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How Sprint Ran Hard to Manage IT Like a Business: Highlights

Posted By Susan Russel, Thursday, August 9, 2012
Updated: Tuesday, August 14, 2012

"Everything we touch has a direct impact on the brand.” So says John Felton, Director of Service Integration at Sprint. And with the company operating in a highly competitive market, where customer experience is critical to success, it recently moved to run its IT operations like a business.

This is a common objective for many HP customers driving for reduced maintenance costs, increased availability and performance, and faster time to market. But for Sprint the project was particularly challenging. After a period of merger and acquisition it was running an extensive and fragmented IT environment (e.g. 1,300 applications, 64,000 desktops and eight data centers). So how did Sprint achieve its vision to transform operations with integrated service management, improved systems for agents and a single Web interface to access information anywhere on any device? And how did it do it in just nine months? John Felton explains how in his own words in this fascinating webinar – replay –highlights of which are summarized below.


Integration is key

The project saw the deployment of a range of integrated HP software including Service Manager, Asset Manager and Business Service Management. To deliver the project John Felton heavily relied on HP’s Premier Support team. His key perspectives on lessons learned and how to make the most of Premier Support include:

  • Stay focused – believing that in a large organisation the longer time is taken to implement, the more changes people suggest that interrupt the flow, John Felton’s team set an aggressive schedule.
  • Get the buy-in early –secure buy-in from the business early and ensure goals are clearly explained. Three checkpoints were constantly referenced by John Felton’s team: is the brand being supported, will the bottom line be improved and will customer service agents have everything they need?
  • Understand the costs – by working with HP’s Premier Support team Sprint accelerated to the point where 35 applications could be removed to secure cost savings faster than anticipated. While using external support has an associated cost, John Felton believes that for Sprint , where an outage can have a huge impact on the business, involving subject matter experts is vital. He says: ‘If you need to get done things that are important to you do everything you can to convince your executive team that this is something that needs to be done.’
  • Call on expertise and meet regularly – Sprint partnered with HP Premier’s Support team to provide a tailored package of assistance and ensured that a harmonised team was created. John Felton says: ‘It was not a case of Sprint Nextel working with HP and HP working with Sprint, it was a collaborative effort.’ The team met twice a week to review progress, objectives and hurdles. He also added: ‘My anxiety went down a lot as I had a direct line to someone who knew Service Manager and our environment if I had a problem.’
  • Request changes if needed – HP’s Premier Support team has frequent contact with HP’s R&D team. Sprint used this feedback loop to request changes that says John Felton "changed the way they may have seen the tool working so that it fitted into our organisation.”

Results highlights

  • Time to market: The project was completed four months ahead of schedule
  • Increased efficiency: Incidents are down by 33 per cent per month, traffic throughput and processing ability are up by 95 per cent and downtime has fallen by 67 percent

>> Download more information about HP Premier Support

Tags:  HP Premier Support  HP Premiere Support  Sprint  Support 

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