Time is money!

Ing. H. van den Elskamp,
Drs.W.J.J. Kuiper,
H.Wanders,
KPN Datacenter, Drs. J. van Bon and
W. Hoving MBT, Bureau Hoving & Van Bon, the Netherlands

Русский English

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In 1992, KPN (Royal PTT Telecom) developed the IPWmodel to realise one of the Netherlands' first successful ITIL implementations. In an increasingly complex environment, the current KPN Datacenter aims to contract the highest service level, the so-called Full Service Management (often by means of a gradual growth), thereby acting as a systems integrator. To realise the required service a reference model, known as Integrated Service Management (ISM) was developed. This model embodies the way in which several sub-services can be offered to a client as a single integrated service, and includes all of the premium insights of modern IT service management. The model incorporates all that has been learned during the last six years of experience with process based service management. In developing the model KPN used a highly structured approach. By establishing a number of building blocks (paradigms), the final model is gradually revealed. Since the model is limited to the theoretical fundamentals, it offers a set of tools instead of a definitive solution to a specific situation. Introduction

KPN Telecom has successfully applied the IPW model since 1992. In doing so, IPW has contributed greatly to the improvement of KPN Datacenter's IT service. During this period, it became apparent that an increasing number of questions required different answers. A section of the questions came out of the experience with IPW, which led to the development of new insights. Other questions were the result of new possibilities due to improved technology. Further technological developments, changing requirements and demands of the customers in particular, led to more questions. In order to provide an adequate answer to these questions, a project was started within KPN Datacenter, applying the existing knowledge and experience to the development of a new model. This model was to include all activities from product development through to delivery. The development of the model took place in close collaboration with Bureau Hoving & Van Bon. This article discusses the nature of the identified bottlenecks, the approach towards the establishment of the description of the model, the paradigms and their value to the end model and the end model itself.

Bottlenecks

The bottlenecks discussed are partly based on experiences during the six years in which IPW has been applied and are partly those bottlenecks that are most likely to manifest at the moment the service is to be professionalised further. These bottlenecks also come to light, maybe clearer then ever, when implementing new services based on technological innovations such as Client/Server and Web applications, that require platform-transcending IT management. The mentioned bottlenecks have their origin, partly, in the fact that the described process model was not applied consistently, and partly in the fact that certain parts of the process model are difficult to apply. Even more important, however, is the progressive insight that is the result of six years experience with a process based working method. This insight leads to demands that are difficult to establish within the classic process model. Furthermore, there have been two relevant external developments. Firstly, the number of buyers requiring a higher level of service is growing. The role of IT support within their company objectives is so crucial that they require a guaranteed service. The second external development is the availability of ever improving service management tools, making models that were formerly only theoretical now applicable. The value of IPW is not questioned by the above. This classic process model has been successfully applied to many services. However, the fact that an increasing number of buyers are demanding a higher standard of service and the fact that the Datacenter wants to offer a higher quality of service, results in the following inventory of bottlenecks.

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