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In my work for an outsourcing company, I was responsible for designing, and documenting processes for several new Managed Services contracts to deliver the contractual service and reporting requirements. These services were usually the provision of a help desk/ service desk, hardware and/or software support. This involved extensive negotiations with all levels of the customer’s management team. The final project was the implementation of a managed service for Halifax Bank of Scotland. This was an extremely large and complex implementation, but was extremely successful. It was awarded the company’s Project of the Year in 2003.
In addition, I provided consultancy to a number of internal departments, helping them to formulate new business processes. I also played a leading part in a project to implement a new Service management software tool. This involved designing new processes for all the company’s service offerings, and internal processes, so that they complied with the ITIL® framework
My work for a US consultancy (specialising in network management advice for ISPs, Telcos etc. ) included advising clients in the implementation of robust processes to back up their technological investment in their Network Operations Centres, which had poorly developed fault and change management processes. I introduced the ITIL® methodology as a new approach to the consultancy’s process work, and was the UK lead in this initiative. This included raising the awareness of the other consultants, obtaining training and other materials for them to use, attending the Pink Elephant International ITIL® conference in the USA in February 2001, and presenting this back to the UK management and workforce. I also worked with staff in the US, who were anxious to adopt this as a new approach, sharing my knowledge with them.
As a consultant to Hewlett Packard, my remit was to examine the support structure and processes of their client - one of the largest ISP’s in the UK, producing a gap analysis and recommendations for improvement. I defined and documented formal processes for Incident, Problem, Change and Configuration management, which were ITIL® compliant.
As consultant to the Institute of Chartered Accountants I carried out consultancy on a number of different aspects of the Institute’s procedures, including:- Project managing the upgrade of the existing problem and asset management software, formalising and documenting a standard Invitation to Tender Process for obtaining IT goods and services, drawing up an ITT to replace the existing hardware maintenance contract, and ensuring that processes were put in place to measure contract compliance and guarantee value for money.
In my work for Whitbread, I was responsible for a major overhaul of the Service Desk function, culminating in a re-launch. This involved a complete change of staff, image and culture with much greater emphasis on customer service, more proactive incident management, increased technical authority enabling a higher proportion of incidents to be resolved at the 1st-line, prioritisation and systematic progress-chasing and escalation.
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