References

Hereinafter, a selection of project sketches (sorted alphabetically), exemplified references of the ITSM Group with various technical focusses and industries. You are most welcome to contact us for additional information you are looking for.

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Optimisation of the IT Service Management

AirITSystems GmbH

The AirITSystems GmbH in Hannover has commissioned the ITSM Consulting GmbH to assist in the optimisation of their Service Management. Until Autumn 2010, besides the selection of an IT Management tool, we will support the process implementation of Service Portfolio and Service Catalogue Management and optimise the existing service processes in relation to the implementation of an action-oriented operative and tactical KPI Reporting.

The practice-proven procedure model of the ITSM Consulting GmbH was decisive for the commissioning. We are happy to have gained the AirITSystems as customers with this project.

About AirITSystems GmbH

AirITSystem is user, systems house and operator in one and offers individual IT solutions. The company is particularly active on the Hannover airport and for the Fraport and provides services in the areas:

  • Information systems
  • Communication systems
  • PC Service
  • Data centre
  • Trainings
  • Traffic and building systems

Performing a potential analysis of the IT organisation

bhn Dienstleistungs GmbH & Co. KG

 4 years ago, the IT organisation of the bhn has implemented costs savings measures while maintaining the service quality. Although the service providing and the processes still deliver good results, the Management has gotten the impression, that the service capability of the organisation has lessened and/or that the service expectations of the customer have risen.

The causes for the described symptoms can be various:

  • Overload of the organisation
  • Lack of prioritisation of the tasks (project vs. operation; internal vs. external focus)
  • Lacking process transparency and efficiency
  • Lacking automation of control tasks
  • Productivity losses due to lacking motivational impulses for the employees

 

In order to consolidate the impressions and to concretely determine the causes, the IT organisation has to be subjected to a potential analysis, which examines the following aspects: 

  •  Business / customer orientation of the IT departments
  • Consequent alignment of the organisation to the customer requirements (Lenze)
  • Continual optimisation of the costs for providing the service
  • Power of innovation in relation to the services required by the Business
  • Sourcing strategies for the optimisation of the required capacities in operation
  • Management capabilities of the senior management (entrepreneurship, visions, leading according to objectives)
  • Efficiency of the process and structure organisation in relation to the tasks
  • Transparency and comprehensibility of the performed process activities
  • Observance of defined standards, rules and specifications (Compliance)
  • Effectiveness of the internal control system for controlling the project and operational organisation

 

About bhn Dienstleistungs GmbH & Co. KG

The bhn Dienstleistungs GmbH & Co. KG is an IT services provider in Aerzen near Hameln, with about 50 employees. bhn provides IT services for the Lenze company group. Lenze is a worldwide-acting specialist for Motion Centric Automation and provides products, propulsion solution, complete automation systems, as well as engineering services and tools from a single source. The ITSM Consulting is happy to be able to assist the bhn in this project.

Consulting for the implementation of IT Service Management,

including tool selection consulting – initialisation stage

EWR AG

The IT organisation of the EWR AG creates and operates the IT services for the EWR AG. The IT services are aligned to the needs of the customers and users and are continually improved. The customers of the IT are the owners of the EWT business processes who use the IT services for the optimisation and automation of their business procedures. The IT organisation is structured according to technical capabilities and the processes are partially described. Due to the increasing requests of the customers and the connections between services, systems and components becoming more and more complex, the IT Management has decided to support the internal IT processes by means of a capable integrated Service Management tool. In the scope of these measures, the existing processes are to be verified, improved and documented at the same time.

When selecting the tools, a high degree of standardisation has to be observed, so that the operating costs of the tool to be purchased remain low and the release capability of the tool is maintained. With the release capability it has to be ensured at the same time, that the EWR innovations which are to be expected by future releases of the tool supplier, can be made usable quickly and without substantial effort. The predominant number of relevant tool suppliers orients the development of their tool by the de-facto standard ITIL®. Thus, the IT Management of the EWR also thinks about aligning the internal IT processes to this standard. To make sure that the theoretical aspects from ITIL® are implemented in a pragmatical but structured manner, the IT Management has decided to obtain external consulting. 

During the first discussion, the IT department of the EWR conveyed the impression that it is structured in a technology-oriented manner and the employees are open to innovations and procedural improvements. In order to rise to the new requirements, this is a good foundation which now only have to be completed with a service and process orientation. In order to implement a modern IT Service Management in accordance with ITIL®, besides the conception of the processes and the required tool support, the people are in particular, as acting "resource", the critical success factor. The experience of the ITSM Consulting GmbH has shown that a stage by stage approach gives people the possibility of better understanding the new requirements, accept them and in the end also implement them in their daily activities.

The ITSM Consulting GmbH proposes a consulting approach, in which the consultants of the ITSM Consulting GmbH assist the employees of the EWR in the conception and the methodical procedures and become their project coaches and knowledge conveyors. After the project, the EWR employees should e able to independently implement future process topics. Naturally, in case of high load for the internal employees, operational project activities can be assumed by consultants of the ITSM Consulting GmbH.

The stages brought to use by the ITSM Consulting GmbH are listed below:

Initialisation stage

  • Establishment of a strategy and of the concrete project results
  • Definition and communication of the superordinated objectives with the Management and Business Analysis of the organisation's current status (baselining of the process, tool, people, organisation) based on a formal degree of maturity classification according to CMMI
  • Establishing of the processes which are to be implemented in stage 1
  • Planning of stage 1, including the measurement parameters by which the objective achievement of stage 1 can be ascertained.
  • Structured knowledge conveyance regarding ITIL® to the process participants
  • Presentation of the results and approval of stage 1

  

About EWR AG:

As a leading power supplying company of the Rheinhessen / Ried region, EWR Aktiengesellschaft delivers power, gas, water, as well as modern energy services from a single source.

With more than 500 employees in EWR AG and the subsidiary EWR Netz GmbH, the service provider consequently aligns to his customers, the market, as well as future-oriented innovations.

Besides about 200.000 private and corporate customers and 1.000 individual customers, the regional supplier cares for customers on the liberalised power market since 1998 eve outside the EWR network area. Besides "Energy in new ways", they all receive consulting and services around the entire range of services.

Selection Of An IT Service Management Suite

Grünenthal GmbH

Since the year 2000, the Global IT department of the Grünenthal GmbH has been operating its IT processes basing on the ITIL® framework, whereby the implementation is pragmatically aligned to the needs of the Global IT. From the tool point of view, the processes are supported by an own development, which depicts the central processes in the Incident, Problem, Change and Configuration Management. Over the years, numerous requirements from various groups of interest have flown into the development of the system. Meanwhile, the system has become very complex. The maintenance effort is very high and new requests can only be implemented with high efforts. Grünenthal now looks for a tool on the market of the IT Service Management Software Developers, which reproduces the requirements of Grünenthal as well as possible already in the standard version, is easy to customise and still remains release-capable after the customisations. In addition, it has to be assessed whether and to what degree the system has to be validated due to regulatory reasons.

