??LANDesk Success Story: Cushman & Wakefield
?Business Needs
n Create a consolidated service
desk, with standardized and repeatable processes based on ITIL® best practice principles
in order to provide IT support to 2,000 users across Europe and demonstrate the true value of IT to the global business
Solution
n LANDesk® ITBM Suite Business Benefits
n Integrated pan-European IT service desk that can grow with the business
n Successful EMEA pilot results in plans for one consolidated, global IT service desk serving 15,000 employees worldwide
n Dramatically enhanced customer interaction leads to greater end-user confidence in the IT service desk
n Improved perception of IT and its accountability to the organization
n Change and Configuration Management processes demonstrate impact analysis, facilitate speedy resolution of problems, and provide timely, automated communication of progress to IT users
Cushman & Wakefield
Creating a Global Standard for IT Knowledge, Service and Execution
As the world’s largest privately held commercial real estate firm, Cushman & Wakefield recognizes the need
to create a consolidated IT service desk. However, five years ago, the situation was very different. As Steve Kennedy, Associate Director of Cushman & Wakefield recalls: “The IT service desk was little more than a basic call-logging system, and, even then, only 30% of calls in the UK were actually recorded. Outside the UK, there was no way of capturing calls at all.”
In order to make the service desk more effective, Cushman & Wakefield introduced standardized and repeatable processes based on ITIL® best practice principles, to provide IT support to 2,000 users across Europe, and to demonstrate the true value of IT to the global business. For Steve Kennedy, developing and running a robust infrastructure and IT service delivery model are crucial to supporting the company’s overall business.
Implementing ITIL Guidelines
The company was in the midst of restructuring its IT department to reduce unplanned system outages. The IT Service Management team took the opportunity to introduce a best practice approach to IT based on ITIL principles. As a commercial property firm, Cushman & Wakefield prides itself on delivering a consistent level of service to its clients around the world. Why couldn’t this apply to the delivery of IT services to employees?
“When I joined Cushman & Wakefield, I wanted to create a best practice IT framework focused on delivering tangible benefits to the organization rather than a set of ITIL processes for ITIL’s sake,” says Kennedy. “We soon developed a series of structured, repeatable processes that were easy to roll out across Europe and could demonstrate a clear path of escalation, total ownership, and accountability of the IT department.”
Creating a Pan-European Service Desk
Together with the IT Service Management team and his group of 10 analysts, Kennedy has created a pan- European service desk, based not only on ITIL guidelines, but also on the LANDesk® ITBM Suite, a desktop application designed to provide IT and business support to employees, customers, and public citizens. The LANDesk suite enables Cushman & Wakefield to cater to the IT support needs of employees across Europe in a coherent, structured, and proactive way. The team manages a centralized IT infrastructure comprising both fixed and mobile assets and has a small number of dedicated IT experts in each country, all working from the same LANDesk system.
Results
Now, Cushman & Wakefield’s pan-European service desk handles around 2,000 IT calls per month, mainly administrative inquiries relating to password reset and file access as well as requests for new equipment and video conferencing set-ups. This is a huge improvement from five years ago because the new system has enabled the service desk to grow to far more than a basic call-logging system, and enables a pan-European service.
By upgrading the original LANDesk® HelpDesk system to LANDesk’s ITBM Suite and combining ITIL verified principles with this suite, Cushman & Wakefield can now demonstrate impact analysis, facilitate speedy resolution of problems, and provide timely and automated communication of progress to IT users. This has dramatically enhanced customer interaction and has increased greater end-user confidence in the IT service desk and its accountability to the organization.
???????????????????
??LANDesk Success Story: Cushman & Wakefield
The Future
Cushman & Wakefield continues to consider ways of maximizing the IT service desk, such as automating
the interaction between its network and server monitoring solutions and the LANDesk ITBM software so
that updates and closures are synchronized between the two systems. Other Cushman & Wakefield regions, including the US operation, have also installed the LANDesk ITBM suite but it is currently run independently and managed on an outsourced basis. The plan is to integrate the European service desk with the US, Canadian, South American and Asian IT operations to create one consolidated, seamless global service desk.
Steve Kennedy has ambitious plans for the future. Just as the corporation draws upon its full-service platform to help clients meet near-term challenges and maximize long-term value, Steve hopes to replicate this sentiment in the company’s approach to IT: “When I started, it was an exciting time. LANDesk ITBM had been installed and it gave us the ideal framework to define and create a whole new set of processes that could be rolled out across Europe. This implementation has been very successful, so successful in fact that we want to share that success with every part of Cushman & Wakefield. As we build out our Global IT capabilities, our ultimate aim is to have one fully integrated global service desk that provides employees with first-class IT support. And, from the positive feedback my team has received so far, we must be doing something right!”
As we build out our
Global IT capabilities,
our ultimate aim is to
have one fully integrated global service desk that provides employees with first-class IT support.
And, from the positive feedback my team has received so far, we must be doing something right!”
— Steve Kennedy
Associate Director Cushman & Wakefield LLP
?Visit www.landesk.com for more information.
This document contains information, which is the confidential information and/or proprietary property of LANDesk Software, Inc. and its affiliates (referred to collectively as “LANDesk”), and may not be disclosed or copied without prior written consent of LANDesk.
To the maximum extent permitted under applicable law, LANDesk assumes no liability whatsoever, and disclaims any express or implied warranty, relating to the sale and/or use of LANDesk products including liability or warranties relating to fitness for a particular purpose, merchantability, or infringement of any patent, copyright or other intellectual property right, without limiting the rights under copyright.
LANDesk retains the right to make changes to this document or related product specifications and descriptions, at any time, without notice. LANDesk makes no warranty for the use of this document and assumes no responsibility for any errors that can appear in the document nor does it make a commitment to update the information contained herein. For the most current product information, please visit www.landesk.com.
Copyright © 2010, LANDesk Software, Inc. and its affiliates. All rights reserved. LANDesk and its logos are registered trademarks or trademarks of LANDesk Software, Inc. and its affiliates in the United States and/or other countries. Other brands and names may be claimed as the property of others.
LSI-0884 03/10 BB/DL
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Oracle AP/PO In the Shared Services Environment
Management Production and Control Systems
Overview
UPS implemented their Oracle Self Service Procurement application in 1997. At the time of implementation, 70+ Accounts Payable sites were used to pay their bills, along with multiple purchasing locations. Today, UPS has only one Procurement Shared Services office handling all of the Accounts Payable and Procurement for all of the domestic U.S. UPS processes approximately $10 billion annually through the AP/PO application with 115 employees, including management, in the Shared Services office. UPS continues to add users to their Self Service Procurement through acquisitions (Menlo, Overnite, etc) without having to add additional permanent staff by leveraging a customized workflow applications that works in conjunction with Oracle to streamline the work processes.
Agenda
ENTRA
Web
AIMS
Help Desk
ENTRA -Enterprise Network Tracking and Reporting Application Management Production and Control
Enterprise Network Tracking and Reporting Application
SQL Server tables Visual Basic User Interfaces
100+ daily loads and batches to facilitate the workflow for Shared Services and iProcurement Users
Facilitates workflow in work areas
Leverages what Oracle does well

