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Operations & Service Delivery

The changes that are currently being driven through the business are having an interesting affect on how Information Technology is being viewed. As it becomes more and more apparent that the changes required rely in the main on IT to deliver the appropriate infrastructure, it becomes equally apparent that there are insufficient IT resources to do so efficiently within the time frame expected. Furthermore the extent of the changes and the demands on IT are such that a significant additional investment in personnel and software is required.

Conclusion: Manywho have outsourced their Service Desk complain that in doing so they lost touch with the pulse of their organisation. Bringing the Service Desk back in-house allows customer and IT intimacy to be re-established.

For a long time now the organisational structure of the group of construction companies to which we belong has more or less flown in the face of what would normally be considered best practice. The holding company’s philosophy has always been that as three of the operating divisions compete against each other in the highly competitive Australian market place, they should, within reason, be free to leverage what competitive advantage they can.

Conclusion: Delivering real business improvement in Workforce Automation & Management practices has proven elusive for many organisations. Two principal factors seem to have been at play. Firstly, a piecemeal approach seems to have been taken with a focus on rostering rather than on the entire process chain (see diagram). Secondly, the organisational change management effort seems to have been underestimated. With so few opportunities available to businesses to deliver bottom line savings from application software initiatives, it is now timely to revisit this area. Further, increasing safety-awareness in sectors such as mining, construction and transportation, have highlighted the need to achieve success with WAM initiatives, in some cases driven by the need to comply with fatigue management standards for rostered staff.

From time to time our company looks at opportunities to grow the business through the acquisition of other organisations. When this occurs we are asked to review the information technology infrastructure of the target organisation. Our brief is to assess their IT health and identify areas where there may be significant expenditure required to ensure it achieves a level which complies with our standards. We are also expected to recommend how IT should be structured following the acquisition. For example should the company continue with its current processes or should it be partly or wholly, integrated into our network and be subjected to our governance procedures.

We have recently been successful in winning two significant projects in Western Australia associated with the construction of the South Western rail link between Bunbury and Perth. These projects, which have a combined value of around $400m, are for the provision of infrastructure for the railway line which, as well as including several bridges (Package E), also involves tunneling under the Perth CBD to the Central Railway Station (Package F). Package F is a joint venture in partnership with Kumagai from Japan, a relationship that brings its own set of problems.

Service-level agreements (SLAs) serve as a powerful tool for enabling an IS organisation to understand the business'' definition of adequate service (based on business requirements) and for business communities to understand the support function''s responsibilities. If the services are sourced externally, then they are also one of the most critical factors in the success of the outsourcing relationship.

To date we have been concentrating our efforts on improving the performance of our Help Desk, through better incident and problem management, and through imposing some much needed disciplines on our infrastructure support team by introducing more rigorous and collaborative change management processes. It is true to say that, prior to ITIL, we firmly believed that it was important to resolve as many issues as possible on the Help Desk, without escalating them to Level Two support. We were unaware that this practice was significantly downgrading the level of service we were providing.

One of the most difficult dilemmas an IS project manager or CIO is likely to face is what steps should be taken when the client will not accept a proven technical solution, e.g. because she claims acceptance will compromise her ability to meet her performance criteria set by the CEO.  

While the ‘crash or crash through' approach is tempting, it is risky. Pursuing it is likely to bruise everyone involved. Another option, which is to go to the CEO to get the matter resolved, is not politically astute. In most firms it is lore that asking the CEO to resolve an impasse is viewed as failure.

Small and midsize companies have, so far, mostly postponed investment in CRM solutions because of their complexity, their cost and dubious return on investment. Now, with Microsoft in the fray alongside and others like them with their online deployment models, SME''s have a better range from which to choose and should be planning how they can take advantage of more affordable solutions

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