Our client, a company producing and distributing drinking water, was planning for fully automated water production but had serious problems in managing the new underlying IT-applications, support processes and external suppliers of related IT services. Essentially, there was no IT-organization to support this new production process.
In a completely outsourced IT environment this manufacturing company uses ITIL as one of the tools in order to prepare the organization for changes. Revision of contracts and vendors is a day-to-day activity of this organization. All new contracts will be based on ITIL Best Practices. In order to understand the content and necessity of the change and the benefits for the employees, the organization has chosen to train a large percentage of their IT staff in ITIL foundations.
The client is a professional application service provider of Indian origin. Currently, this ASP belongs to a major US-based IT service provider. One of the largest investment banks in the world has a major account for this ASP in Singapore. 24/7 global application support services is provided on-site for this bank. After several years of constructive relationship, a situation evolved where both parties were looking for structural improvements in the service provisioning.
With an IT staff of over 500 people in three locations, one of our clients in the U.S. was struggling on how to inform their IT personnel on the ITIL processes and procedures. These had been completely revised together with the implementation of a new tool to support all these processes.
In a Dutch ministry the minister forced the four main directorates to join forces and share common resources and scarce competences. As a side result, a 10% reduction of headcount is experienced. In the effort to reorganize IT Services demand and supply, the ministry asked Quint to assist in designing and implementing a new organizational unit. The task of this unit was to bundle demand for IT Services and to channel this bundled demand to the proper IT supplier.
Our client, the IT organization of an international banking and insurance conglomerate, was facing major issues with its test and acceptance environments. The bottlenecks were considered to be primarily in the capacity of the available environments.
Our client, a large institution within the social securities environment, was facing the challenge of privatization. For its IT department it meant a shift from internal to external clients with all its consequences for services, management, organization and personnel.
Singapore’s second largest info-communication organization and the sole operator delivering a full range of information, communications and entertainment services over fixed, cable, mobile and Internet platforms has invested in an IT Service Management Tool to support and improve their ITIL processes.