The ITSM Consulting GmbH has extensive experience in the selection, assessment and the use of IT Service Management products and has a broad market knowledge in this field. Commissioned by Grünenthal, it assists and guides the tool selection process by moderating the requirement recording, accompanying the market viewing and performing a potential analysis of selected manufacturers by means of a consolidated request catalogue and a Proof-of-Concept. A decision template for the future suppliers is created for the Top Management of the Global IT and adjusted for the next implementation project by means of a detailed business case.

 

About Grünenthal GmbH

Grünenthal is represented internationally in 35 countries with branch offices and occupies ca. 4.900 employees worldwide. Due to high rates of growth, the current business progress is deemed as very positive. In the "Pain" core business, the growth rates lie above the comparable numbers of the competitors. Grünenthal is one of the five leading pharmaceutical companies with headquarters in Germany. The objective has also been set for the future, to develop procedures and medicines, which can fight pain better, more sustainably and with less side-effects for the patients. ITSM Consulting is happy to have gained the company Grünenthal GmbH as a customer with this project.

Implementation of an ITSM solution for the processes Incident,

Problem and Change Management (Stage 1)

Hansecom GmbH

Hansecom wishes to align its operational IT processes to the ITIL® framework. By means of these measures, the process security is to be raised, the efficiency increased and the observance of external compliance requirements is to be ensured. The Incident, Problem and Change Managemet processes have already been identified as the most important processes. The processes are to be implemented in stages. The first stage contains the replacement of the existing ticketing system, which is currently supporting the Incident Management Process. During the replacement, the existing Incident Management Process has to be optimised and the Problem Management Process has to be conceived. Both processes are to be supported by a new and innovative ITSM tool. In a second stage, which can also run in parallel to the first stage, the Change Management Process is to be conceived and implemented with support from the tool.

ITSM Consulting GmbH assumes the project as general contractor. The consultants first start with an analysis of the current state analysis of the current processes and tools in the field of Incident and Problem Management. Building on it, the optimisation potential is revealed in the Incident Management Process and devised by targeted specification workshops with a core team. The results flow into a process handbook, which documents the future process design and the most important definitions, roles and activities around the process. In parallel, the various requirement documents for the future tool support are consolidated and compiled with additional detail specifications in a requirements specification for the implementation into the future ITSM suite.

For the implementation of the Problem Management process, a workshop series will be held with a selected core team of the Hansecom for developing the design of the processes, roles, activities and the most important frame conditions. The results also flow into a process handbook and additionally serve to deriving the most important requirements to the future Problem Management tools, which are then specified in a process-related requirement specification.

Based on the requirement specifications – partially in parallel to the process activities – the basic set-up of the ITSM suite FrontRange® ITSM ensues in the various environments, and then finally a customisation of the Incident and Problem Management modules to the customer requirements, in accordance with the requirement specifications. The consultants of the ITSM Consulting GmbH additionally and significantly support in the piloting of processes and tools, rollout trainings and in an accompaniment of the process and tool rollout in the Hansecom, as well as the involved customer and external support organisations.

About HanseCom GmbH

HanseCom GmbH is a joint enterprise of the Siemens AG and the Hamburger Hochbahn AG, founded in 1990. The industry competences developed in collaboration with the HOCHBAHN are utilised by the Hansecom today for IT consulting and IT services particularly for customers from the public transportation – focused on SAP or SAP-similar services. By using their years-long experience in the IT operation, Hansecom additionally supports in particular the medium-sized companies in projects for costs optimisation with adequate IT Outsourcing solutions. The ITSM Consulting is happy to be able to assist the Hansecom GmbH in this project.

Implementation Of A Federal-spanning Incident Management Process & Implementation Of An Available Tool Support 

Hessische Zentrale für Datenverarbeitung

The Federation and states have agreed at the beginning of March 2005 to condense the acquisition and use of a unitary software in the KONSENS undertaking (coordinated new software development for the tax administration). The German federal states Baden-Württemberg, Bayern, Hessen, Niedersachsen and Nordrhein-Westfalen assumed the responsibility for the strategy and development of the financial software, which will be used at the federal level. Prominent example: ELSTER

In the context of KONSENS, "Procedures" (software) necessary for the support of the processes in the tax administration, are distributed to the federal states, developed and then implemented at the federal level. The development of a "Procedure" takes place in a leading manner for each federal state, with the implication of programming locations in other federal states. The operation, as well as the 1st Level Support of the Procedures is performed independently by each federal state.

Due to the increasingly distributed development of the Procedures, a federal states-spanning professional support (2nd and 3rd Level) becomes increasingly necessary. In order to be able to ensure a frictionless operation, unitary and overarching ITSM Processes are necessary. The task of the project entrusted to the Hessische Zentrale für Datenverarbeitung was to develop and pilot such an Incident Management process, as well as to develop an appropriate tool support, which however does not influence internal state investments and processes. This was guaranteed by coupling existing ITSM tools of the states under the use of web service technologies with the central Incident Management platform. As an alternative, a web interface for processing an recording incidents was offered for all states which had not yet established a tool coupling.

The tasks of the ITSM Consulting GmbH in the scope of this project were:

  • Support in the Project Management and coordination of the project partners (federal states, as well as software suppliers
  • Conception and rollout of an Incident Management Process
  • Support and representation of the central process management: central Incident Manager
  • Support for the tender and tool selection
  • Technical specification of the tool functionalities and states-spanning workflows in the role of a Solution Architect
  • Creation and coordination of test scenarios for the spanning Incident Management tool
  • Support and coordination of the couplings of the state Help Desk systems
  • Operational management for the Incident Management tool (SolveDirect)
  • Construction and coaching of an internal operational team, as well as technical support for the federal states

 

About Hessische Zentrale für Datenverarbeitung

The HZD is the IT Service provider for the State Administration Hessen, with facilities in Wiesbaden and Hünfeld. It functions as a business-managed state-owned enterprise. Market-oriented IT competence, combined with 40 years of administration experience and customer-oriented solutions - from planning a project until its implementation - are at the core of its activity.

Implementation Of Incident Management And Change Management

Klinikum Region Hannover GmbH

Project for the creation and implementation of the IT Service Management processes Incident Management and Change Management according to ITIL®, in particular for public customers in the IT field. The first part of the project comprises the degree of maturity ascertainment for the existing processes Basing on the results, a process optimisation takes place.

