The Operations Department (DEX) of SPW DIGITAL has defined a number of processes inspired by the ITIL framework. These processes form the core business of the IT Support team for users. This team is composed of < 15 people, including process owners, the first-level Service Desk (an outsourced activity managed by performance objectives), as well as privileged support to the Service Desk.

The sub-divisions Operations Management and Compliance, IT User Support, Production Infrastructures, Application Platforms and Individual Equipment, Projects and Infrastructure Architectures make up the Operations Department. Various organizational adaptations are underway to strengthen the “user services” focus. In addition, the SPW Digital service offering is presented through a service catalog. This catalog includes a description, scope, guaranteed service levels, as well as the activation procedure for each available service. This catalog is updated regularly.

To support its ITIL processes, SPW DIGITAL has also implemented a single ITSM tool, JIRA Service Management, which enables the centralization of all service requests as well as performance monitoring of services and processes. These controls rely on regular reporting and the implementation of SLAs. This tool is interfaced with a number of repositories. These repositories will form the pillars of our CMDB. The automated discovery and collection of assets and their main attributes is also the subject of projects aimed at complementing the CMDB and improving the quality of its data.

Data relating to service orders as well as goods – hardware and software – is managed by a specific application called SOOLID. Data relating to physical assets and (eventually) delivered intangible assets are recorded and inventoried in the CMDB so that the operations teams can associate the data needed for operational management.

SPW Digital is currently conducting a transformation program for local IT support. This is currently based on around 370 Local IT Correspondents (CIL), business users who provide IT support informally, in addition to their main tasks, as well as an outsourced service desk.

This model is now showing its limits and is generating several structural inefficiencies: lack of complete traceability of interventions (shadow support – hiding part of the incidents and problems), decentralized and non-homogeneous equipment management, heterogeneous skill levels, underuse of Jira Service Management, and an insufficiently structured and governed Knowledge Base.

The target model aims to professionalize and industrialize support by relying on a strengthened central Service Desk acting as a single point of contact (SPOC), local points of contact, and an approach promoting self-service and a robust Knowledge Base. It also plans for structured collaboration with other SPW entities, as well as the implementation of a formalized Target Operating Model (TOM), integrating clear roles and responsibilities (RACI), service commitments, performance indicators (KPI), and governance.

The expected activities and deliverables include, but are not limited to:

• Analysis & Diagnosis: mapping of CIL activities, classification (retain / transfer / automate / mutualize / eliminate), measurement of the real cost (~400 people partially involved), analysis of escalated tickets, identification of CIL profiles
• Target Operating Model Design: drafting TOM, definition of the local points of contact model, first-level service catalog, CIL authorization levels, asset management
• Definition of Jira Service Management configuration needs: for example, business language guided forms, ultra-fast CIL forms, QR codes on critical equipment, CMDB update, governed Knowledge Base
• Change Management: plan based on a model, e.g., ADKAR or Kotter by population, communication to management
• Training of stakeholders: training current and future stakeholders in ITIL and the new organization put in place
• Steering & Governance: project management with an iterative approach (avoiding the big bang disrupting the service) and a holistic vision (global vision from the first iteration); pilot phase (MVP) with before/after measurement; KPI dashboard; cross-functional governance; improvement plan in waves.