Perot Systems Implements ITIL

by Sonal Desai    Jan 16, 2007

Perot Systems is implementing the Information Technology Infrastructure Library (ITIL) process.

N. Ramachandran, head- Quality & Operational Excellence department of Consulting and Application Services Business Unit, Perot, informs that the company has sought help of Quint Wellington Redwood to adopt Information Technology Service Manager (ITSM) best practices.

Citing the business drivers to adopt these practices, he states, “Besides providing better service to our clients, we want to reduce running cost to improve profitability, utilize industry’s proven best practices to achieve increased productivity. We aim to gain more business in application service management by demonstrating mature processes and also have a common set of standardized processes to be used by all Adaptive Systems Management (ASM) projects.”

ASM is an integrated tool set that comprises separate modules for data collection, system modeling, data mining and presentation. Perot’s wholly owned subsidiary Syllogic BV had developed the process. It uses data-mining and machine-learning algorithms to analyze data, which is collected by means of intelligent agents and placed in a data warehouse.

Acknowledging the fact that the company is already witnessing visible benefits, even as it is just midway on the implementation of ITSM, Ramachandran avers, “There is more focus and awareness on service driven services to project teams at all levels (SLA). There is a defined process to provide pro- actively value added services to our customers. We would be able to measure on amount of such services in six months.”

The company has also witnessed reduction in number of high severity defects in certain projects, and those projects/accounts that have been running for a long time are looking at providing strategic suggestions to customer businesses in terms of capacity and availability planning.

Quint Wellington Redwood is also implementing ITIL in the IT divisions, at a multinational bank in India that recently installed VASCO security solution at all its branches. Sunil Mehta, country manager, Quint refuses to name the bank. He however, confirms, “Once we complete the implementation in India, we will work for the bank in 14 other countries. Employees are being trained at this stage.” The bank will be ITIL certified by March 2007.

The company has already implemented ITIL at Cognizant Technology Solutions’ IT Infrastructure business division. Sudip Banerjee, head-ITIL, Cognizant, identifies the challenges to sustain growth. These are, “scalability, standardization, effective management of change, innovation and cost optimization. We decided to go for ITIL based on these business drivers.”

He says, “ITIL implementation helped us to improve IT efficiency and effectiveness thereby improving the overall quality of our services for our clients.”

“Some of the areas where we have benefited are increased productivity of our core engineers, reduced cost of incident resolution, reduction in recurring incidents via integrated and reliable change, improved asset utilization and life cycle management and automation and risk management,” he adds.

Quint has also implemented ITIL in the infrastructure management division at ING Vysya bank. “People keep buying the best of hardware and software and integrate the two. They keep setting up improved infrastructure, but there is no system to manage it. There is no back up during breakdowns. We enter the picture here. We look at practices to increase maturity at other levels,” he informs.

Elaborating further, he states, “We do a gap analysis for companies. We evaluate the critical and non critical areas for them and align the high priority processes to ITIL. We encourage corporates to share knowledge base. ”

Citing an example he explains, “Supposing a break-down in a particular part of an enterprise in Mumbai is rectified. The same error is reported in the same department in New Delhi. The Delhi office is clueless as to what to do, and would call a specialist to do the job, when the knowledge on a shared platform would have cut costs and time.”

He opines, “Each enterprise should have pro-active and reactive processes handy. Proactive processes come in handy in departments such as capacity management and financial management. These are essential to ensure that the machine does not break down. Reactive processes, which are an important aspect of release management, will immediately report the break-down and start the back-up process.”

Quint has tied up with HP for the training programs. These include ITIL Foundation, ITIL Practitioner and ITIL Service Manager courses. While HP was involved in front end work, Quint provided back-end support. It has also tied up with CA, IBM and EMC for various solutions in ITIL.