Responsibility for the customisation and implementation of the ITIL® processes:

 

  • Performing an assessment according to CMMI
  • Creation of the process manuals, customisation of existing processes
  • Execution and moderation of the Process Management workshops
  • Development of Changes, failure categories and a Known-Error database
  • Development of a training concept, as well as performing the trainings for the employees
  • Rollout of the Processes
  • Creation of the requirement specifications for the tool selection and subsequent tool customisation
  • Migration from HP Open View Service Desk to HP Service Manager 7.1

 

About Klinikum Region Hannover GmbH: 

The KRH Klinikum Region Hannover stands for your neighbourhood medicine and care, high treatment quality and for comprehensive diagnosis and therapy from one source. The communal company operates eleven hospitals in the state capital Hannover and its surroundings. With a quota of 40 percent of the hospital care in the region Hannover, it is the most powerful hospital company in the region, where about 1,2 million people live. The hospitals are working together since 2005 under the roof of the Klinikum Region Hannover GmbH, the carrier of the company is the Hannover Region.

The clinic group with 3.400 beds and 8.500 employees cares yearly for approximately 135.000 patients stationarily and in addition 180.000 ambulatorily. Thus, the KRH group is among the largest communal clinic companies in Germany. Besides the basic and regular care, our hospitals ensure in many medical specialised fields, a specialised maximum care with nation-wide importance. The KRH hospitals closely cooperate with each other in medical centres and networks.

Implementation Accompaniment Of An ITSM Tool

Klinikum Region Hannover GmbH

The Klinikum Region Hannover GmbH currently implements its ITSM strategy in a determined and continual manner. The selection and implementation of an ITSM tool is planned as the next step. The ITSM Consulting GmbH, as implementation partner, was therefore entrusted with the product selection.

In preparation of the tool project, ITSM Consulting assisted in the localisation of the manufacturer selection. For the further progression, the ITSM Consulting GmbH assumed the creation of the decisive documents (requirement specification, use cases, etc.) and the performing of the Management Workshop. The next step is the accompaniment of the execution, tests, assessment and acceptance of the Proof of Concept (PoC) with the selected tool manufacturers.

About Klinikum Region Hannover GmbH:

The KRH Klinikum Region Hannover stands for your neighbourhood medicine and care, high treatment quality and for comprehensive diagnosis and therapy from one source. The communal company operates eleven hospitals in the state capital Hannover and its surroundings. With a quota of 40 percent of the hospital care in the region Hannover, it is the most powerful hospital company in the region, where about 1,2 million people live. The hospitals are working together since 2005 under the roof of the Klinikum Region Hannover GmbH, the carrier of the company is the Hannover Region. 

The clinic group with 3.400 beds and 8.500 employees cares yearly for approximately 135.000 patients stationarily and in addition 180.000 ambulatorily. Thus, the KRH group is among the largest communal clinic companies in Germany. Besides the basic and regular care, our hospitals ensure in many medical specialised fields, a specialised maximum care with nation-wide importance. The KRH hospitals closely cooperate with each other in medical centres and networks.

Construction Of A Service Catalogue,

Incl. The Appurtenant Service Descriptions

Klinikum Region Hannover GmbH

The Department of "Information Technology", as internal IT provider, accomplishes the central IT Services for the KRH GmbH. After years of strong growth of the IT infrastructure, the department currently operates a stabilisation and partial restructuring of its operational processes. In this context, the declared objective is to describe the service portfolio of the "Information Systems" department in the form of a service catalogue and to shape it in a transparent manner. For each of the contained service, a respective service description is created, which clearly describes this service in its scope of services and quality parameters. The Service Catalogue will be used in the future as a means of communication to the business departments of the KRH GmbH, as well as a foundation for future service agreements.

The Senior Consultants of the ITSM Consulting GmbH responsibly create the concept for building and structuring the future service catalogue of the KRH GmbH. The services, service types and the service structure are defined in this context. In addition, templates for the structured and unitary documentation of the various service types are created and agreed in the form of service descriptions. The individual service coordinators are supported in the description of their respective services and the primary role owners are continually coached .

About Klinikum Region Hannover GmbH:

The KRH Klinikum Region Hannover stands for your neighbourhood medicine and care, high treatment quality and for comprehensive diagnosis and therapy from one source. The communal company operates eleven hospitals in the state capital Hannover and its surroundings. With a quota of 40 percent of the hospital care in the region Hannover, it is the most powerful hospital company in the region, where about 1,2 million people live. The hospitals are working together since 2005 under the roof of the Klinikum Region Hannover GmbH, the carrier of the company is the Hannover Region. 

The clinic group with 3.400 beds and 8.500 employees cares yearly for approximately 135.000 patients stationarily and in addition 180.000 ambulatorily. Thus, the KRH group is among the largest communal clinic companies in Germany. Besides the basic and regular care, our hospitals ensure in many medical specialised fields, a specialised maximum care with nation-wide importance. The KRH hospitals closely cooperate with each other in medical centres and networks.

Analysis And Optimisation Of The User Support Process

Käserei Champignon

The Käserei Champignon operates IT services for supporting its business processes. Due to the increasing costs pressure in the field of dairy products, the CIO has taken on the task of continually optimising the added value of the IT services for the business and to optimise the business chances with new IT services. In order to improve the quality of the service providing with unchanged staffing level and costs structure, the CIO has decided to improve the processes and make them more efficient with the use of the ITIL® framework.

In a first step, the ITSM Consulting GmbH, as an experienced IT Service Management consulting company, was commissioned to perform an analysis of the ramp and process organisation and to identify windows of opportunity for the optimisation.

The scope of the analysis were:

  • Assessment of the number and capacities of the utilised staff
  • Assessment of the service processes for the user support
  • Functional organisation of the IT
  • Communication efficiency
  • Service consciousness of the organisation
  • Assessment of the capabilities of the current Service Management tools for supporting the processes

A Senior Management consultant analysed the organisation and presented the results to the Management and the employees. In the end, the IT Management decided to directly implement the action recommendations.

  • Conception of the Incident Management process
  • Conception of the Change Management process
  • Conception of the Problem Management process
  • Selection of an appropriate tool for supporting the processes mentioned above

 

For the efficient implementation of the processes, the employees of the cheese dairy were trained in ITIL® and the ITSM Consulting accompanies the implementation as moderator, coach and for the Quality Assurance.

About Käserei Champignon:

The Käserei Champignon Hofmeister is a company in the dairy industry with its headquarters in Heising. The main company, Käserei Champignon, was founded in 1908 by Julius Hirschle and Leopold Immler. Hofmeister-Champignon achieves nowadays a yearly turnover of approximately 440 million Euros in total and engages about 1000 employees.

