JOB SITE: SERVICE DELIVERY AUTOMATION
On the Right Track
TTX IS RUNNING ITS IT ORGANIZATION LIKE A BUSINESS WITH THE HELP OF AN
ITIL-COMPLIANT SERVICE DELIVERY SYSTEM. BY TIM DONOHUE
WE ALL ASPIRE TO RUN IT LIKE A BUSINESS, BUT
that’s easier said than done. However a recent experience with a service-catalog implementation helped
me realize that achieving this goal was closer than I thought.
At TTX, a provider of railcars and freight car management
services to the North American rail industry, our job is to make
sure there is a reliable pool of railcars available to our customers.
Our IT operations are critical to delivering on that promise.
I manage the I T service delivery team for T TX. Like most
IT shops these days, we run a tight ship and are always trying
to do more with less.
In the summer of 2007, our IT executives decided we
needed to automate routine business functions, such as incident reporting and service request management, in order to
reduce costs, improve service levels and gain efficiency. This
goal of automating service delivery was part of our larger
vision to use ITIL (Information Technology Infrastructure
Library) principles to guide the way we do business.
When I submitted the request for funding a service catalog, the cost justification was calculated for the IT department only, though we hoped to find a system that would
benefit the entire enterprise. We began searching for a
service catalog that could provide a foundation for automating routine service requests made by our approximately
1,200 employees for services offered by IT and other business units, such as Corporate Services and Accounting.
FINDING OUR CORNERSTONE
When this challenge to automate IT service delivery was presented by management, I hadn’t heard of packaged service catalogs. But my team researched the market and evaluated offerings
from five vendors that provide an ITIL-compliant catalog.
During the fall of 2007, we identified the system requirements, and our IT team began a search for a robust but easy-to-use ITIL-compliant system. Our service catalog needed
the capability to:
• give IT customers a single point of entry for IT services
• enable self-service requests
• provide status updates on open requests
• automate cross-silo IT service delivery processes
• integrate easily with existing problem management and
project management solutions.
We needed content management, business process
management, e-commerce and application integration
capabilities rolled into one.
Of the five vendors we evaluated, we chose PMG because
it was a better fit in these key areas and was intuitive for our
users. It also offered the elements we needed to allocate costs
JOB SITE SUMMARY
The IT executives of TTX, which provides railcars and freight car management services to the North American rail industry, decided
to automate routine business functions, such as incident reporting and service request management. The goal was to reduce costs,
improve service levels and gain efficiency—all part of a larger vision to use ITIL principles to guide the way TTX does business.
Tim Donohue, senior manager of service delivery, describes how the IT team defined the company’s requirements, evaluated
five systems, determined the best vendor for the company’s needs and managed a rollout of the chosen ITIL-compliant service
delivery system. Results include a more efficient service delivery process, a 50 percent reduction in the service desk staff and the
elimination of many of the ticket-taking activities performed by help desk personnel.