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Migrating and Onboarding Several Communication Services Into Service Management Organisation

Thursday 11 July, 2019

Client Challenge

Due to a recent contract renegotiation, our client was faced with the challenge of migrating and onboarding several infrastructure, security and application-based communication services into their Service Management organisation. There was a requirement for the newly selected supplier to integrate with the existing outsourced SIAM function and all of the associated processes and governance forums accompanying such a function, including Service Level Management and reporting.

Furthermore, the client faced the challenge of onboarding the newly selected supplier to their own ITSM tool, which included the creation and implementation of a new Service Catalogue and Service Request process, whilst also onboarding the supplier to various modules of the tool, such as incident, problem, change and project management. This would require the re-engineering of existing processes, workflows and local work instructions to accommodate the new supplier, whilst also engineering new processes that were introduced with the supplier’s contractual obligations.

The client lacked a standardised Service Transition process and was therefore faced with the daunting task of migrating multiple services into life without a pre-defined list of acceptance criteria. Being an international project, stakeholder management and engagement was also a challenge, and this needed addressing alongside a newly created Service Transition procedure.


Pragmatic industry experience, coupled with best practice methodologies, allowed Coeus to quickly work with incumbent suppliers and the client to map the existing Service Management organisation and assess its maturity; this included end to end documentation of existing tools, processes and roles, whilst also making note of any inter-supplier agreements, contractual challenges and stakeholder requirements that may impact the migration.

Once the current mode of operation was defined, Coeus architected a Service Transition process that defined a list of Service Acceptance criteria for each of the services to be migrated, whilst also articulating a clear route into life that involved all the appropriate tools, processes, stakeholders, suppliers and business change activities. This involved working closely with the Global Service Desk to co-ordinate the migration schedule, whilst also ensuring all support processes and procedures were in place during periods of hypercare.

In addition to defining the Service Transition process and plan, Coeus worked on the ground with the client to drive the delivery of each service into the live environment with minimal disruption. Coeus acted as the face of the customer to co-ordinate workshops across each of the affected geographies, gathering local business requirements, addressing risks and issues and driving supplier activity pertaining to the migration, ensuring project timelines were met and the supplier’s contractual obligations were upheld.


As a result of the project, our client now has a standardised, yet adaptable, Service Transition process that can be used by the wider IT organisation for future projects. Furthermore, the new supplier was fully onboarded to the client’s Service Management organisation, including all governance forums, processes and the client’s own ITSM tool, including integration with third parties.

Moreover, due to the diligent current state assessment, all services were onboarded with minimal business impact and the new supplier now has operational level agreements with the client’s third parties to ensure any gaps in service integrity were closed and client SLA’s can be maintained.

In addition to onboarding the new supplier and enabling them on the client’s tools, the transition also delivered a new Service Catalogue, an improved Standard Request process and the creation of a new Project Request processes that has significantly improved SLA parameters for the client, whilst consolidating certain request items together has also resulted in significant cost savings.

As well as the re-engineering of existing processes, new processes were also produced and deployed, such as a holistic Capacity Management and Demand process that is integrated with the client’s billing and ordering processes and tools, resulting in improved reporting, increased cost savings and improved visibility of demand and capacity constraints across the IT organisation.

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