ENTRA
ENTRA (Enterprise Network Tracking and Reporting Application)
Vendor Management
Automated vendor downloads
Duplicate Vendor checks before loads
Audits for duplicate vendors
Local (Emergency) Purchase Order Notification Dispatch and Control
Enhanced Vendor Lookup
Multiple Audits for file accuracy
Management Reporting and dispatch
ENTRA
Fuel
Tracks fuel savings
OPUS
Taxation
Management Reporting

ENTRA
Purchasing Support
Item add audits
Usage reports
Frequency reports
BPA audits and control
Copier, Fax, Business Card, and Relocation Tracking
Management Reporting
Catalog Items audit and control
ENTRA
Supply and PE Purchasing
Procurement Ordering System
Expedited Ordering
Purchase Order closing automation
Purchase Order exception processing
Management Reporting
Workflow monitoring
ENTRA
AP Processing
Enhanced Vendor Lookup
Purged Invoice Lookup (14mo in Oracle)
AP Batch Edit list
ACS (outsourcer) Batch file
Enhanced Item Lookup
Control lists (approver overrides, etc)
Management Reporting
ENTRA
Enhanced Duplicate Payments
Enhanced Vendor Lookup
Purged Invoice and Check information
Check file to bank
Bank Check Copies
ACH advance notifications
Management Reporting
ENTRA
Customized Receiving Holds Mailer
Oracle Invoice Holds dispatch and control
Contacts list and self service updating
Automation of ACS (outsourcer) Invoice Gateway Logs for exception processing
Automated Statement Processing and Control
Management Reporting