Development Of A Master Plan For The Implementation Of The ITIL® Processes

KSPG (Kolbenschmidt Pierburg)

The KSPG has a challenging task ahead of itself: It wishes to implement the ITIL® processes in the KSPG group. Such a course of action has to be well prepared. This means that it has to be defined, which ITIL® processes are to be implemented at which location and with which granularity. Therefore, the ITSM Consulting GmbH recommended defining a master plan for the implementation of the ITIL® processes in the following steps:

  • Definition of the objectives and measurement criteria of the ITIL® process implementation
  • Preparation and execution of a kick-off meeting with the IT managers and the responsible persons of the field offices directly affected by the implementation.
  • Performing of assessments at the selected locations
  • Development of the master plan for the implementation of the ITIL® processes
  • Adoption and approval of the master plan for the gradual implementation of the ITIL® processes

 

Definition Of The Objectives And Measurement Criteria

At the beginning of the project, a concrete objective definition for the implementation of the ITIL® processes in the KSPG took place; it was determined how a successful ITIL® process implementation is to be measured. In addition, the question of which locations offer a representative reflection of the KSPG group was clarified. With these locations, subsequent assessment was performed in order to be able to judge how the IT of the respective location is basically structured, how far the internal process exertion has thrived, the control of external service providers is perceived and especially the implementation of which ITIL® processes in which order and with which intensity appears to be necessary.

 

Preparation And Conduct Of a Kick-off Meeting

The kick-off meeting serves to presenting the project procedures for creating a master plan, as well as the representative locations with which the assessments are to be performed.

 

Performing The Location Assessment

Basing on a questionnaire developed by the ITSM Consulting GmbH, an assessment with the individual locations was conducted. The assessments approached the following questions:

  • How is the IT structured at the respective location?
  • Which tasks are – assigned to the ITIL® processes – performed by the location and with what performance?
  • Which tasks are perceived internally, which tasks externally? How is an external control of the service provider(s) performed?
  • How is the development of the IT assessed at the respective location, will there be a task change?
  • Which need for action exists based on which reason for the implementation of which ITIL® process?

The complete assessment was prepared, performed and documented by the ITSM Consulting GmbH. An explicit preparation effort for the respective location consisted of the fact that insofar as the if needed existing documentation of the tasks, processes and personal responsibilities were to be kept at the ready for the interview. A detailed list of the necessary documentation was made available by the ITSM Consulting GmbH to each location responsible person before the interview.

 

Development Of The Master Plan (Implementation Plan) Of The ITIL® Processes

Basing on the performed interview at the respective locations, ITSM Consulting GmbH developed a roadmap from which the the recommended procedure for the implementation of the ITIL® processes was visible in dedicated manner. The roadmap showed which ITIL® processes, in which order, for what reason, with which criticality, in which time window and at which location, are to be implemented. The roadmap catered thereby both on the time schedule, the "Quick Wins", the required approximate internal and external costs and the concrete scaling of the locations.

The master plan thus contained for the KSPG GmbH the following in detail:

  • Establishing the order of the processes to be implemented basing on clear criteria
  • Description of the organisational structure of the ITIL® project
  • Recommendation for the roles model at the individual locations
  • Establishing the procedure for selecting an ITSM tool for the support of the organisation and of the ITIL® processes.
  • Training concept
  • Definition of the coaching concept.

The implementation of ITIL® processes means in many organisations a clear change of the work processes, as well as a culture change. If IT tasks were often perceived in silos or concrete functional units, the ITIL® implementation is accompanied by the establishment of cross-organisation unit workflows, which are reviewed with the employees, their meaningfulness is scrutinised and they are discussed together. Only with a successful Management of Change with the employees can a successful and sustainable process implementation take place.

  • Adoption and approval of the master plan
  • Presentation of the master plan. The goal was to adopt the master plan, so that the implementation of the ITIL® processes could begin afterwards.

 

About KSPG

KSPG AG is the leading company of the Rheinmetall division of automotive. As a worldwide automotive supplier, KSPG takes a top position on the respective markets with its competence in the fields of air supply, pollutant reduction and pumps, as well as the development, fabrication and spare parts delivery of pistons, engine blocks and friction bearings. The product development takes place in close collaboration with renowned car manufacturers. Low pollutant emissions, convenient fuel consumption, performance increase, dependability, quality and safety are the essential driving factors for the innovations of Kolbenschmidt Pierburg. In more than 30 production facilities in Europe, North and South America, as well as Japan and China, the company engages approximately 11.000 employees.

Implementation Of The PRINCE2® Project Management Method

Lahn-Kinderkrippen e.V.

In the context of the continual construction and expansion of its maintenance offer, Lahn-Kinderkrippen are confronted on a regular base with the renovation of existing daycare centres, as well as the construction of new ones. The construction projects in particular need a long-term and extraordinary maintenance by Lahn-Kinderkrippen, as in these occasionally require high financial investments, which are accomplished primarily by means of donations from public funds. In order to professionalise the execution of future construction projects, and thus to also meet the increasing expectations of the public groups of interests, Lahn-Kinderkrippen have decided to implement the popular Project Management method PRINCE2® as standard for the project execution. In support of this implementation, Lahn-Kinderkrippen wished to enlist the consulting services of external project management specialists. 

The future Project Manager of Lahn-Kinderkrippen will be assisted in the integration and customisation of the PRINCE2® Project Management method by a Senior Consultant from ITSM Consulting GmbH. Working on the example of a concrete construction project, the processes, topics and most important management products of PRINCE2® were concretised and made usable. The Project Manager of the Lahn-Kinderkrippen will be assisted with regards to the planning, implementation and controlling of a construction project by the ITSM Consulting GmbH punctually or when needed, in all stages.

About Lahn-Kinderkrippen e.V.

The charitable association Lahn-Kinderkrippen builds and operates daycare centres in the Limburg-Weilburg region. The association has taken it upon itself, to concretely implement the much postulated reconcilability between family and professional and to promote a theoretical and practical encouragement of the pedagogical work with small children. The Lahn-Kinderkrippen hae specialised on a qualitatively high-value early infantile education and care of children aged between 0 – 3 years and has been active in this field since 2005. The care offer meanwhile also includes the operation of kindergarten places.

