The instability of the critical systems generated significant losses in sales and reduction in the volumes of products distributed to customers. Due to these reasons, the business was very dissatisfied with the services provided by the IT area.
After reviewing the service conditions in terms of organization, processes and technology, we found the following weaknesses:
· In the IT organization, there was no clear definition of roles and responsibilities around the service control processes, especially Incident Management. In addition to this, the service culture was geared towards solving technical issues without considering their impact on the business.
· There were no service level agreements signed with the business. On the other hand, the IT area did not have metrics that would allow it to show the business what the real performance of the services was, which is why it could not object to the perception judgments launched by it.
· The Service Management tools did not have a complete configuration of notifications and controls in the information flows between service entities and users.
DilettUX, in order to solve this problem, designed a work plan that considered the following corrective actions:
· We include within the organizational structure those directly responsible for each of the control and relationship processes with the business, documenting the specific responsibilities in each of the positions in the area. In addition, we designed and executed a training plan in the best ITSM practices, placing special emphasis on those services that had a greater impact on business processes.
· We agreed on business-oriented service levels (B-SLAs) seeking to measure the impact of IT services on it; supported on a control board which allowed us to do joint monitoring on a monthly basis.
· In order to reduce human errors and process delays, we parameterize the service management tool with checkpoints and automated notifications.
Through this solution, our client obtained the following benefits:
· Reduced, by more than 40%, the business impact caused by problems in IT services.
· The customer satisfaction indicator (NPS – Net Promoter Score) increased by 30%.
· Time to resolve critical IT incidents reduced by 35%.
We can conclude that the integration of business and IT processes provides organizations with a great competitive advantage by further reducing information silos. This integration enables IT to function as a value-added area with the impact it has on the business, and enables IT to proactively identify innovative methods to improve core business processes.
