Corporate Express: Growth Required IT Systems Upgrades
Posted by ITSM Community Administrator
Source: Anonymous
Once the solution was implemented Corporate Express gained unprecedented internal
and external customer satisfaction levels as well as an estimated 20 percent improvement
in service management operational efficiencies.
Corporate Express was experiencing many of the pains that typically afflict rapidlygrowing
organizations, especially on their IT systems. In the last three years, the
company has grown extremely quickly and expects growth to continue. Corporate
Express urgently needed to upgrade its IT system to support its transition into a large
corporate entity.
Louisiana Gas & Electric Energy LLC: Found ITIL Best Practices For ITSM
Posted by ITSM Community Administrator
Source:
Sarah Jeffords
About three and a half years ago, LG&E Energy LLC was researching best practices for
information technology services when company officials stumbled upon a concept that
has revolutionized IT departments around the world. Called IT Infrastructure Library,
ITIL for short, the library consists of a series of publications that describe a framework
for delivering and managing IT services.
How One Company Turned Around A Bad Experience
Posted by ITSM Community Administrator
An ITIL lesson from the trenches
Source:
Chris Matney
Network World
Just as good science is a balance between brilliant theory and focused laboratory work, a
good IT Infrastructure Library implementation requires a balance between theoretical
training and hands-on IT experience. This seems like a simple and obvious concept, yet
examples abound of large companies, filled with bright people, falling off the bridge as
they attempt to walk the narrow path of ITIL implementation. To illustrate some of the
pitfalls, we have a valuable ITIL lesson from the trenches to share.
Bank Of America: Inventory Management — A Frontline Defense
Posted by ITSM Community Administrator
Source:
Sharon Gaudin
Toward the end of 2003, Bank of America had 246,000 desktops and laptops, 30,000
servers, 14 major data centers and 29 major and 33 minor network hubs. The problem
was that it was all scattered. Who knew where every piece of equipment was, if it was
working and who was using it? But executives at Bank of America wanted to know, so it
fell to Alan Abbott, a senior vice president, to figure it all out.
And he had a deadline.
Government Of Ontario: Improved Service–Level Monitoring & Request Processing
Posted by ITSM Community Administrator
Source:
Tom Duffy
Network World
Ontario Justice Enterprise, an agency that handles the Canadian government’s court
system, adopted ITIL in 1999 to help manage growth and to improve service to its
internal customers. With 1,000 locations across Ontario serving 25,000 individuals, the
agency was under intense pressure to provide more efficient services. The ITIL initiative
spawned a virtual service desk that helped slash support costs by 40 percent. The service
desk improved service-level monitoring and service request processing, ensuring that
everyone worked together as a service-delivery chain.
Caterpillar: Standardizing IT Procedures Globally
Posted by ITSM Community Administrator
Sources:
Chris Nerney & Elizabeth Ferrarini
With more than 70,000 employees and more than 4,000 IT professionals spread across
the globe, large–equipment manufacturer Caterpillar Inc. faces huge coordination issues if
it is to run its business efficiently and profitably.
Finisar: The CMDB Is The Core Of ITIL
Posted by ITSM Community Administrator
Source:
Ben Worthen
CIO.com
“The CMDB is the core of ITIL,” says Christine Rose, director of global IT at Finisar, a
computer hardware manufacturer that adopted ITIL in 2002. “It allows you to track your
assets and gives you a running history of everything that you have done.” The CMDB is
essentially a map of every piece of technology a company owns—systems, routers,
servers, PCs and so on—as well as a catalog of every change made to each asset, the
incidents linked to the asset, and the asset’s relationship to the larger technology
environment.
College Board: Gaining Control Of The Incident Lifecycle
Posted by ITSM Community Administrator
Source:
Ben Worthen
CIO.com
Gaining control of the incident lifecycle should ultimately translate to improved service
levels. That was the attraction of ITIL for Jim Strande, vice president of software
engineering for the College Board, the organization that administers standardized tests
such as the SAT. He didn’t have a formal service–level agreement with the business for IT
operations, but it was clear that he wasn’t meeting its expectations about maintenance of
the company’s website.
Pershing: ITIL Provides Evidence We Are Improving
Posted by ITSM Community Administrator
Source:
Ben Worthen
CIO.com
“[With ITIL] we now have the ability to assess how we are performing at any point in
time,” says Suresh Kumar, CIO of the brokerage firm Pershing. “As a result, we can
continuously improve our processes. We’ve identified [where we had problem]
bottlenecks, and now the total number of problems is going down. And we have evidence
to show people that we are improving.”
Mead Westvaco: Run IT Like A Business Using ITIL
Posted by ITSM Community Administrator
Source:
Ben Worthen
CIO.com
When Mead and Westvaco—the country’s two largest forest products and packaging
companies at the time—merged in early 2002, Jim McGrane, then the vice president of
process development at Mead, was promoted to CIO and assigned the unenviable task of
standardizing the new entity—$7.2 billion MeadWestvaco—on a single SAP system.
Proctor & Gamble: Reaping The Rewards Of Best Practices
Posted by ITSM Community Administrator
Source:
Denise Dubie
Network World
IT managers with tight budgets and growing demands might want to check out a set of
best practices that have the likes of Proctor & Gamble and the U.S. Navy talking about its
promise to cut costs and optimize services.