Implementation And Operation Of Incident And Problem Management For The Global ERP Service "Global Scala"

Merck KGaA

The Merck KGaA launched the ERP application "iScala" as an alternative to large SAP installations for small to medium-sized state-owned companies worldwide. Besides the technical implementation, an own IT Service Management unit was built for this service offered world-wide, which is responsible for the definition and implementation of the necessary operational and service processes meeting the requirements. The task of the consultants of the ITSM Consulting GmbH was thus to first to define, document and implement the Incident Management process based on an already existing key user concept and in agreement with the global stakeholders. In so doing, the international characteristic of the services with participants from different countries and cultures worldwide, as well as also the stringent alignment to the internal precepts of the Quality Management system had to be taken into consideration. The same took place with a short time delay for the Problem Management process. Both processes had to additionally be integrated with the processes being implemented for Change Management, Release and Test Management, into a practicable overall process model.

After the definition and implementation stage, the tasks exists henceforth to operationally assume the roles of the Incident and Problem Manager, in order to establish a continual improvement in an initial consolidation stage. The objective therefore is to bring the degree of maturity and performance of both processes to a high-value and stable state and at the same time to qualify internal employees from Singapore for assuming both roles in the context of a 3-stage coaching.

Besides these tasks in the process field, it is additionally a component of the project in the scope of trainings to convey the necessary knowledge for a frictionless operation to all participants worldwide, i.e. both key-users, CFOs, Project Managers, as well as internal IT employees.

About Merck KGaA:

Merck is a worldwide active pharmaceutical and chemical company with a history which began in 1668 and a future shaped by approximately 40.000 employees in 67 countries.

The operational business is headed under the roof of the Merck KGaA, with its headquarters in Darmstadt (Germany). About 30% of the overall capital is in the possession of free shareholders, about 70% belong to the Merck family via the personally liable shareholder E. Merck KG.

Merck is the oldest pharmaceutical and chemical company in the world – its roots reach back until the year 1668. The once US subsidiary Merck & Co. is a company fully independent from the Merck group since 1917.

Project Management Training And Project Work Training

Ministry Of Justice, Equality And Integration Of The Schleswig-Holstein Federal State

 

The Ministry of Justice, Equality and Integration of the Schleswig-Holstein state (MJGI) plans the gradual retirement of the existing specialised procedure MEGA by the "forumSTAR" system. The entire ordinary jurisdiction of the state will work with the new program, i.e. ca. 2.600 workplaces in the courts will be affected. The implementation takes place starting with 2011 in the project "New specialised procedure for the ordinary jurisdiction".

In the first step, within the newly established project team, the tasks and work steps necessary for the project realisation are determined in a feasibility analysis and underlaid with a detailed time and resource planning. The project planning arising in the context of this project initiation is the base for the execution of the following stages of the main project. 

The ITSM Consulting GmbH assists the project team in the initiation stage in the scope of a "Project Management coaching" with the planning of the main project. The assistance is provided in two steps:

  • Conveyance of the basics of the Project Management in the form of a training lasting several days
  • Support of the project planning in the scope of a project work training (coaching), during which the concrete planning for the project "New specialised procedure for the ordinary jurisdiction" is started.

 

In the scope of the support, besides the fundamental techniques of the Project Management, techniques for the project planning are handled in particular. Thereby, a borrowing from established frameworks pertaining to Project Management ensues. The tools for the project planning and control (project leading documentation), as well as the concrete planning for the main project are in the result of the coaching phase.

About MJGI

The Ministry of Justice, Equality and Integration of the Schleswig-Holstein state, among other things, in the context of the court equipment, is responsible for the IT operation and IT support of the justice system by making sustainable specialised justice applications available. The implementation of the specialised procedure forumSTAR, which is developed in the federal states, is necessary both due to legal provisions, as well as due to future IT-related technical requirements.

ITIL® Research Project In The Lower Saxony Justice Department

Ministry Of Justice Of Lower Saxony

 

Stage I: Process optimisation

In the first project stage of the "Research project for the successful implementation of ITIL® processes in the public administration", an innovative approach for optimising the service processes for the central IT operation of the Lower Saxony justice (ZIB) was chosen: Together with the Institute for Information Management Bremen GmbH (ifib), comprehensive improvement measures were planned and scientifically accompanied along the project duration.

The project consisted of two parts: On the one hand, the objective was to achieve concrete and measurable improvements of the process qualities. The ITSM Consulting GmbH performed at first a degree of maturity study, in order to be able to pointedly identify fields of action for the process implementation and optimisation. Based on this, measures for the process improvement were taken. After the project duration had reached a year, a new degree of maturity check was performed in order to verify the achievement of objectives: Improvements of up to 2,5 degree of maturity steps were able to be achieved in the observed processes!

The optimisation initiative was essentially supported by the second partial project, in which the ifib performed comparative case studies regarding ITIL® implementations in other (public) organisations at the national and international level. In so doing, the objective was to identify critical success factors for the successful ITIL® implementation, in order to be able to translate them onto the ZIB. This took place before the background, that many administrations in Germany are working on the consolidation of their IT operation and thus also on the service processes and successively align them to ITIL®. However, a systematic compiling of the experience gathered hereby ("lessons learned") is lacking. These results were continually transferred to the ZIB during the project duration and in many aspects they led to an effective support of the activity.

Stage II: Continuation of the process optimisation

After the completion of the first project stage of the research project, additional aspects were focussed upon for the process control and coordination of interfaces (also to non-ITIL® processes). Besides the further improvement of operational processes, measures for expanding the overarching control system (development of a KPI control model) were supported. Thereby, both the strategic view of the coordination between ministry and service providers, as well as the level of the process control were observed, in order to take the synchronisation of the various control levels into consideration.

The ITSM Consulting GmbH continued its support for the Justice Ministry in the second project stage. Besides the directed development of improvement measures in the ITIL® processes, concrete measures for the Quality Assurance for the process documentations were taken (among others with the implementation of a central process modelling tool). The improved control of documentations was supported with the implementation of a unitary process for steering documents, in which clear roles were defined for all activities in the document lifecycles. Based on this, the implementation into a document management system should take place. 

At the strategic level, the expansion of the overarching control system (development of a KPI control model) was supported. Thereby, both the strategic view of the coordination between ministry and service providers, as well as the level of the process control were observed, in order to take the synchronisation of the various control levels into consideration. An essential element within the central IT operation was a further development of the entire role model in the organisation and the establishment of a process office as a coordinating instance for the process control, so the Central IT operation was enabled to independently promote the continual improvement of its processes.

About the Lower Saxony Justice Ministry

As "Third Power" the justice department, besides the legislative power of the parliaments and the administration (executive), is an important functional component of our democratic state order. The ministry of justice, as the highest state authority, is responsible for the courts and public prosecutors' offices of the state, as well as for the justice enforcement. In addition, the ministry is involved in law proposals on the state but also on the federal level. In the precursor project "mit@justiz" (migration of the IT of the Lower Saxony justice department), standardised projects for the Service Support are, for the Service Level Management and the Security Management have been described in individual operational management concepts.

