"Every record raised goes to the service desk with a default priority of '4'. Service desk staff assess the priority, allocate to the appropriate team -- assuming that all the information to fulfil the request had been captured -- at first level. If not, a lot of toing and froing went on -- not exactly expediting request fulfilment times for the customer," said Holling.
"We stood up a CMDB (configuration management database) manually, instead of having a structured approach. This resulted in a 'wishy washy' database that wasn't used to any great effect and had no auto-discovery component."
These mistakes were due to a lack of understanding around platform capability, said Holling.
I had no idea until I took ownership 12 months ago, how many modules we had out of the box that we weren't using or even talking about, and they were included in our license cost," she said.
"The employee self-service portal and service catalogue was deemed out of scope. We weren't using knowledge or asset management, [the ITSM software] had a governance and risk compliance module [which wasn't being used]," she said.
"So our discovery and analysis was completed. We now understood what had to be done and the processes and tools base to turn current state into future state," Holling said.
Explaining the improvements to staff
In April this year, Holling and her team travelled to Bupa offices in Adelaide, Brisbane, Melbourne and Sydney to explain the process changes to colleagues.
"We were reminding people of the who, what and why of service management, followed by deep dive sessions in the afternoon explaining the changes we were making and why we were making them," she said.
The Bupa team also wrote and acted out a pantomime -- featuring a broken down washing machine -- to describe the end-to-end service management lifecycle.
A customer enters and Laundromat, the machine breaks down, the customer calls the help desk, the service agent repairs the machine and gets it going.
In the meantime, factory staff look into why these parts keep breaking, they discover that they are breaking in many machines, they test and replace the broken parts, and the machines are again operating as normal.
"In that 15 minute play -- including props and costumes -- we explained incident, workaround, problem, change release, reporting, operational readiness and quality.
"The pantomime even included my release manager Mr Luke Williams appearing as the laundromat customer in wig and frock and lipstick because every pantomime has a cross dresser right?" Holling said.
Around 145 people attended the laundromat and deep dive sessions. IS teams were the primary audience but the team did have 10 people from our business units attend.
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