How little one needs to get a proper Managed Service
Four years ago, we were invited to start quite a small service to the market leading Manufacturing Company.
Challenge: IT management needed to solve more tasks at a faster pace without additional staffing. Volume and speed increased significantly. In addition, a team was needed that could solve non-standard tasks and manage the service. Thus, without distracting the resources of the customer's leadership from strategic development.
Ultimately, the whole server lifecycle starting from budget planning and tactical operation level to infrastructure continuity and DRP were completely outsourced to TietoEVRY.
We helped the Customer improve change, incident and configuration management processes
We optimized review, evaluation & approval processes. What took client several days is now reduced to several hours.
Incident and request tickets' lifecycle was halved
Configuration management
We got a handle on cleaning up CMDB part, related to server domain, which is thousand+ records and six hundred+ relations
We optimized costs
we reduces costs for IT-managers & outside contractors
we halved total amount of server racks, increased virtualization rate for servers to 70% from 40%
we reduced the number of major incidents and massively reduced downtime
we reduced monthly costs for support with optimizing network infrastructure.
CIO, Philip Morris
"There are plenty of IT-companies in Russia. But we dont need another resource provider. We literally buy the mindset of your team"
Detailed task description
Task management for an IT team supporting customer infrastructure: management of Incidents, Requests, Changes and Problems related to Internally hosted Servers and local Network + managing of local and Global projects. The landscape was around several thousand users, several hundred servers, two factories and several large offices.

Enhanced collaboration between the two global service providers and internal IT groups. Global providers are responsible for global server and Telco support. Both providers were able to perform basic and standard tasks (server deployment, basic network configurations, etc.), but most tasks were resolved with SLA violation.

As for more complex service requests or analysis of the root causes of incidents, they were carried out with great difficulty. Suppliers were unable to take personal control of the appeal or request, or to delve deeply into the problem.

We started with attracting a service manager who processed requests for the mentioned group, as well as an experienced technical specialist invited from the Customer's team to maintain key competencies and awareness of the main processes in TietoEVRY. During the first three months, we indicated that there is a space for significant improvements in ITSM processes, technical services and technologies

Thanks to deep knowledge of ITSM tools, including the tool used by the Customer, we were able to improve ITSM processes, starting with processing requests and changes, which are key processes for any organization.

After the first two weeks of work, we managed to sort out Incident Management in the local IT team, which halved the time to resolve incidents and service requests. This became possible by streamlining the classification, prioritization and processing of the requests.

During next 3-4 weeks TietoEvry provided several workshops for Incident Management with other local IT teams and same improvements were applied.

At the same time, meticulous work began with a server support provider who had a very inflexible and non-customer-oriented service approach. The next process that needed to be improved was change management. Despite the fact that the customer had very well defined regulations for managing IT infrastructure, they were not always used.

After a series of workshops with IT groups, the change management process was launched, and the number of unauthorized changes, as well as changes with insufficient risk assessment and forecasting, was reduced to zero. The number of registered changes has increased considerably.

As a result, after the first three-four months of our work, we improved the main ITIL processes not only for our target group, but also for all IT departments in the country. For example, the duration of the formal "Normal Change" process (with the exception of the implementation stages themselves) was reduced from a few days to several hours for the entire corporation, for which we participated in the global seminar on IT infrastructure management as ITIL experts. At the same time, we managed to tidy up part of the configuration database related to the server infrastructure, update more than a thousand records and several hundred links.

Understanding that the key ITSM processes are well established, we have expanded our participation in technical activities: in support and in projects. During the first year of our participation, we expanded our team by adding two server experts and one Telco expert. Ultimately, we had four specialists, and we took over 95% of the activities related to servers, and most of those related to Telco.

In addition, we committed ourselves to infrastructure continuity by developing a disaster recovery plan and were responsible for its annual testing. We were responsible for the entire volume of support and for 50% of the project activities for the Telco domain.

Over the next year, we took responsibility for managing the server life cycle. We managed to optimize servers and networks by replacing old equipment, increasing the key indicator of the virtualization coefficient for servers from 40% to 70% and reducing the total number of server racks.

We have led dozens of infrastructure projects for both servers and Telco domains: migration of Windows OS, creating fault-tolerant cluster server solutions, preparing infrastructure for a new production line from scratch, introducing a new solution for data backup, zoning project, introducing backup channels and much more. We have also attracted a wide range of our professionals for many projects and tasks, including Power Bi data processing experts, Tableau experts, software developers, Nix, Wintel experts and network administrators, etc.

As for the location of the Customer - we were not stopped by the distance - we were able to participate in projects in other countries (Kazakhstan, Ukraine, Serbia, Turkey, Switzerland) and established very strong relations with various Customer groups around the world, including India, the Philippines and Indonesia.

1st Tverskaya-Yamskaya str., bld. 21, Moscow, Russian Federation
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