In the course of digitizing its network infrastructure, a large German telecommunications provider wanted to outsource first-level support for its IT systems. A service provider was considered for this. In 2016, the interim manager took on the task of setting up a corresponding service area for this service provider from scratch and transferring it to regular operations.
Services, metrics and measurement methods defined
The interim manager began the assignment by describing the services and meaningful metrics and measurement methods for the areas of incident management, change management and service request management. When defining the metrics, he focused primarily on speed, quality and quantity in consultation with the client.
In the next step, he drew up the requirement profiles for the personnel. Together with the HR department, he recruited support staff and put them together into local teams for the various locations.
In order to transfer the extensive expertise of the client's support specialists to the new employees, the interim manager developed a comprehensive training concept and drew up detailed training plans. The measures ranged from instructions, training courses and workshops to work shadowing. The training program was accompanied by tests and examinations to ensure quality.
Timely start of the pilot phase for the new service area
The client took over the service on time and started with a pilot phase. Initially, the old service team supported the work of the new service unit. The new employees then gradually took over more sub-areas - until the entire service scope was covered. In the final pilot phase, the client's specialists merely acted as a passive back-up.
In the stabilization phase, the new service team was left to its own devices for the first time. The interim manager worked together with the team to further improve processes, introduce quality assurance mechanisms and organize follow-up training. The stabilization phase went satisfactorily, so that nothing stood in the way of the planned start of regular operations.
Smooth transition to regular operations - quality assured
After the transition to regular operations, the interim manager was responsible for managing the service area and providing technical and disciplinary leadership to the service employees in day-to-day operations. In the course of this, the employees received further training, but some were also replaced or developed into other roles.
The service quality was of crucial importance for the further cooperation between the telecommunications company and the support service provider. The interim manager steered quality management in regular service review meetings, in which the quality of the service was closely monitored using KPI evaluations and projections. At the end of the agreed optimization phase, the performance and quality of the service had matured to such an extent that the service operation was within the contractually agreed quality framework and no penalties were due.
Growth driven by taking over additional services
At the recommendation of the interim manager, a continuous improvement management system was also introduced, gradually increasing the performance of the service, leveraging synergies and reducing costs.
In order to further increase the profitability of the new service company and fully exploit the existing potential, the scope of services was to grow. Together with the service provider's sales and management, the interim manager succeeded in convincing the telecommunications company of its capabilities to such an extent that new (partial) services were entrusted to the new support team.