Procurement Services internal Web.
Web
One consolidated place for all forms
User Guides for processing
Lookup tools to facilitate processing
Procurement procedures and policies
Web reports to monitor compliance and processing
Procurement links for external sites

Procurement Services Web

AIMS
Automated Interchange Management System
AIMS
e-Enable any vendor (without use of VAN)
ACH advance notice
PO to vendor any a variety of formats
Order Status including tracking information, shipment status, serial numbers, warranty information, etc.
Invoice received in MS Excel format.
Validated for exceptions and process keys
Errors returned to vendor for corrections

UPS Procurement Services Help Desk
Help Desk
Consolidated Help Desk for all Procurement Inquiries
Payments
Status of Orders
System inquiries
Procurement procedures and policies
ID/Password Resets
Etc.
Via Phone and email
Emails are automatically logged and dispatched

Help Desk

System for Award Management (SAM)
Presented to: Defense Logistics Agency
September 9, 2011
What’ s the System Landscape Today?
What’ s Wrong with the Current Approach?
Siloed systems
Multiple logins îinefficient and confusing
Data overlap among systems îinefficient and creates opportunity for error
Separate hosting, management, and support
Various standards and service level agreements îmay yield varying levels of service
Multiple hosting vendors îmore expensive than consolidated hosting
What Are We Doing to Fix It?
Siloed -Separate systems, each with a separate login
Redundant -Overlapping data
Separate -Various hosting locations, managed separately
How Are We Making the Changes?
Federal Service Desk (FSD)
Current consolidation of Tier 1 help desk services aligns with 1-system approach

Consolidated Hosting Services
One common database in one hosting location means lower operating costs and greater reporting flexibility

SAM Requirements and Operations
IBM is documenting SAM architecture and system requirements and will operate SAM

System Development
Requirements will be sent out for bid to increase competition
What Are the Benefits of the New Approach?
Entities (e.g., vendors, grantees)
One login provides access to all the tools needed to register, record reps and certs, and view and respond to opportunities
Streamlined processes decrease the amount of time required to complete a typical registration
Eliminating artificial information category divisions simplifies data entry
Contracting Officers
One login provides access to all the information needed to make an award determination
Streamlined, integrated processes simplify and reduce the time required to complete an award
System Owners/Administrators
Reducing the number of interfaces decreases maintenance challenges and costs
All Users
Integrating all data into one database increases reporting flexibility
How Will the New System Be Organized?
IAE system capabilities notionally have been organized around six key functional areas
What Can I Expect from the New System?
SAM is not a portal to existing systems!
Processes were deconstructed and rebuilt without regard for system boundaries
Logical ordering of process steps
Logical grouping of data elements
Elimination of data redundancies
The resulting system, SAM, will include all the capabilities of the legacy systems, presented in a more streamlined, user-friendly way
What’ s Ahead for FedReg?
FedReg will move to the Entity Management functional area within SAM
FedReg is in the first migration group -go live mid-2012
The FedReg registration process will be integrated with legacy CCR registration, so federal agencies do not need to maintain two registrations (in the case where they are also acting as vendors to the government)
FedReg required information will remain largely the same
Existing records will be migrated
SAM will retain the FedReg requirement to pull civilian agency DUNS information from D&B and military service/agencies’ DoDAAC information from DAASC/DLA
Hierarchy will be migrated to a central government hierarchy, based on FPDS
How Will the Hierarchy Migration Work?
How Will SAM Impact Interfaces?
Process Improvements -SAM process-improvement work is identifying ways to reduce the number of interfaces needed
1 Database -As the legacy systems are migrated into SAM, they will be migrating into one database, further reducing the number of interfaces needed
What’ s Changing When?
Legacy system capabilities will move to SAM in phases
What Login Changes Can I Expect?
After migration, all the capabilities in CCR/FedReg, ORCA, and EPLS will be available at SAM.gov -1 login!
Users will be automatically redirected from the legacy systems to SAM
Users will create a new user ID and password -the system will guide them through the process when they log in with their old user name
What’ s Next?
Subject Matter Experts have provided input to and validation of requirements for the CCR/FedReg, ORCA, EPLS migration group
The next migration group includes FBO, eSRS/FSRS and CFDA
How Can I Stay Informed?
Go to sam.gov
Direct any SAM-related questions to AskSAM@gsa.gov
Participate in our Contract Writing System/Interfaces meetings, if applicable (write to AskSAM@gsa.gov to be invited)

