HAVE YOU SUBMITTED YOUR ENTRY FOR THE
2018 ITSMF INDUSTRY AWARDS?
2017 Winner of the ITSM Project of the Year Award
Transurban
Objectives
The project objective was to implement a self-service, cloud centric Service Management platform, underpinned by ITIL v3 aligned processes, in order to:
**Manage and drive down cost
**Lift overall usability and customer satisfaction
**Support cost transparency
**Improve overall management of technology services and processes
Complexity
Organisational change and technical complexity, included:
**Launching new ITILv3 processes, a new application, portal and mobile channels to 1800 staff and training
those staff
**Integration with 22 existing systems (split between on premise and cloud) to:
**Populate the CMDB with over 15,000 Configuration Items (CIs) and relationships to Integrate alerting to three systems. Manage access via Active Directory and ADFS. Orchestrate emails via Exchange
The project team included contractors (6), consultants (3) and a mix of full/part-time permanent resources (44).
Process & Procedures
Two ITIL processes (Incident and Change) were uplifted and five new processes were defined (Problem, Configuration, Knowledge, Request and Asset). All seven processes were aligned to ITIL v3, documented, built into a Business Process Mapping tool (Signavio) and trained:
**Over 40 training sessions were run for 300 technology users across NSW, QLD, VIC, Manilla and USA
**Online training and videos made available to 1800 staff
**More than 170 IT knowledge articles were published and over 100 pages of training material published.
Achievements
This 9-month project was run using Agile methods, with weekly sprints aligned to three deployment phases. All phases were delivered on time and <1% over budget ($4,000).
Achievements included:
**Improved customer survey results, with customer satisfaction exceeding 90%
**Over 65 % faster creation of Changes and 50% quicker review by change management
**Over 300 knowledge article hits/month and 1500 self-service portal hits, representing a potential savings of 25-hours/per month. These numbers continue to improve
**48% reduction in elapsed time to provision service requests . Team Contribution.
The system owner was fully accountable for the overall success of the project. The BAU resources had KPIs to drive efficiencies while maintaining ITIL compliance. Daily stand-ups were held to track progress and address blockers, regular morning coffee catch ups with key project and business resources helped monitor moral and provide support to address challenges and team lunches and/or drinks were held to celebrate each release. The consultants and contractors engaged on the project were all highly experienced professionals and only the most competent and dedicated staff were assigned (full or part time) as project resources.