Business Challenge

The client expressed the following needs:

  • To implement a single, modern Service Desk that replaces and integrates the functionality already in use that is split over two separate Service Desks.
  • To implement a solution that functions as a central point of worldwide coordination for all the players: including staff spread over operating departments and sales outlets, technical staff, external suppliers, business service managers and managers of the IT infrastructure.
  • To implement a catalog of IT services and General Services with management workflows of each.
  • To implement ITIL processes of Incident and Change Management on the Service Desk thus improving usability over the previous solution.
  • To implement an IT asset database (Configuration Management Database (CMDB)) integrated with the processes described above;
  • To implement a Service Portal able to maximize the End User Experience and, at the same time, help to improve the performance of the operators;
  • To integrate the Event Management system now in use.



In order to achieve a solution that would ensure

  • for customers: ease of use and refined navigation
  • for operators: instruments that are agile and effective
  • accessibility to the service “everywhere” and with the widest range of supported devices

Omninecs has supported the design and creation of an architecture that integrates the proprietary
Omninecs solution, “Kriu for IT Operations”, already present on the customer’s ServiceNow platform.

In detail:

  • ServiceNow Platform: ITIL Service Desk distributed as Software‑as‑a‑Service (SaaS), the market leader in its category;
  • Kriu for IT Operations Platform: Omninecs Proprietary Platform of “IT Event Correlation and Analysis”, the hub of the whole architecture of IT Service Management.

The solution has provided:

  • Integration with the Human Resources System and the Active Directory for automatic management of  user’s personal data.
  • Creation of support groups for technology and application silos on ServiceNow.  For each of these the course of the work will be laid out through the definition of the Operational Level and Service Level Agreement (OLA and SLA) as an aid to the process of continual service improvement, in addition to ensuring compliance with the agreed to level of service.
  • Participation in the design and implementation of the Service Portal through which customers can access the service catalogue and send support requests.
  • Participation in the design and implementation of the flow of Incidents, Change Management and  of the Service Catalog.
  • Design and implementation of the CMDB.
  • Defining and configuring the appropriate metrics for assessing over time the improvements achieved with the introduction of the new Service Desk.
  • Configuring Kriu for IT Operations in order to:
  • Enrich events with information related to the asset affected, taken from the CMDB (such as type of assets and details of owner);
  • Automatically open on ServiceNow the incidents, directing them to the competent group, with the proper severity and ancillary information that enables the support group to work to the best of its ability;
  • Automatically open Service Requests as a result of particular events collected from monitored systems.

Benefits achieved

The benefits achieved from using the solution described were:

  • Improved access to the service for customers;
  • Improvement of the quality of the information collected from customers during insertion of the requests, resulting in reduced processing time by the operators, achieved thanks to the use of well explained forms that are easy to understand;
  • Improved level of automation;
  • Improved user satisfaction;
  • Greater focus on user needs;
  • Improved utilization of staff thanks to the spread of the adoption of ITIL processes for all the structures involved;
  • Improved alignment of the activities of the IT Department with the business activities of the company;
  • The platform implemented supports and stimulates an incremental advance in maturity for the processes adopted. In addition it enables the future adoption of processes which for now are out of the scope of this phase (such as Problem Management and Knowledge Management).

The return on investment for a project that, like this one, promotes worldwide adoption of ITIL unified processes, should be evaluated over the medium term.

They are, however, not negligible even in the short term. This hold true for both tangible factors, such as the savings achieved by optimizing the work of internal staff and that of external suppliers, as well as for intangible factors, such as the increase of satisfaction of customers and of the operators themselves.

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