Transcript
CASE STUDY
TCHIBO
“The IT Management … asked Fujitsu to optimise the incident management process following ITIL standards.” Customer’s Challenge Tchibo’s IT unit is responsible for the operation of the entire IT infrastructure of the central administration, the stores and the field service. The services themselves are provided by several own divisions of Tchibo and by several external service partners. The complex requirements to IT and thus to the service providers have rapidly grown over the years. The increasing number of IT processes and its interfaces could not be rendered by the organisation in the best possible way. There were especially problems in the processes of the User Help Desk and 2nd Level Support. Fujitsu’s Solution Tchibo’s IT Management saw the problem and asked Fujitsu Services to optimise the Incident Management Process following ITIL standards.
SUMMARY OF KEY FACTS Organisation Tchibo GmbH, Hamburg Contract signing date February 2002 Service/s delivered Consulting projects to optimise incidents management processes Key metrics • 2,500 user in HQ, about 450 in field service and stores, about 2,700 employees • 7,500 calls per month at Service Desk • 155 server with more than 100 applications Benefits • Project management • Analysis of the actual situation and potential critical points • Implementation of optimisation measures • Improving of SLAs • Documentation of service processes • Efficiency increase of effective service processes • Introduction of standard reports • Implementation of standard escalation and information processes Page 1 of 2
The IT Service Management following ITIL is to provide the IT service in an agreed and controllable quantity, quality and time. Therefore, a company needs realiable and accepted service processes, which are followed. The Incident Management consists of several levels to resolve incidents with the aim to restore the service as quickly as possible, if required, also by means of a workaround. Benefits to our customer Some achievements had already been made during the implementation phase. Fujitsu, for example, quickly implemented the communication and information concept and a new reporting concept. The improvement of the SLAs and the efficiency increase of service processes are some of the benefits to the customer. Any changes in the services and in projects have become much clearer and the awareness for a useroriented service organisation has grown. A standard reporting provides all basic parameters by means of a new categorisation of incident symtoms and reasons. Owing to the newly-established escalation and information matrix, escalations are resolved faster and more purposefully.
CASE STUDY
TCHIBO
In all, progress had been made in shorter escalation procedure timescales, more efficient processes in resolving incidents by documented service processes (aim & objectives, roles, responsibilities) and a consistent ticket workflow. Our Approach In the first step our Consultant had analysed the actual situation and its weaknesses in oder to define measures for optimisation, which have been implemented in a further project phase.
Within the measures, which Fujitsu defined for the implementation of a process supporting tool, the restructuring of the category tree diagram in the Call Management tool was one core activity. To transform the optimisation measures, Fujitsu developed a project and implementation plan, which was presented to and approved by the steering committee. Under Fujitsu’s direction a project team was formed, which consisted of the persons responsible from Tchibo, respresentatives of the service providers involved in the process and specialists from Fujitsu.
The actual analysis identified various critical points. The whole Incident Management process und its sub-processes including the respective interfaces are not sufficiently defined and documented. Therefore, the processes are not transparent for the respective service provider and not manageable for the process management. The necessary performance indicators and service levels e. g. availability, resolution rate, resolution time are not defined. Thus, subprocesses cannot be implemented as expected and cannot be controlled.
The measures, which had been planned by Fujitsu, were implemented within a period of four months. The essentials in the project management were the communication with the involved service units, in order to make the people aware of the changes and to introduce them effectively as well as regular information of the steering committee, which, among other things, was the interface between the special departments and the users.
Resulting from the above mentioned points, the end-to-end process is neither known to the persons who render services within the the process nor to the process management. Thus, the expectations of the end user, namely the customer, cannot be met and customer satisfaction is not sufficient. In addition, the support of the processes by tools e. g. the remote management is insufficient and, therefore, the efficiency of the processes is only moderate.
By providing products, services and solutions, which are based on the latest technologies, Fujitsu creates a continuous added value for its customers in Germany and internationally. Owing to the importance of company flexibility, innovation, fastness when launching new products on the market and customer commitment, an effective IT support is the prerequisite for long-term growth prospects. The maintenance services and the support of the IT infrastructure are continuously evolved, in order to meet the demand of new technologies and adapted business practices with view to efficiency.
On the basis of the analysis of critical points, Fujitsu, in coordination with the responsible people from Tchibo, developed several measures to eliminate problem areas. One of them was the production of a concept to introduce and pursue an Incident Management process following ITIL with the nomination of a responsible Incident Manager and the definition of the sub-processes, roles and responsibilities, service levels and critical factors of performance. Moreover, an implementation plan was set up to realise the concept.
Our Expertise
Another important measure was the installation of an information and reporting system. Part of it was the creation of a standard reporting to control agreed performance parameters as well as the creation of a respective information forum (service management meetings, review meetings, status meetings, etc.)
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