Status, OE Help Desk Initiative
IT Services
March 10, 2011

Agenda
Objective
Updated Timeline
Physical Relocation Update
Project Resources
Project Governance
Progress to Date
Objective of Consolidated Service Desk
To provide elevated and expanded services while driving efficiencies through standardization, systems, tools and processes

One Team Approach to allow for transparency and quicker problem resolution through better collaboration and communication
Updated Timeline
Project Kickoff -Mtg with CIOs -1/6/2011
Consultant -CSC -began work -2/07/11
PM -Anuj Chaudhary -started -3/1/11
Relocation construction complete -3/7/11
Campus moved to EP- 3/7/11
Proposed Design Review Meeting -3/17/11
Finalize Design, Implementation Plan -4/15/11
Move SOM to EP -May 2011

Updated Timeline (cont)
Reduce Help Desk staff by 2 -6/30/11
Add student support to Help Desk -Sept 2011
Identify FTE requirements to support
Identify location on campus for drop in support
Complete consolidated Service Desk -12/30/11
Reduce Service Desk staff by another 4 FTEs
Physical Relocation Update
Renovated to create one large open space
All cubicles identical and ergonomic
Adding SOM to Open Scape prior to move to EP

Renovated Space
Renovated Space
Renovated Space
Project Resources
Pete Kearney from CSC
Anuj Chaudhary -PM
Service Desk Consolidation
Service-now Implementation
Shelley McIntyre -Admin/analyst support

Project Governance
IT Technology and Architecture Committee -Chair, Opinder Bawa
OE Help Desk Sub-Group -Julie Cox, Chair
Working on Project Charter
Working on representation
Working Group
Kevin Barney, Quinn Hearne, Darlena Torres, John Gingrich, John Chin, Dan Pucillo, Pete Kearney, Anuj Chaudhary

Progress To Date
Hired Consultant and Project Manager
Renovated space and moved Campus
Completed 90% of customer/staff interviews
Met with Karen Butter to look at space for student drop-in
Set up Future State Design session
Posted FAQ for project on OE Website

PTCC 2.6.16
the future of case management
Agenda
Current PTCC Projects
VPN conversion
PTCC v2.7 & 3.0
PTCC Training
New staff
Super-users
VPN Conversion
VPN Conversion
VPN Conversion
Benefits of VPN
Reduced cost
Increased speed & reliability
24X7 up time
Allows for enhancement possibilities
Implementation Plan
Overview of PTCC v2.6.16
Open Active Placements Window

Overview of PTCC v2.6.16
Scheduler
Overview of PTCC v2.6.16
Schedule Detail

Overview of PTCC v2.6.16
Contact Violations

Overview of PTCC v2.6.16
Custom Sort

Overview of PTCC v2.6.16
Case Notes
Overview of PTCC v2.6.16
Appointment Calendar Report
Overview of PTCC v2.6.16
Staff Training Hours Log
Overview of PTCC v2.6.16
Monthly Service Placements
Role of Super-User
PTCC Application
Maintain support tables
Staff maintenance
Setting up new users and managing access accounts
Update and maintain staff training hours
Training new staff
PTCC Support & Ticket Process
PTCC Support & Ticket Process
PTCC Support & Ticket Process
PTCC Support & Ticket Process
Roles and Responsibilities
PTCC Help Desk will be responsible for:
supporting the PTCC software application
logging all incidents, assigning a tracking number, and notifying the end-user of the incident number
initial troubleshooting of incoming incidents (if possible)
identifying and transferring any incidents to the appropriate group
ensuring that a satisfactory resolution has been met
owning all incidents within the scope of support
Roles and Responsibilities
Super-user will:
Provide first level support for local users
Attempt to isolate problems and identify those that are eligible for support
Work with their local IT organization to resolve technical issues
Serve as the point of contact for site issues with the PTCC Help Desk
Train new staff to use PTCC
Ensure backup procedures are successful
Roles and Responsibilities
Local IT Support Staff
The support received by local IT will vary in scope of support responsibility based upon each program’ s needs and service level agreements. Anything outside the scope of support provided by the PTCC Help Desk should be provided locally
Desktop and network support should be provided by local IT support staff
PTCC Help Desk Contact Info
Send errors and suggestions to PTCC Help Desk via e-mail: ptcchelp@dcjs.virginia.gov

Call the PTCC Help Desk at 866-311-1452