A global managed services provider had an internal HP ServiceCenter platform for its managed services Service Desk needs. This platform was shared amongst global clients in the Americas, EMEA, and Asian Pacific. The provider already had developed a well-established team of development resources in China to handle development requests from the global clients. The provider recently won a multi-billion dollar support contract with a major telecommunications equipment manufacturer based in Europe with offices throughout the EMEA. The provider had an established design and development team to manage its existing client needs; however, with the addition of the new client, more skilled resources would be needed.

A large metropolitan County in California comprises 43 departments, and each department relies heavily upon the Information Systems Department to support its needs. In a concerted effort to reduce the costs of IT and to reorganize its internal IT department as a service-oriented business rather than a traditional cost center, management built a five year plan to implement better IT Service Management guidelines across the organization.

One of the world’s largest global distributors of electronic parts, enterprise computing, storage products, and embedded subsystems had recently implemented HP Service Catalog in HP ServiceCenter 6.2 with the combined effort of Request Management. During the previous years, the business had been overspending on technology services and products. As a result, the executive level mandated the entire organization to reduce the cost of spending in technology and make the business management accountable for services that their employees were requesting from the Information Technology department. The distributor wanted to place the power of employee self service and managing IT services into the hands of its business management.

A leading human therapeutics company in the biotechnology industry with over 500,000 configuration items had been tracking inventory using the legacy Vantive CRM Application for many years. The legacy system was no longer supported by its vendor Oracle and lacked the features that have become standardized in many modern configuration management tools. The company aimed to migrate its existing data to a modern solution, while having minimal impact to its existing process.

An enterprise with global distribution was faced with the challenge of providing technology resources to its employees in a timely manner. The current implementation of its web-based Service Catalog system did not allow the giant company to expand or improve on service delivery. The system had reached its maximum capacity with the version available, and the company aimed to move to a Service Catalog system that easily integrated with HP ServiceCenter 6.2. The technically staffed resources at the company were not experienced with HP Service Catalog; however, they had achieved acceptable training to administer and tailor HP ServiceCenter.

An Information Technology division of just over 120 staffed employees manages technology for a private University with over 16,000 enrolled students on multiple campuses. The management believed that ITIL was not just for large enterprises, but through proper implementation, many portions of the framework could be applied to improve its existing processes in IT. After an analysis of the internal processes, the University noticed that its Change processes were not being managed properly. The University’s engineers were sometimes changing production environments without adequate approvals, and often software changes were causing major incidents throughout the enterprise.