Reaping the Benefits

By Tim Donohue Print this article Print

TTX is running its IT organization like a business with the help of an ITIL-compliant service delivery system.

A Solid Foundation

At TTX, our service delivery system reaches beyond IT services. It provides self-service for the following areas:

• Incident reporting: With a direct interface to BMC’s Remedy Action Request System, employees can log issues with printers, computers or applications.

• Service request management: Employee requests for IT services—such as a new computer, new phone, loaner laptop or software—are now automated.

• Corporate services: Requests for copying, printing, binding, shipping and office supplies—even reporting problems with facilities—are also automated.

• Personnel on-boarding: When new employees and consultants join TTX, this cross-functional business process is now automated.

These activities can involve some complex workflows, but we can easily handle this complexity within PMG’s system. In fact, our most complex workflows involve multiple departments, multiple fulfillment agents from different fulfillment groups and multiple levels of approvals.

Approvals required per TTX policy for items such as a BlackBerry are now handled through the service delivery system. There’s no need to fill out a requisition form or chase down signatures. And the system retains all the required audit detail in its database.

The Payoff

We were able to create and launch more than 70 services and workflows, which were fully integrated with BMC Remedy and Microsoft Active Directory within weeks. We currently have all customer-facing services available through the service catalog.

Through the use of PMG’s service catalog, we realized a 50 percent reduction in the service desk staff and eliminated much of the ticket-taking activities performed by help desk personnel. We also were able to redeploy help desk team members to other areas that needed resources. Our service delivery process is more efficient now because of the automated workflows and approval processes.

In the past, IT was a cost center. Our customers had little understanding of where the costs came from, so it was difficult to budget and justify expenses.

TTX now has a foundation for managing a wide variety of service requests, and we’ve produced measurable benefits for a moderate investment. With our service delivery system, we have a complete picture of all the transactions that occur, and we can tie them back to the departments that consume the goods and services. We also know the costs of the various services consumed by our user community, and we can share that knowledge with each department via management summaries.

Prior to implementing the TTX service delivery system, we didn’t look at applying technology to our internal processes to increase efficiency. Those days are gone. Today, our service catalog is a launching pad for building a more integrated department that leverages other ITIL-compliant tools for areas like change management and asset management.

We are moving toward continuous improvement, and we’re on the right track toward achieving our goal of running IT like a business.

This article was originally published on 2009-04-06
Tim Donohue is senior manager of service delivery at TTX.
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