Over a few days, the team had communicated the changes it was making to its processes, and how the ITSM software has been tweaked to support it all in a "fun and entertaining way," said Holling.
"We did some really terrible acting but we have seen engagement into the team grow as a result. We were invited by a business team to do an encore performance."
The end result?
In just over one year, the team has uplifted its incident, change and release practices through process review and a conscious focus on removing as much bureaucracy as possible, Holling said.
"We have moved activities out of release management and into a change cycle. One example is delivering certain defect fixes to the customer quicker -- this used to take 6 weeks, we now do it in 6 days."
There are also new support team hotlines and a stronger incident management practice that is well understood, working effectively and best of all, loved by the internal audit team, Holling said.
"We have also introduced a strong problem management practice, identified the underlying cause of 36 major problems so far this year, removing the risk of recurrence of 471 related business impact incidents."
Around two months ago, Bupa went live with its "real CMDB." An auto discovery function is populating 145,000 configuration items and is running weekly.
"This time the CMDB is providing us with information that is valuable -- we can plan, schedule and complete risk assessments with confidence," Holling said.
The service management team kicked off its employee self service portal project -- with an underlying service catalogue -- in early October.
Initially, 45 IS service requests have been presented to customers through the portal, allowing them to track and log the lifecycle of their requests.
"We are happy with where we are going -- we have matured the practice, demonstrated benefit, and feel like we have got ITSM under control," Holling said.
Sign up for Computerworld eNewsletters.