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ITIL® is used by a wide range of organisations around the world. Some these are:
The Walt Disney Company is a world famous and renowned media conglomerate known for its animation studios.
In the mid-2000s, their Theme Parks & Resorts (TP&R) division decided to adopt ITIL. This adoption was kick started by the hiring of Glen Taylor, who became Vice President of Technology and encouraged the move towards ITIL in order to improve the level of IT service offered. The ultimate objective was to provide 100% availability, reliability and maintainability.
In an organisation the size of Walt Disney, the change was not going to come easily. Glen’s approach was to sell the benefits of ITIL to executives first, moving down the levels from there so that everybody in the organisation could understand what ITIL was and how it could be used to address the organisation’s problems.
To help everybody get ITIL trained, Disney launched an ITIL Foundation training programme. To save time, the training was shortened from three days to two days and incorporated examples which were specific to Disney’s needs and challenges. Although training was mandatory for many staff, certification was optional. 50% of those trained chose to receive ITIL certification.
The next step was to elect 20 people to champion the adoption of ITIL, based on certain criteria. These 20 were trained up to ITIL Expert level using a program of online training. These champions were chosen from across the business and consisted of staff from both executive and management levels, to ensure a varied spread.
Disney TP&R has used the best practices from ITIL to discover a myriad of new ways to use technology to help and engage with their customers. Some of these are: a partnership with Verizon Mobile to give guests park information on their phones, a handheld device to keep track of retail stock and order more, and a global costume management system which uses radio frequency identification to scan what items staff take and ensure they have the right items for their role on that day.
Ohio State University is a large public university based in Columbus, Ohio in the Midwest of the United States.
With an IT department which supports over 120,000 staff and students, OSU is depended upon to deliver fully available services around campus 24/7.When it came to using a standard approach to service management, OSU chose ITIL because it was based on best practices and would help to organise the university’s services using a proven framework.
The main area of service that the university was looking to improve was their service desk, which had gained a reputation for untimeliness, so they started their ITIL implementation from there, looking at the Incident Management process, before adding the Request and Change Management processes.
They began their implementation by identifying a process champion who would help them to build these new processes. Once these were finished and signed off, they were communicated to the relevant staff, with training included ensuring they were fully on board with the terminology and processes. This resulted in buy-in from the entire organisation.
Since implementing ITIL, OSU has won the 2010 ITIL Project of the Year for Incident Management. They also used ITIL to help build and implement a self-service help portal. Over its time of operation, the portal has had no complaints and no downtime. The third version managed a 60% increase in traffic, with over a million visits in the space of nine months.
HM Revenue and Customs (HMRC) is the arm of the UK government which handles the collection of taxes in Britain. As a large department, they serve over 38 million customers every year.
In 2010 it was established that HMRC needed to reduce their IT spend by 25% by 2015, mainly by implementing a new payment engine. In addition, IT services needed to be aligned to match the latest financial legislation, and a legacy system from the 1980s had to be decommissioned. As it is a British government institution, HMRC already had ITIL processes in place, so the project was to be delivered using established best practice processes.
The most important thing to get right was the timing. With so many customers depending on HMRC services, there could be no downtime or reverting to a paper-based system. This required planning far in advance to ensure everything could be implemented on time. To guarantee their processes were up to standard, the team involved gained ISO certification for quality management, IT service management, and information security management. Many staff also received ITIL training in the latest v3 standard.
With detailed processes and meticulous planning, HMRC used ITIL to deliver or improve all services on time and in accordance with the required schedule. They met all performance objectives and only a few minor problems followed the implementation. Following this, HMRC received their highest-ever user satisfaction score. In addition, a £8.2 million reduction in operating costs was achieved through meeting the goals of implementing the new payment engine, decommissioning the legacy service and updating their IT infrastructure. Ultimately, the success of the project has shown how IT at HMRC can communicate and work effectively with other departments to enable change.
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