Situation encountered: It takes a long time to deliver a service to customers. They are frustrated, do not want to pay, and are looking for ways to purchase services externally.
Intervention provided: Inside the IT department, there are many small teams with different responsibilities. In order for a service to be provided, the customer request needs to go through a number of such IT groups. The groups are isolated and do not communicate well. There is a lack of procedures that define the exact process to deploy each offered service. Customer requests get lost and forgotten because there is no central oversight that guides the process from the beginning to the end.
By breaking down the silos and reorganizing the groups, collaboration and communication has been dramatically increased. A new position has been created to manage the deployment of services across all groups and ensure that services are deployed swiftly. A deployment process for each service along with specific timelines for each task in the service deployment process was developed. Communication channels were established with customers to manage their expectations better. A customer feedback loop system was also developed to further improve service delivery.
Results achieved: Service delivery speed was improved and customer satisfaction increased. Customers stopped looking for external services and started working with the IT department to develop new ones. Collecting payments for services was no longer a problem, and customers openly came with suggestions for suggestions that were then incorporated by the IT department and made available.
Situation encountered: In order to receive a service from the IT department, customers are required to fill out a complicated service request document and create a diagram of how their new application environment fits into the existing IT infrastructure. The customers are not IT experts and struggle with the document, which often gets denied and is sent back to them as insufficient. Customers are extremely unhappy, and try to bypass the regular IT channels by going directly to IT management, which then instructs their IT department to provide a service, sometimes without the fully finished document. Since procedures are not followed, the IT department does not keep a precise track of what services were deployed to which clients.
Intervention provided: A technical team was created to work with the customer from the initial new application environment design phase and guide the customer through the process. The team assisted with translating the customer’s wants to his or her needs. The service request document was simplified and re-created as an online document which, when submitted, gets inserted into a central database system where the information can be managed.
Results achieved: The customer satisfaction increased dramatically. Customers were able to use the IT department's expertise to design and implement more efficient and reliable application environments. The service delivery process became faster. The IT department noticed a significant reduction in computing resources being requested.
IT Infrastructure Reliability
Situation encountered: Enterprise applications and a diverse IT infrastructure environment, including computer systems, network gear and supporting software and hardware, are monitored by one particular tool. The monitoring tool adoption is very low, causing frustration throughout the organization.
Intervention provided: Interviews with key stakeholders revealed that some IT groups already had a monitoring tool in place that they were satisfied with because it addressed their specific needs. Other IT groups did not have a monitoring tool in place and wanted their tool to be different from the one that was made official. The official tool did not provide the functionality that these teams required.
Result achieved: There is no one monitoring tool that fits every IT need. By improving the collaboration and communication between the IT groups and its management, each technical group was able to deploy the appropriate monitoring tool which vastly improved their ability to ensure high availability and efficiency of their particular IT environment. Additionally, the official monitoring tool remained in place and was used to present the high-level IT infrastructure availability status to the management.
"Bruno's efforts have produced high quality results time and time again. He is always in the forefront to suggest new ideas and new technologies to improve our daily operations towards our customers."
Peter Dierckx, United Nations
"Very goal oriented as well as a team player, Bruno is keenly devoted to his work. He consistently delivers high quality results for our organization."
Amish Chudasama, Epsilon
"Thank you for playing a major role in the design, documentation and implementation phases of a number of major projects in our organization. I hope that you have tremendous pride in the work you have done in the past for the UN, and that you know we very much appreciate it."
Amir Karmazin, UN
"During and after hurricane Sandy, your tireless efforts made it possible for OICT to provide vital services such as internet, telecommunications and network to the Security Council on Wednesday, the day after the storm; on Thursday, two days after the storm, the Secretariat was able to support the plenary and main committee meetings, and most Secretariat facilities were up and running on Thursday and fully functioning on Friday."
Eduardo Blinder, UN