The largest regional US airline, with over 44,831 employees operating more than 3,400 flights a day. The largest regional US airline had a need for new processes and system implementation services that involved behavioral change on the part of the people in the organization responsible employing the new system.
Cask led the ITSM and Organizational Change Management (OCM) activities required to transition the organization to increased level of ITSM capabilities. Cask provided a Change Definition Working Session, Organizational Readiness and Implementation Planning Workshops, and an Implementation Team Consultation collectively increasing adoption and maturity of the ITSM capabilities being deployed.
In the first phase of the project, Cask designed, built, and communicated a case for action so that stakeholders understood the barriers to effective implementation and take action to remove or lower those barriers. This phase enabled the largest regional US airline to implement changed ITSM processes and tools. During the second phase, Cask designed, monitored, measured, and communicated short-term gains to increase understanding throughout the organization. This phase was critical to gain momentum for wider adoption throughout the organization. And in the final phase, Cask designed, monitored, measured, and communicated the rollout execution plan in order to create cohesiveness throughout the organization. This phase was key for solidifying gains made through earlier phases and to ensure the new processes and tools become part of ongoing, normal operations.
Cask deployed an inside-out strategy enabling Core IT first, providing for IT second, and then deploying IT to the broad user base third. This approach relies on building momentum with early wins and enrolling core adopters to further generate adoption. The three-phased release approach included successive releases of: Release One consisting of Change Management and CMDB deployed to approximately 200 individuals; Release Two consisting of Incident, Knowledge Request, Problem and Change Management deployed to 2,000 individuals; and Release Three further deployed Incident Management and Request Fulfillment to 44,800 individuals.
Through the engagement activities, the largest regional US airline was able to develop a clear definition of desired goals, objectives and behaviors as well as performance indicators designed to understand their achievement for each process. By Implementation the largest regional US airline was able to follow actionable and well-defined stakeholder engagement and communications plans leading to newly formulated standardized metrics and analysis providing plan updates and recommendations designed to ensure project activities are achieving desired results.