Smart Enterprise Magazine

Volume 7, Number 1, 2013

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firm. ���Prior to last year, financial institutions were very inwardfocused and, in many ways, were scrambling to meet the needs of new regulatory compliance,��� Barry says. ���Now we���re seeing a lot of investments by banks that are more focused on growth and the customer experience.��� The implementation process for ANZ���s rollout ��� internally dubbed the United Technology Service Management (UTSM) program ��� began in earnest in 2011 and culminated in September 2012. The first rollout was done in Asia, where ANZ had no service desk in place at all, and the second, in New Zealand. ���By the time we rolled into India and Australia,��� Evans says, ���we���d completed what we believe was full-function capability within the suite.��� Regional Reach This regional approach helped the bank���s IT team learn lessons along the way. Early on, IT realized that one key to the success of the program would be communications, both inside IT and beyond. To achieve that, the team installed CA Productivity Accelerator, a documentation, training and delivery solution from CA Technologies, to simplify the creation of UTSM education materials and enhance performance support. ���As part of the Australia rollout, we created a new training capability, and I think that���s been a big part of the success,��� Evans says. ���It was a small delivery component of the program, but I actually think it���s one of the best things we delivered.��� Also, because local language and cultural barriers risked derailing the bank���s expansion plans, IT ensured that people on the ground were available for face-to-face support. ���We see language challenges, understanding challenges, meetings where everybody nods their heads, but then you find out afterward that no one understood a thing that you said,��� Evans explains. ���Because of those challenges, we didn���t do everything remotely.��� source : ANZ Bank IT also communicated at least once every two weeks with ANZ���s project-control board and steering committees. End users were kept in the loop, too. Program newsletters were sent to the lines of business, explaining what IT was doing, and detailing its latest achievements. Evans sees this as the first step in what will be a larger external communications strategy. A related project, called ���Great Decisions, Great Service,��� has helped create a global framework for decisions that need to be made strategically across the organization. Now, whether someone is on the help desk or managing the strategy of the overall infrastructure organization, all IT decisions are made within a strategic framework. ���The process unites our teams globally,��� says McGrath. ���And it makes me, and our team, more agile.��� The results of the UTSM program can be seen in the bank���s IT metrics and productivity figures. Service management not only enables employees to report outages, but also helps IT track and prevent these outages more easily. With IT spending less time on chasing down information and outages, productivity has risen across the board. For example, assembling a report for the Change Review Board used to take IT more than a day. Today, with help from CA Service Desk, it gets done in about 20 minutes. Compliance has gotten a boost, too. Previously, the bank handled control-compliance reporting by selecting 25 random records monthly for a ���hindsight compliance��� review. Today, the reviews are all done in real time. Evans explains how: ���Now we have dashboards in our operations that tell me when a change is noncompliant in a key COBIT control area. So my staff checks it out before the thing���s approved. Now I know in my heart that all of my changes are compliant before they actually get implemented.��� That also helps quality and productivity, Evans says, adding, ���If I can get people spending less time doing those menial tasks, I can get them more focused on quality.��� This, in turn, has saved the bank 50 days��� worth of work. ANZ Bank also avoids IT outages by proactively setting thresholds and getting alerts to head off problems. Even the simple task of setting a disk-space alert ��� it pings someone when a disk nears capacity ��� can help avoid outages. In the past, no one would have known that the disk was full until it crashed. ANZ���s Service Management Technology View The efforts seem to be working. CIO Weatherston was recently quoted in Computerworld touting increased uptime: ���We have now gotten to the point where service incidents are running at 99.7 percent availability across our major services, which is equivalent to about an hour���s downtime a year.��� Also, with fewer outages, ANZ can more easily achieve its original goal of gaining the trust of customers. It���s doing this by providing the highest levels of service and uptime, and by becoming a global player. ���IT and service management help create an adherence to process, and that helps create trust between ANZ as a bank and its customers,��� McGrath says. ���Certainly I rest easier knowing that the bank follows processes that are robust, industry-defined and supported by our regulators.��� For ANZ Bank, that���s an improvement in trust. n Karen J. Bannan is a freelance writer and editor in New York and the former Executive Editor of Smart Enterprise. ITIL�� is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of Government Commerce, and is registered in the U.S. Patent and Trademark Office. 2013 ��� Smart Enterprise 21

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