The aim of TNT’s latest project has been to consolidate from 30 different operational help desks, using 12 different toolsets, to a single virtual global service desk using one fully integrated toolset, giving them visibility of all reported issues.
“We wanted to move toward IT Infrastructure Library (ITIL) best practice,” explains TNT’s Steve Kenney. “We needed to deploy the solution globally with many different existing processes in place, so it was essential to keep it simple. We wanted to constrain the cost of deployment and ongoing development, and didn’t want to go through a huge programme of customisation, so we needed a flexible product that had ITIL capabilities.”
Morse was selected as the implementation partner and technology provider on the project because of its strong capability and proven success in service management delivery aligned with core ITIL processes.
Morse addressed the key cultural changes and technical challenges for the 700 new users by implementing process design workshops, briefings, training and communication to ensure users understood the new tools and the best way to use them. The training programme resulted in a complete set of documented instructions delineating what is expected of each user at every point in the process. It has also paved the way for new staff to be introduced quickly and easily to the system.
The TNT and Morse team worked closely together to deliver the Service Desk project on time and within budget using the PRINCE2 process methodology. TNT also used the European Foundation for Quality Framework as well as ITIL best practice processes to benchmark service delivery. From agreeing the contract in April 2004 the Service Desk went live in Australia in October and in the UK in January 2005.
Morse provided the process and software skills,” says Kenney. “And what pleased me more than anything was the ability of Morse and HP to turn things around and deliver results when things started to get tricky. Their recovery powers were second to none. Any project of this size and complexity will hit a tricky spot or two, so it’s a real measure of an organisation’s quality, attitude and skill as to how they respond under pressure. They passed with flying colours.”
One of the goals of the project was to design the processes and tool so that it could be blue printed to rollout to the rest of the world. To this effect TNT now has a route map to a common worldwide Service Management toolset supporting a common process facilitating movement to follow the sun support if they desire to do so in the future. The benefits include:
- Calls handled more efficiently and effectively at the Service Desk. In the past three months, problem external calls received in the UK have dropped from 3,000 to 2,500 per week.
- Incidents are resolved quicker and earlier in their support lifecycle, resulting in a reduction in abandoned calls from 100 per day to just 12 in the UK alone.
- The freeing up of time has enabled more information to be captured during a first call. It is anticipated to increase from 50% to 70% in the next two months.
- Incidents reflect and measure against business services giving TNT the visibility to measure and track the impact under both Business Services and IT components.
- A service desk that will easily scale to support global operations from a single instance (and consolidate current global operations).
In the future, this unification to a single virtual global service desk will enable TNT Express to capture, support, map, and analyse their global service trends, measuring end-to-end service anywhere in the world.