Some of my popular service management articles at Suite101:

Introduction to ITIL v3 IT Service Management IT is an essential part of a business. IT Service Management is transforming from simply being a cost overhead to demonstrating business return on investment and assets... more
Key Differences Between ITIL v2 and ITIL v3 IT service management has evolved from a process centric view of ITIL v2 to a service lifecycle approach in ITIL v3 with a focus on strategy and customer desired outcomes... more
IT Service Management ITIL v3 Service Strategy IT Service Management with ITIL v3 has adopted the service lifecycle. The service lifecycle starts with the service strategy and is focused on satisfying customer needs... more
IT Service Management for Project Managers IT Service Management is a framework of good practices to align IT services with current and future needs of business. To improve the quality and reduce cost of services... more

Managed a shared service, of over 100 servers [EMC/Documentum; Liquent; Qumas…] in 9 locations in 2 countries for over 35,000 users worldwide. This was a global service for electronic document management and enterprise content management. Ensured it was available, continued to perform and when the business user required support that it was resolved quickly and effectively. The service was managed using quality management procedures, ITIL and six sigma best practices and via reporting key metrics: performance, availability and support call resolution.

IT Service Management Experience

Managing a shared service across multiple business units and ensured that the service strategy aligned with business strategy
Service Design expressed strategy through creating the definition for service level agreements and reporting
Service operation included an extensive array of technology and people including an eclectic resource model. Created and managed a governance model for the service to control both operation and change management or transitions with new or enhanced services
Continual service improvement was a key focus and definition of service metrics related to key business performance indicators was essential to ensuring changes were beneficial

Service Management Consultant

Continuous improvement was a key service driver and optimising the service via good ideas and the judicious use of six sigma methods along with lean thinking. For example:

Lean six sigma projects were undertaken to improve service support processes through eliminating incorrectly categorised calls and transferring simpler support calls to a Canadian Helpdesk that was also offered 24x5
Improving the network performance for Canadian and Indian users by going through a problem management process and performing root cause analysis
Availability was improved at two different levels by introducing more resilience into servers and implementing a tested disaster recovery plan in the event of a data centre disaster. Various good ideas were also agreed and implemented such as a regular planned maintenance cycle [quarterly] for normal server updates, including any minor application updates. Cross service [i.e. service chain] fast reaction teams were used - to resolve urgent or critical such as a problem with performance degradation during a hot-backup cycle

If you would like to contact RNL Consultancy Limited for either follow-up questions or for an engagement then please email Roger Lever.