Westinghouse is a world provider of signalling equipment for railway systems. This assignment required the establishment of a Service Management structure implementing initially Service Desk, Incident, Problem and Change Management with the intention of Westinghouse continuing the ITIL v3 implementation, following the developed plans, process templates and training approach. OGC ITIL assessments were conducted at regular intervals, demonstrating significant improvements for the initial targeted areas. Plans to extend ITIL to other international locations are underway.

Your Homes Newcastle is an Arms Length Management Organisation of Newcastle City Council, managing social housing. YHN provided dedicated project management and wanted to be heavily involved in the ITIL implementation. ITIL v3 was used, but the implementation approach followed a tried and tested approach of planning, process development, formal training, mentoring and regular OGC ITIL assessments. Beyond the traditional areas of Incident, Problem and Change Management, this organisation had a keen interest in developing Business and Supplier Relationship Management, which showed a marked improvement in business engagement, which was very much welcomed by the business.

A&O is a leading supplier of technical infrastructure solutions and service management systems. Working with their IT departments, the assignment required an ITIL framework to assist in improving the support and delivery services. The project involved developing plans for all ITIL areas, in conjunction with the implementation of a replacement service management tool, ‘Service-now’. OGC ITIL assessments were conducted at the beginning, middle and end of the project to demonstrate improvements and identify actions for further improvements. All IT staff attended ITIL Foundation courses as part of their educational development.

DMO is an Executive Agency to HM Treasury. This assignment was for the provision of ITIL consultancy developing a best practice framework for their IT operation. The principle focus was on Service Desk, Incident, Problem, Configuration, Change and Release Management but overlaps with most of Service Delivery. Key processes were established through initial workshops followed by the development of the process documentation, staff training and mentoring to fully establish the processes in conjunction with the implementation of a new integrated ITSM solution from Front Range.

SBS is a joint venture between the Department of Health and Xansa for the provision of Accounting and Payroll services for 17 Hampshire NHS Trusts. The principle requirement was to bring the existing Service Desk in line with ITIL standards. A combination of formal processes, training and mentoring of the Service Desk and 2nd line support groups achieved a reduction in call volumes, the eradication of aged Incidents and a material improvement in customer satisfaction.

Working with an outsourcing company, this role required the establishment of ITIL for a number of geographically distant teams throughout the UK and for 2 sites in India. The primary role of the teams was application support and maintenance plus small changes for all of Barclaycard / Barclays principle business critical systems. Certain teams also managed project development work.
The assignment required a goal of making all the teams work using the same processes and standards and measures to ensure an effective operation.
The challenge required the establishment of an overall ITIL structure that ensured process ownership, measurement, review and improvement.

This assignment required the consolidation of three Service Desks using different applications to a single Service Desk with a single application. Consultancy was provided to enable the design of the new system HEAT, the development and delivery of training and the process and metrics to be used for Service Desk / Incident Management.
The environment comprised 20 Service Desk staff and 60 Support Engineers supporting 6500 end users and an equivalent number of desktops in schools.

This short assignment with Centrex, (Police Training and Development Authority), required applying ITIL experience and expertise for the procurement of a new Service Management application specification requirement to cover: Service Desk, Incident Management, Problem Management, Configuration Management (including Asset management), Change Management and Service Level Management. The requirements were followed by supplier evaluation, ITT preparation, final supplier selection and cost negotiation for procurement by Centrex. The implementation of a new ITSM application would be accompanied by an ITIL implementation.

The first 6 months with BT Finance, UK and Europe, focused on establishing an ITIL framework with regular OGC assessments which showed excellent progress. The final 4 months focused on further consolidation of ITIL and ITIL staff training but with a greater emphasis on BT’s new system in a number of European countries where Service Level Management was required for the first time. Although this was new to BT Europe, the benefits were quickly understood and the results proved the initial effort that was expended in set up. A further dimension was added with BT compliance requirements for Sarbanes-Oxley. The ITIL work provided a sound quality basis to assist with this endeavour.

BT has developed a replacement Oracle Financials solution to replace a large number of financial legacy systems. The impact, of what is a global accounting solution involves the implementation of the new system across the world. This assignment required the implementation of an ITIL framework, the development of process documentation and the ITIL training of staff in the formalised processes.
This was conducted over a 5 – 6 month period. The main ITIL disciplines established were; Service Desk, Incident Management, (Major Incident Management was a separate process), Problem Management, Configuration Management, Change Management, Release Management, Service Level Management and IT Service Continuity.