Creation Of Service Level Agreements (SLAs)

PricewaterhouseCoopers AG

The agreement between IT provider and customer, regarding the service qualities to be provided and the definition of the required qualities in a measurable form in Service Level Agreements (SLAs) are an important foundation for making an efficient service providing meeting the requirements possible. The ITSM Consulting GmbH has supported an auditing company in defining all provided services in standardised SLAs, which are the foundation for the agreement with customers.

In the project, the existing SLAs are checked first and transferred into a unitary structure (SLA framework). This structure contains various service classes, which support a standardisation of the service providing and take the customer requirements into consideration. In the second step, the SLAs for all services were developed, the service contents and qualities were described and agreed with the customer. The agreed SLAs are future contractual foundations for providing the services and thus an important building block for the continual efficiency optimisation and increase of the customer satisfaction.

About PricewaterhouseCoopers AG

PwC is one of the leading auditing and consulting companies in Germany and as an independent member of the international PwC network, can offer its services worldwide.

PwC audits and consults leading industry and service providing companies of any size. In Germany, about 9.000 employees in the fields of auditing and auditing-related services (assurance), tax consultancy (Tax) as well as in the areas of Deals and Consulting (Advisory) generate a turnover of about 1,33 billion Euros. The technical specialists of the various business fields work together in a cross-departmental manner and are also regionally present. The individual addressing is possible federation-wide in 28 locations.

Service Definition And Service Catalogue Management

PricewaterhouseCoopers AG

The construction of service catalogues and the precise definition of the offered IT services are becoming increasingly significant for IT service providers. Thereby, the base for a directed service providing in defined quality, and thus for the construction of an effective Service Level Management is offered. In the context of a project, the ITSM Consulting GmbH has supported the development of service definitions in the scope of expanding the Service Level and Service Catalogue Management in an internationally leading audit company.

The objective of this project was to define all the services provided by the IT department in the context of the service standardisation, to categorise them according to technical and business services and thus to construct a complete Service Catalogue. In the second step, the services provided in the individual services were defined and described in a standard form in service descriptions. These service descriptions are the foundation for the operation and the base for the agreement of SLAs.

About PricewaterhouseCoopers AG

PwC is one of the leading auditing and consulting companies in Germany and as an independent member of the international PwC network, can offer its services worldwide.

PwC audits and consults leading industry and service providing companies of any size. In Germany, about 9.000 employees in the fields of auditing and auditing-related services (assurance), tax consultancy (Tax) as well as in the areas of Deals and Consulting (Advisory) generate a turnover of about 1,33 billion Euros. The technical specialists of the various business fields work together in a cross-departmental manner and are also regionally present. The individual addressing is possible federation-wide in 28 locations.

Consolidation Of Operational Documentations In The Scope Of An ISO-27001 Certification

PricewaterhouseCoopers AG

A completely available and updated operational documentation according to unitary standards is indispensable for a safe IT operation. Thereby, documentations in all stages of the lifecycle of an IT service (Design, Transition and Operation) are relevant. The operational documentation is grated a special importance in particular with regards to information security and the restoring of services in emergency situations (Continuity Management). Accordingly, it is also an important component for a certification according to ISO/IEC 27001. 

The ITSM Consulting GmbH has supported a leading audit company in creating and consolidating the operational documentations in the scope of preparing for a 27001 certification. Thereby, the requirements for the document structures, the file storage, as well as a unitary process for steering documents was defined in the first step, in order to make standards and clear responsibilities for the creation, checking and approval of the various necessary document classes possible. Basing on this, the compulsory operational documents were verified regarding these presets and if needed, updated or created. As a result, all operational documents were consolidated and available in a DMS and were able to withstand the check in the scope of the certification without any problem.

About PricewaterhouseCoopers AG

PwC is one of the leading auditing and consulting companies in Germany and as an independent member of the international PwC network, can offer its services worldwide.

PwC audits and consults leading industry and service providing companies of any size. In Germany, about 9.000 employees in the fields of auditing and auditing-related services (assurance), tax consultancy (Tax) as well as in the areas of Deals and Consulting (Advisory) generate a turnover of about 1,33 billion Euros. The technical specialists of the various business fields work together in a cross-departmental manner and are also regionally present. The individual addressing is possible federation-wide in 28 locations.

Implementation Of A Change Management Tool

PricewaterhouseCoopers AG

The ITSM Consulting GmbH has received from PricewaterhouseCoopers (PwC) AG the assignment of implementing the Change Management into the FrontRange™ IT Service Management Suite in use there. During the implementation PwC could trust in the experience and know-how of the ITSM Consulting AG, who completely assumed the responsibility for the common conception of the process, tool and the subsequent implementation.

In the implementation stage of the Change Management into FrontRange™, the ITSM Consulting has undertaken functional amendments, in order to guarantee an optimal support for the operational Change Management. Among others, a Change Calendar and a comprehensive template functionality count among the expansions. 

The greatest challenge of the project lay in the integration of the Change Management into the existing productive Incident Management of the customer. For an efficient and low-risk implementation, the Release Management conceived by the ITSM Consulting GmbH was used. Thus, within the shortest time, the development was able to be consolidated with the customer and to be optimised according to Process Management aspects.

About PricewaterhouseCoopers AG

PwC is one of the leading auditing and consulting companies in Germany and as an independent member of the international PwC network, can offer its services worldwide.

PwC audits and consults leading industry and service providing companies of any size. In Germany, about 9.000 employees in the fields of auditing and auditing-related services (assurance), tax consultancy (Tax) as well as in the areas of Deals and Consulting (Advisory) generate a turnover of about 1,33 billion Euros. The technical specialists of the various business fields work together in a cross-departmental manner and are also regionally present. The individual addressing is possible federation-wide in 28 locations.

ITSM Tool Evaluation And Assessment Of The Change Management Process

PricewaterhouseCoopers AG

Based on the years-long experience and the comprehensive know-how, the ITSM Consulting GmbH was entrusted by PricewaterhouseCoopers AG with performing a tool evaluation for the central IT Service Management tool.

Prior to the project, the consultants of the ITSM Consulting performed a degree of maturity assessment of the Change Management process at the PwC and henceforth assisted in the software selection with focus on Change Management. To this purpose, in the beginning, a detailed request concept was created, which constituted the starting point for acquiring the new tool.

Based on product presentations, three providers were added to the short list and examined more precisely. Hereto, the ITSM Consulting, basing on a general market analysis and experience from other tool implementation projects, issued a recommendation for the selection of a Proof of Concept provider (PoC).

