CASE STUDY REPORT FOR ZURICH

Document Type:Thesis

Subject Area:Technology

Document 1

The consultancy will be glad to meet you upon request and discuss all the details that have been contained in this report. In case of any questions or suggestions regarding the report, please do not hesitate to contact us. Thank You for your cooperation during the compilation of this report. Executive Summary Insurance corporations are currently facing the challenge of resolving the rising numbers of users’ problems, requests, and incidents, among other things. These corporations are producing and introducing new information technology services that are offered to the users regularly. As such, the organization is committed to systematically evolve its infrastructure in order to deliver topnotch services to its clients worldwide; thus, it decided to establish a newfangled European CoE (Center of Excellence).

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Located in Barcelona, if the CoE was to uphold its rank as a valued enabler of business, and smoothly manage a primary outsourcing transition, it needed to evolve its ITIL® processes quickly to a higher maturity level (Binders & Romanovs, 2014). By doing that it would optimize its processes performances and boost the performance of information technology (IT) service delivery. Before beginning on a planned project of improvement, the CoE approached Pink Elephant, a leading ITIL and Service Management professional, and it intended to use their findings in informing the scope and direction of its plan of internal service transformation. According to the Service Management’s boss at the CoE, Juan Antonio Conde, the decision of benchmarking was a vital one as it would facilitate processes and ensure quick service delivery, and the foremost step in the journey was to precisely understand where they stood.

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Overall, continual improvement needs that every process should have plans regarding when and how to estimate the performances. Although there may be no set stipulations to the reviews’ timing; the how query may be responded to with measurements and metrics. a. Problem Management Problem management within the ITIL services operation lifecycle is a step past the incident management process. While incident management deals with all unplanned quality reductions of or interruptions to information technology services, problem management tackles the incidents’ root cause. Some of these KPIs include: average duration of problem closure (average time between the problems’ registration and their closure); problem backlog (the number of open issues older than about 28 days and relative to every open problem); problem rate of queue (the number of issues closed, comparative to the issues opened in a specific duration); and the problems’ percentage with the main cause identified (the problems’ percentage with the major causes determined for the failure) (Awodele, Ogunlana & Bowles,  2012).

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b. Change Management Change management is the integral and important service transformation part, which contributes a vital role in restoration as well as upgrades. Therefore, the ITIL change management process is usually designed to comprehend and reduce risks whilst making information technology changes. In performing the change management process, Zurich has two major anticipations of the services IT offers: the services need to be reliable, predictable, and stable; and the services need to be capable of changing quickly in order to meet the changing corporate necessities. c. Incident Management Generally, incident management is closed associated with service desk that is a one contact point for every user communicating with information technology. When most individuals think of information technology, incident management process comes to mind.

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This process concentrates on escalating and handling incidents as they happen in order to restore the defined levels of services (Sánchez & García, 2012). Incident management never tackles problem resolution or root cause assessment, and the main aim is to take the user incidents from reported phases to closed stages. Continual Service Improvement offers guidance to enable and conserve the added value. With the current capabilities and resources of Zurich, the CSI will aim at delivering optimal available value and output for the clients (Sánchez & García, 2012). After identifying the areas of improvement, actions would be taken to deliver better service encounters for the clients. Such actions, when taken, are not sufficient to ascertain that advancement has occurred. Monitoring the actions’ efficiency is an important section of continual improvement process.

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Continual Service Improvement would ascertain that every participant within the service delivery comprehends that identification of the prospects for advancement is the accountability. An essential task for this service lifecycle is identifying which metrics from the many, which are generated every day, need to be observed. This would be performed through the identification, for every process or service, what the CSFs (Critical Success Factors) are. The CSFs have to be available for the service or process to succeed (Berrahal & Marghoubi, 2016). As such, it is commended that all services or process have determined between three and five critical success factors. The organization does not necessarily need to take on advancement at a time, though they should note that when assessing progress they should be capable of seeing which improvements yielded the most excellent outcomes.

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• Reassessing and Reporting – after collection of the baseline information, the CoE can now evaluate both the positive and negative effects their advancements are having (Krishna Kaiser, 2016). Eventually, it is important to share the great ideas the organization is doing with the broader business in order to help in raising the organization’s perceived value. Overall, it is important for the European Center of Excellence of Zurich Corporation to execute the Continual Service Improvement program in order that they are capable of taking maximum advantage of their IT resources and capabilities. They should establish ways of making information technology even more beneficial, cost-effective, and efficient so that it may continue driving the corporate value. The organization settles on a one KPI, which helps it to both determine areas for progress and illustrate advancement in business productivity and support value; FCR (first call resolution) (Gerke, Petruch & Tamm, 2015).

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One may assume that the most essential metric for the CSI programs is consumer satisfaction; nevertheless, whilst that is the primary objective, it is an independent indicator and is at times hard to monitor. In the HDI’s experience FCR increases proportionally with the overall consumer satisfaction, making it an immensely efficient KPI for basing the CSI programs. It is essential being good at what one or a company does. In practice, that implies striving to become better every day. The CSI program of Technisource has recorded more than three hundred recommendations for advancement since the inception of the program. Other than minimizing the overall support cost, a suitably executed CSI program as well permits the service or help desks to better comprehend the actual necessities of their clients, and increases and enhanced communication process between upper levels and level one support teams (Awodele, Ogunlana & Bowles,  2012).

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Technisource management maintains that the continual service improvement program is directly accountable for transforming the many in which their clients view their level one analysts; they currently view them as section of the interior support group. All companies would like to provide the most excellent services, gain marketplace share, and outrun their rivals. Nevertheless, this is easy saying than doing. Conclusions & Recommendations The efficiency of the end-user support of any company is directly associated with its present maturity of operation. From the case study, it is apparent that the continual service improvement assessment of Zurich’s European Center of Excellence assesses the efficiency and performance of the whole support firm – from their client’s remote and onsite software and hardware support, to the asset management (Krishna Kaiser, 2016).

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The organization’s multi-pronged model offered a comprehensive assessment of their technology, consumer experiences, processes, and people. The company set up a critical benchmark of performance and makes recommendations, which are section of the useful roadmap for optimizing their support setting. The CSI would enable them to listen carefully to client goals and needs as section of the holistic viewpoint of the support setting. At times the urgency might have risen because the underlying problem has not been tackled and the corporate effect is being felt by the corporation. Some other times this urgency might have declined, or the problem might have vanished. The frequency of reviewing the CSI relies on very many distinct aspects but it is not common to conduct this more often than one times per week.

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Bibliography AKINTOYE, A. , GOULDING, J. doi:10. ch8 BERRAHAL, W. , & MARGHOUBI, R. Lean continuous improvement to information technology service management implementation: Projection of ITIL framwork.  2016 International Conference on Information Technology for Organizations Development (IT4OD), 8(2), 45-56. Continual Process Improvement Based on ITIL and Process Mining.  Quality Management for IT Services, 4(7), 3-56. doi:10. ch008 KRISHNA KAISER, A. Continual Service Improvement.  ITIL® Version 3 at a Glance, 5(6), 75-78. doi:10. 1007/978-0-387-77393-3_6 PINK ELEPHANT. IT Service Management Leaps Ahead at Zurich. Retrieved from https://pinkelephant. Read through the section 2 prepared by A, asked a few questions, and we made adjustments on the same day for an hour between 7pm and 8 pm Section 3 On May 14, 2018, research a few journals and spotted examples and evidences to refute the assertion of the case study that case study argues that: “process improvement = service improvement.

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