Delivered the design & setup of a group-wide IT service & customer support transformation programme incl. improved operational processes & a replacement ITSM solution
The Situation
- As part of a group-wide IT transformation programme L&Q wished to improve the delivery & overall performance of their IT services support & customer engagement/management services
- To support the above L&Q procured a new, mobile, web-based SaaS ITSM solution (Cherwell) to replace their current support solutions which was to be implemented as part of this programme
The Task
- Identify & deliver service improvements within IT support services across all L&Q business functions incl. internal & external customers
- Design, customise & deliver the Cherwell SaaS ITSM solution to replace all current service support solutions as well as enable the above improvements
- Manage a portfolio of projects to design & deliver the above requirements
The Action / Approach
- Established programme, project & delivery structures & governance
- Worked closely with business, IT, customer & supplier teams to identify, quantity & prioritise service problems, design & deliver improved business processes to resolve these incl. better connected processes, comms, systems & cleaner up-to-date data
- Worked closely with IT & supplier teams to design, develop & deliver a customised ITSM solution to enable the above operational improvements
- Involved in application & data migration strategies, solutions & delivery approaches
- Worked with Management teams to setup business cases with benefits, improvements & savings
The Result
- Setup of improved & documented operational processes which agreed with stakeholders across all teams
- Delivery of a customised ITSM solution in line with the above improved operational processes incl. setup of self-service portals, automated workflows, pro-active info entry & reporting/dashboards
- The above resulted in improved support services delivery (↑40%) across all support functions as well as better connected & improved relationships between support teams & customers
- The self-service portals, with up-to-date data, enabled customers to be proactive & self-sufficient to generate, track & escalate support tickets, thereby reducing time from support staff
- The consolidation & removal of previous support services solutions enabled cost savings (£0.5m) as well as the reduction in the number of IT solutions for L&Q to manage
Focus In On: Responsible for Project and Programme Delivery
New Areas of Value:
Ability to clearly demonstrate value to the business
Increased credibility with and confidence from across the business
Higher delivery efficiency and effectiveness from clarity around process performance
Improved project estimation and delivery capability (right first time)
Improved customer and colleague service and satisfaction
Greater acceptance of change – quicker to implement new changes
Better support of business directives
Improvements around:
Lack of appropriate collaboration tools and ways of working
Lack of subject matter expertise and experience
Lack of clarity or understanding on operational readiness requirements
Weak project prioritisation, approval, compliance and sponsorship
Poor communication of requirements, progress and expectations
Disruption from business restructure or reprioritisations