Following the PoC, an additional evaluation stage beyond the Change Management took place with the selected tool provider. To this purpose, the ITSM Consulting has analysed the additional processes of the customer and performed a closer investigation of the ITSM tool in the PoC. Basing on these results, a conclusive, unitary recommendation was able to be provided for the selection of the tool.

About PricewaterhouseCoopers AG

PwC is one of the leading auditing and consulting companies in Germany and as an independent member of the international PwC network, can offer its services worldwide. 

PwC audits and consults leading industry and service providing companies of any size. In Germany, about 9.000 employees in the fields of auditing and auditing-related services (assurance), tax consultancy (Tax) as well as in the areas of Deals and Consulting (Advisory) generate a turnover of about 1,33 billion Euros. The technical specialists of the various business fields work together in a cross-departmental manner and are also regionally present. The individual addressing is possible federation-wide in 28 locations.

Study Of The IT Usage

City of Osnabrück

The City of Osnabrück has been supporting for ca. 30 years its administration and services for the citizens by means of a diverse use of IT services. The central IT organisation corresponding to the state of development of that time, consisting of a data centre plant with host-technology, hosted applications and non-intelligent workplaces connected via dial-up networking, was later translated into an organisation with a central structure, as well as, answered in specialised fields, decentralised structures. The then and now host and application support services have been outsourced to an external service providing organisation, nowadays ITEBO.

The administration of the city of Osnabrück has developed over time into the organisation "City Enterprise", with four board areas, each with assigned technical fields and own operators. 

In the "Administration" board area, which is headed by the Mayor of the city in personal union, the technical service "FD10-2, Information Technology" has been set up in the specialist field "FB10, Staff and Organisation", the client for this study.

The main duties, competences and responsibilities of the central organisation "FD10-2, Information Technology" are (among others) the creation of IT concepts for the entire administration, the allocation of the IT infrastructure (networks, servers and others), as well as the consulting and Support of the functional areas and departments regarding the IT utilisation. This includes equally: user help desk activities, the acquisition of IT infrastructure components and the assignment of maintenance and repair contracts. Topics concerning eGovernment and the Document Management System (DMS) are also in focus of the specialised service unit 10-2.

The specialised service unit 10-2, just like the autonomously acting IT service specialists in the functional Areas, is in the focus of the study. The core topics here are the IT operation, the contract and order management, the software selection, acquisition and implementation, the user support, the knowledge management, the data security and the IT strategy and control. This also includes the roles and tasks of the external service provider ITEBO.

In this study, the business processes and responsibilities for the areas of telecommunications, graphical information systems, as well as printing and copying systems, are also included in the network.

The ITSM Consulting GmbH perceives the following tasks in the IT study project of the City of Osnabrück:

  • Analysis and assessment of the current situation in the IT usage
  • Development of proposals for the future organisation of the IT tasks under consideration of:
    • the guarantee of an economical, sustainable and safe IT use
    • the control of IT costs
    • the providing of executive information in future and
    • the task division between central and decentralised city positions, as well as external service providers.
  • Compiling of statements regarding the quantitative and qualitative staff requirements
  • Compiling of statements regarding the possibilities for using Green IT

 

The tasks and results to be delivered in particular are therefore: 

  • Conception and execution of a potential analysis
  • Design of a future process and organisational structure
  • recommendations for the future use of technology
  • Project management and organisation

 

In this connection, the ITSM Consulting GmbH uses the following methods and tools: 

  • Project Management according to PMI, PRINCE2® and customer-internal specifications / standards
  • Usage of the standard PM tools (Mind Manager, MS Visio, etc.)
  • ITIL® V3

 

About The City Of Osnabrück

  • Lower Saxony university city, with ca. 165.000 inhabitants and ca. 20.000 students at the edge of the Teutoburg forest, known as "City of Peace" due to the Peace of Westphalia signed here in 1648.
  • Independent city with 23 districts on a total surface of ca. 120 km2 (12/2008)
  • Ca. 86.000 flats in ca. 30.000 houses (12/2010)
  • Ca. 7.600 enterprises with ca. 76.000 SV employees; Unemployment rate ca. 8% (06/2011)
  • Net tax revenues in 2011 ca. 150 mill. €
  • In 2010 ca. 200.000 housed guests, with ca. 300.000 overnight stays

Study Of The IT Structure

Municipality Of Emden 

The City of Emden has commissioned the ITSM Consulting GmbH to study the IT structure of the municipality. The project was performed between January and March 2010. The following areas were observed during the study: 

 

  • IT infrastructure
  • Staff involvement and qualification
  • Structure organisation and business processes

 

After an analysis of existing structures, optimisation potentials both for the infrastructure, as well as for the IT operation were developed, assessed and appropriate measures were stipulated in a roadmap for successive implementation.

Optimisation Of The Operational Processes In IT

Viessmann IT Service GmbH

The Viessmann IT Service GmbH delivers dependable and safe IT services for the companies of the Viessmann Group. With the claim of continually improving the quality and efficiency, an optimisation project of the IT operational processes was initiated. For its execution, the Viessmann IT Service GmbH relies on the process specialist, the ITSM Consulting GmbH. In the first step, the recording of the processes basing on Workshops has been assumed . The documentation of the current state analysis represents the foundation for the to-be conception of effective and dependable processes. Measures have been structured and prioritised for achieving the objective. On this basis, in the next step the ITSM Consulting GmbH will be responsible for the control of the transformation of the process landscape.

About Viessmann IT Service GmbH

The Viessmann IT Service GmbH is part of the Viesmann Group, which is one of the international leading manufacturers of heating technology systems. The family company founded in 1917 engages about 9.400 employees, the group turnover amounts to more than 1,7 billion Euros.

With 23 companies for production or plant construction in 11 countries, sales activities in 74 countries with 32 own companies, as well as 120 sales branch offices, Viessmann is internationally-oriented. 56% of the turnover comes from abroad.

Optimisation Of The Service Operation And Service Transition Processes And Implementation Of A CMDB

Viessmann IT Service GmbH

The Viessmann IT Service GmbH is currently optimising the processes of the Incident, Problem, Change, Release, Configuration and Service Catalogue Management successively, basing on the already existing process and role concepts, as well as the individual work instruction.

As the first step, the Incident Management process was sustainably improved. In order to do this, a series of five coordinated, moderated events on the basis of the workshop concept of ITSM Consulting GmbH have been conducted together with all the IT Service GmbH Teams wherein the process was jointly developed, gaps were closed and necessary adaptations to the ITSM tool were worked out and implemented.

Afterwards the optimisation of the Problem Management process as well as the tool-sided implementation of the designed Change Management process were in the focus of attention.

