Initial Situation
For strategic reasons, a large cantonal bank decided to re-integrate the operation of its applications, including IT development. The operation of the infrastructure remained externally with the outsourcing partner. This organizational transformation affected about 400 IT employees.
Successes
As ITIL consultant, we ensured that the processes continued to function seamlessly after the carve-out. A key to success was a close cooperation with those affected and the management in adapting the processes.
Activities
In the role of ITIL consultant we have:
- Created the project charter for the stream “Transition IT Service Management Processes”.
- Identified the impact of the transformation on the IT Service Management Processes (Incident Management, Problem Management, Release Management, Change Management, Business Continuity).
- Re-modelled the above-mentioned IT service management processes and, where necessary, drafted “Process Interface Management” contracts between the Cantonal Bank and the outsourcing partner.
- Aligned the results with the Software Development Lifecycle and Inventory streams.
Keywords
- ITIL
- IT Operations
- Insourcing / Outsourcing
Remark: We performed the above-mentioned activities as employee at a former employer.