In 2005, Boral – one of Australia’s largest building and construction materials suppliers – embarked on their ITSM journey. Boral has more than 16,000 employees working across 682 operating sites and significant operations in Asia and USA.
Prior to 2005, IT Services and Financial Services were two distinct operations, supporting six diverse Boral business divisions.
It was recognised that centralisation of these services, providing one point of contact would simplify operations and be more cost effective. As a result Boral Shared Business Services (SBS) was formed.
As with many organisation, different teams had developed their own processes and procedures for handling customer request, handling incidents etc. Therefore consolidation to one process and framework was a challenge. The processes that would replace the disparate processes would have to be simple, efficient and effective. It was clear that having more efficient processes would free up staff and resources to focus on proactive activities such as Problem Management as opposed to being consumed in the reactive activities.
Kevin McGrath, General Management of Boral SBS said that they looked to ITIL to assist with the process improvement as best practice guidance rather than just throwing resources at the problem.
In October 2005, Boral embarked on their “Pathways Initiative”. This project focused on the implementation of the ITIL processes of Incident, Problem and Change Management.
The various Service Desks that existed were amalgamated into one and in-house monitoring of the IT infrastructure and business services was put in place. The integrated Service Desk handles in excess of 14,000 calls per month for both IT and business service functions. On a monthly basis, Boral SBS facilitates over 265,000 financial transactions and delivers approximately 25,000 pays across 70 payrolls on behalf of the Boral business divisions. SBS monitors and manages infrastructure availability of over 1,100 network devices, 800 services and 5,200 PCs across the enterprise.
In 2007, Boral won the itSMF Australia “Best ITIL Implementation (Project of the Year).
Matthew Schvimmer writing for Business Data Strategy said:
“Boral realized its goal of becoming a customer centric organization, delivering efficiency and better customer service. The results show a 156% return on ITSM investment in five-years, which stems from improved visibility, proactive monitoring and problem resolution”.