Perfecting Gazprom Neft's IT service management system throughout Russia
Information Technology Service Company (ITSK LLC) is the main supplier of IT services for the Gazprom Neft group of companies. ITSK was established as a result of the merger of the IT, communication, and automation divisions of two of the largest enterprises in the Russian economy: Gazprom Neft and SIBUR Holding. Today ITSK is an insourcer to the Gazprom Neft Group. ITSK also automates enterprises, implements and offers support for innovative technologies, and provides essential telecommunications services to other clients across Russia. ITSK currently has over 250 corporate clients, including companies from the oil and gas sector.
Gazprom Neft headquarters set themselves the following goals: to create a service mechanism to provide quality support of a large oil business while complying with global standards, and to increase their IT subdivision's efficiency, thereby, offering new conditions and resources for general business development. Therefore, in 2013, the Department of IT, Automation and Telecommunications (DITAT) at Gazprom Neft initiated a tender for upgrades to the existing IT service management system and self-service user portal.
According to the results of the tender, Asteros Consulting (part of the Asteros Group) was selected as the project manager for designing and expanding the functional capabilities of the IT service management system. The project was set to start on September 30, 2013. A team of over 15 professionals from Asteros Consulting, Gazprom Neft and HP was in charge of the project. The project team included business and IT consultants, IT architects, specialists from the client's service office, and heads of various business areas. They were faced with building an integrated IT environment for users of Gazprom Neft and ITSK within the framework of providing and supporting IT services.
The software to be used for the project was not selected at random. The client had already been using HP Service Manager, one of the best service process management platforms, for the past five years. It became a base for integrating new solutions with significant improvements.
As part of the project, the following business processes were diagnosed and thoroughly re-engineered:
Professionals from Asteros migrated the functions handling of requests from gas stations to a new IT environment. They also transferred important tools, such as those dealing with problem management, tracking of labor hours spent on providing IT services, management of scheduled work, and performance control of ITSK partners in the implementation of joint projects.
Employees of Gazprom Neft received a convenient Web interface system as well as an updated self-service portal. The self-service portal has given users the opportunity to choose services from a catalogue as in an online store, receive information about work progress and the service level agreement (SLA), and change the terms of service. ITSK can inform IT service customers about changes in the volume of services and receive reports to assess the quality of work.
Today, there are approximately 1200 ITSK employees who are using the system and employees of the Gazprom Neft group of companies are generating technical support tickets all over Russia. The new solution can handle 50,000 support tickets from users per month.
An effective tool for receiving immediate and aggregated reporting of service processes at the click of a button has been created for the top management at Gazprom Neft and ITSK.
Professionals at Gazprom Neft received a service mechanism that was easy to understand; it was also a tool the company's top management used to monitor IT subdivisions by means of integral performance evaluation.
Consistent metrics and a new approach to organizing IT maintenance processes will enable the oil giant's subsidiaries and associated companies (which now number 70) to build effective partnerships that are transparent and beneficial for everyone.
Gazprom Neft has a mature business approach which stimulates business development of the insourcer ITSK. The project made it possible to build an optimal client relations model, improve service quality, speed up the handling of IT support requests, and make IT services more transparent. It also included the rapid identification of problem areas, monitoring SLA compliance according to each IT service or customer, and an analysis of the service quality provided by external suppliers.
“We expect to achieve peak efficiency from upgrades to IT service management when all our subsidiaries start to fully cooperate in an integrated coordinate system. However, today we are seeing a reduction in the amount of time spent on receiving IT services as well as a significant increase in the quality, reliability and transparency of management processes”. .
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