FIH Erhvervsbank

Fast ITSM implementation and efficient process work

In only five months, FIH has succeeded in introducing an ITSM system which can support the parallel process work, so that the effects of the process improvements can be made visible in the supporting system immediately. The fast introduction of an ITSM system has made measurement and follow-up possible and, thus, allowed for the making of fact-based decisions during the process and optimisation work.

FIH Erhvervsbank

Founded in 1958, FIH is highly experienced and keeps its finger on the pulse regarding financial solutions for the Danish trades and industries. Starting as a purely commercial bank, FIH has also been offering high-interest deposits to private customers since 2008. In addition, the company finances loans to Danish property investors in Germany, Sweden, Finland and the UK.

FIH operates as a Danish ”stand-alone bank” and is subject to Danish regulation. The customer portfolio includes 4,000 business customers served by 350 employees from five offices in Denmark.

The company has an IT department with more than 40 employees who deal with development, operation and maintenance of own and standard applications and (in-house and outsourced) services.

IT’s overall strategic goals are divided into three areas:

  1. Stability and performance
  2. Time-to-market
  3. Cost focus

One of the initiatives to reach these goals was to professionalise and mature the way in which IT handled deliverables to the business with the purpose of making production in IT more visible. A way of doing this was to provide system support for the processes in IT.

Process

As part of the PROFIT project (PROcesses in IT), FIH implemented an ITSM system to support ITIL-inspired processes. Implement Consulting Group had the project management responsibility during the entire process – from the preliminary requirement collection to selection and implementation to testing and go-live. The requirement collection and selection process took place over two months with subsequent conclusion of agreement with the selected system supplier.

As FIH wanted the implementation to be based on a standard system, the implementation process was designed as a timebox-based process. Within a timebox, the individual process owners were free to prioritise and select the areas to be focused on. In the individual timeboxes, a SCRUM-inspired approach was taken in order to increase focus on quick-wins in the individual processes. The entire process in relation to implementation of the process areas Incident, Problem, Change and Configuration Management took place over three months.

Impact

In only five months, FIH has succeeded in introducing an ITSM system which can support the parallel process work, so that the effects of the process improvements can be made visible in the supporting system immediately.

Organisational effects

  • High degree of system anchoring combined with a fusion of processes as a result of the implementation process

Process effects

  • In the course of five months, the efficiency of the processes has been made objectively measurable.
  • Process improvements that are decided upon by the process board are immediately translated to system support through the administration board – no waiting time, additional costs, conclusion of agreement etc.

System-related effects:

  • Approx. 4,000 requests registered, including approx. 1,600 service requests and 2,400 incidents in five months.
  • More than 5,500 hardware assets registered.
  • More than 2,600 software applications and patches registered.

The fast introduction of an ITSM system has made measurement and follow-up possible and, thus, allowed for the making of fact-based decisions during the process and optimisation work.

Jørgen Østergaard Langebek
Jørgen Østergaard Langebek
+45 2338 0024

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