

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Case study (3)

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  1. Case study (3) IT Service improvement YUBC Internet provider

  2. Business system “YUBC” • Founded in 1989, in Beograd,and its main activities are telecommunications • Motto: “Quality without compromises”. • Its business is divided into two main sectors: technicaland sector ofgeneral affairs. • Clients are offered 24/7 technical support during whole year. • Following services are offered: Web Hosting, Server Housing, Domain registration, VOIP, Dial-up , ADSL, Wireless access www.yubc.net

  3. Wireless internet service Wireless Internetis achieved by establishing connection between transmitter (provider) and receiver (client). For a client to be able to use wireless internet it is necessary to be inside the signal coverage area (to have a visual contact) • Business system “YUBC” forWireless service: • Goes onsite to check visual contact; • Assignees IP addresses; • Provides all necessary equipment for establishing wireless connection; • Sets up raido-antenas and tunes them up.

  4. Usage of ITIL in Wireless service • Areas with potential for improvement: • Recording of observed processes, • Clear definition of roles and responsibilities within RACI matrix and • Establishing standard procedures: • Procedure for creation and categorization of documents • Procedure for document management.

  5. Analysis of event management processes AS-IS analysis For event management is used: • SNIPS, • Softwarefrom hardware manufacturerand • E-mailnotices

  6. Analysis of event management processes Suggestions for improvement: Procedure for event management and RACI* matrix. *The RACI matrix is a type of responsibility assignment matrix which is used to delegate tasks, activities, milestones, or decisions to project team members. Each team member is designated a role in the RACI hierarchy which is an acronym that stands for (Responsible, Accountable, Consulted, Informed).

  7. Analysis of event management processes • AS-IS analysis • Considerable maturity of process; • There is no unified record of incidents. Suggestions for improvement: Incident record, Incident procedure managementand RACI matrix.

  8. Analyse of event management processes

  9. Analysis of event management processes • AS-IS analysis • Considerable maturity of process; • There is no unified, structural record of problems. Suggestions for improvement: Records of the problems, Database of known errors, Procedure for problems management RACI matrix.

  10. Analysis of fulfilment • AS-IS analysis • Claims – standard changes which should be charged; • The existing records of clients; • There are no unified records of claims. Suggestions for improvement: Records of claims, Extension of user records, Procedure of claim fulfilment and RACI matrix.

  11. Analysis of Access management • AS-IS analysis • Every employee enters name and password on its own PC. Suggestions for improvement: Catalogue of services for internet users, Procedure of access management and RACI matrix.

  12. Case study (4) IT Service improvement Telekom Service Desk

  13. Telekom SERVICE DESK http://www.telekom.rs/ • Organization plans ISO/IEC 20000 standardization and ITIL practice • Existing service desk • Tel, fax, mail, post, web app special home made application for damage report

  14. Telekom SERVICE DESK • Disadvantages: • the processes of planning, designing and IT maintenance are difficult • Possible improvements: • Centralization • Report of all failures • Claim status check • Centralized software • Analysis: • Duration:10 days • around 10 000 IT clients • not a single incident, nor service claim lost • 344 are solved on first level • 107 incidents are solved on the second level of support • categories have been analysed

  15. Telekom SERVICE DESK • PROJECT description: • Purchasing of HP Open View software • Loading the database – connection between Active directory and Human Resource database of employees • Integration with already used client hardware and software system • Establishing connections client-equipment and equipment-equipment • Loading the database with data on equipment that is not being used

  16. Telekom SERVICE DESK Goals of the project: helping IT to become service provider in organization improve the quality of IT services implement and optimize processes of IT support services lower long term expenses for service providing create basis for implementing complete management of IT services on ITIL renewal of normal service operations as soon as possible reduce consequences of incidents on company business processing and evidencing of all incidents and service claims so that there is no loss referring resources where they are most needed provision of information that enables optimization of support process, lowering number of incidents and execution of management planning

  17. Telekom SERVICE DESK Phase 1: Delivery of hardware and software Beginning: Project start date Deadline: Project start date + 60 days Phase2: Service Desk, Incident Management and Problem Management Beginning: Project start date Deadline: AcceptedPhase 1 + 90 days Phase 3: Configuration Management and Change Management Beginning: Project start date Deadline: AcceptedPhase 1 + 120days

  18. Telekom SERVICE DESK • Client service is divided into two groups: • level one receives calls, fills in data, sets priority, resolves basic problems (password reset, providing information), forwards cases that can’t be solved to level two. • level two solves cases with long distance approach, forwards cases that can’t be solved to the work groups

  19. Telekom SERVICE DESK • Work groups • technicians of different locations, • unidocs, • warehouse clerks, • specialists, • system operators, • network administrators, • safety and protection, • management, • Telecommunication information system (TIS), • Management information system (MIS), • Geographical information system (GIS), etc.

  20. Telekom SERVICE DESK Benefits gained by introducing Service Desk: automation of the processes that are monitoring provision of IT service improved quality of IT service provision reduced response time on reported error reduced expenses of service provision created knowledge database increased user satisfaction knowing that they can find out at any time what is going on with their claim it has began to be measured and analysed utilization of IT technicians, work is being allocated and stimulated based on analysis

  21. Case study (5) Continual Service Improvement “VELKOM” company

  22. “VELKOM” company • Private company for production and packaging of powdered and granular products. • For two decades of business company has become one of the largest manufacturers of various food additives. • Winner of several gold medals for quality. http://www.velkom.rs

  23. VELKOM case study • Two main areas of improvement: external and internal • Defining of desired state or goal: delivery of quality IT service, increase capacity in accordance with company development, training staff. • IT sector of VELKOM company supplies internaly.

  24. VELKOM – Department of purchase • Existing IT service • Improvements regarding changes in the application: evaluation of suppliers’ reliability, reporting • Expected result: better risk management

  25. VELKOM - Production • IT service – application for inventory • Introduction of ERP software package for production management • Implementation of ERP software includes engaging specialist consultant team

  26. VELKOM - Sales • Improvement of current service: • accepting orders via e-mail • reporting • analysis of product sales. • New service: Online shop • Availability management, information security and access control

  27. VELKOM - Finances • Current application offers good support in this area • Different complex financial reports • Changes according to legal requirements • Access management and prevention of data manipulation

  28. VELKOM – IT sector • Capacity management – optimizes capability of IT infrastructure and services • Analysis of the component failure impact • Analysis of service failure • Availability of 24h service • Events that lead to service failure

  29. VELKOM – IT sector Capacity management – proactively oriented hardware, software and staff support • Service capacity management • Capacity management - components • hardware components, • software tools for monitoring, measurement, data analysis and safety management, • Roles: Measurement manager and Analyst

  30. VELKOMInstitutionalization of changes Methods of institutionalization of changes: • Harmonization of changes with organizational culture • Communicational strategy and plans • Service Desk – direct communication of IT supplier and client • Quick response to a request • Event management

  31. Conclusion Most of those who have experience with ITIL claim that adoption of ITIL doesn’t have an end point – there is just a starting point and milestones on the path of measuring achieved continuous success!

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