Central topics like release policies, medium- and long-term release policy, Early Life Support as well as test methods and rollout procedures are checked in the area of Release Management.

In the Configuration Management, starting from the creation of the Viessmann-specific data model and the definition of the maintenance processes, the Configuration Management Database (CMDB) is compiled in relation to the interfaces to data import and data export sources. The complete, automated circuit of Change, Release and Configuration Management should have been implemented by the end of 2011.

In the Service Catalogue Management process, the Service Catalogue of the Viessmann IT Service Gmbh is currently being developed and afterwards, a connection of the service view of the Service Catalogue with the technical CI view of the CMDB will be created.

About Viessmann IT Service GmbH

The Viessmann IT Service GmbH is part of the Viesmann Group, which is one of the international leading manufacturers of heating technology systems. The family company founded in 1917 engages about 9.400 employees, the group turnover amounts to more than 1,7 billion Euros.

With 23 companies for production or plant construction in 11 countries, sales activities in 74 countries with 32 own companies, as well as 120 sales branch offices, Viessmann is internationally-oriented. 56% of the turnover comes from abroad.

Creation Of The "Vitodata RZ" Operating Manual

Viessmann IT Service GmbH

The Viessmann company group offers its customer an innovative service. By connecting a communication unit to the heating system in the premisses of the end customer, it is possible to monitor all functions by means of an internet access and a web browser and to even control them, without having to renounce current security standards. 

The Viessmann IT Service GmbH is responsible for providing the service to the customers and users of the respective service. The units are supported by an internal technical department and an external systems house which, in the scope of this project, provides the development of the software components and the technical support for the construction of the corresponding infrastructure.

The consultant of the ITSM Consulting GmbH assists the Viessmann company group in the documentation of the service to be provided in the form of a technical operating manual. The focus lies on the creation of an appropriate template, agreed with all participants, including a structure which will be suitable for the continual documentation of "Vitodata RZ". In addition, this template must also serve as a template for describing the procedures of additional services.

Due to the pressing necessity of an operating manual, the ITSM Consulting assists on short notice and with a time horizon of 2 months project runtime.

The following were defined as concrete objectives: 

  • Creation and agreement of a suitable operating manual structure
  • Current-state recording of the current activities and responsibilities
  • Documentation of the technical components and their connections
  • Direct agreement of partial results with the IT groups, the technical department and the external supplier
  • Coordination and planning the supply of information by all the involved technical crews
  • Planned and agreed transfer of a version to the future document-responsible person from Viessmann

  

About Viessmann IT Service GmbH

The Viessmann IT Service GmbH is part of the Viesmann Group, which is one of the international leading manufacturers of heating technology systems. The family company founded in 1917 engages about 9.400 employees, the group turnover amounts to more than 1,7 billion Euros.

With 23 companies for production or plant construction in 11 countries, sales activities in 74 countries with 32 own companies, as well as 120 sales branch offices, Viessmann is internationally-oriented. 56% of the turnover comes from abroad.

Creation Of A Project Preliminary Study For The Implementation Of A Central Service Site

Headquarters for Police Technology in Rheinland-Pfalz

The Headquarters for Police Technology in Rheinland-Pfalz has conducted a project preliminary study for the implementation of a central service site in the sense of a feasibility study. The purpose was to determine if it is profitable to perform a junction of distributed tasks and functions in the sense of a Single Point of Contact.

In order to be able to make an informed decision with regards to it, a separate objectives hierarchy was put together, as well as a project environment analysis, a SWOT analysis and an effect analysis were conducted. A dedicated product and project structure plan were created and a project organisation was defined. In addition, the decisive tasks of a central service site, the technical personal and spatial equipment were conceived, as well as the decisive ITIL® processes for a central service site were sketched, the requirement criteria for an IT Service Management tool were defined and finally, a detailed profitability assessment was created.

About the Headquarters for Police Technology

The "Remote reporting point of the RheinlandPfalz Police" was founded in 1982 as a central management instrument of the state government. The responsibility was limited to the telephone, telex and radio communication networks, the maintenance and repair of the telecommunications, the monitoring and direction finding by the police of the radio frequencies, as well as the traffic warning service.

In 1982, the first responsibilities in the field of data processing were transferred and in 1991 they were expanded with the task spectrum of planning, development and maintenance of police applications. Then the central acquisition and equipping of police vehicles was added. This essentially expanded task spectrum was recognised in 1997 with the renaming into the "Headquarters for Police Technology".

Organisation Study And Optimisation Of The Project Management

Central Police Authority Of Lower Saxony

The Central Police Authority Lower Saxony (ZPD) is, among other things, responsible for the development and operation of technical procedures in use across the state. Due to their complexity and size, most of the developments are organised as projects. A particular challenge exists in the state-wide coordination of requests and the inclusion of a multitude of actors from different levels. In addition, challenges in the technical realisation result from the high availability requirements and interactions of various systems.

The objective of the ZPD is to structure a robust Project Management process for conducting projects of the authority in general and IT project with state-wide importance in particular, which contains a clear delimitation from the line operations. The ITSM Consulting GmbH has assisted the ZDP in the following areas within the scope of the organisation study: 

  • Performing of a task criticism ("healthcheck") with the focus on Project Management: Checking of the tasks perceived until now, determining the Project Management degree of maturity, identification of specific fields of action for an improvement and evaluation of existing preliminary studies.
  • Creation of a Project Management process in the form of a Project Management handbook, which can be adapted as needed to the special peculiarities of the ZPD project business ("tailoring") This contains the defining of process steps, role definition and role-specific tasks, as well as the recording of requirements for a tool usage. The objective is establishing an organisation unit PM standard. The process was aligned to the PRINCE2® PM standard.
  • Conducting of a staff requirement assessment, focussing on Project Management, in order to determine the employees required for the future service creation by quality and number.

The definition of the PM process took place with the involvement of actors from various projects, in order to ensure an adequateness. From the results of the study, the ITSM Consulting GmbH derived guidances for process and structure related organisational measures and documented them in a comprehensive study report.

About the Central Police Authority Of Lower Saxony 

The Central Police Authority of Lower Saxony (ZPD) was set up as "Police authority for central tasks" and engages about 2.300 employees at the Hannover location. It is very much different from the so-called "Surface Police Authorities": Besides the direct perception of regular police tasks by the riot police, the police helicopter squad and the harbour police, it provides state-wide service and support services for other police authorities.

In Department 4 "Information and Communication Technology" (IKT), IKT procedures and operations used state-wide are planned, coordinated, developed, administered and maintained, or the services needed for it are acquired. The IKT section is supported by the ZPD with about 300 employees at the Lower Saxony Police. At present, they make more than 70 IT applications for about 22.000 police employees available.