WDR is ARD’s largest broadcasting organization. The WDR computer center (RZ) is highly dynamic, due to the time pressure and innovative nature of editorial and broadcasting operations. Around 4,500 employees rely on the availability of IT services. It must be possible to implement an immediate solution unbureaucratically and to recover it through permanent standardization.
A service catalog makes it easier to plan and standardize services. Service commitments can only be made binding for defined and proven services, and their share must be increased. Transparent processes increase quality, clear responsibility for results, and efficient task allocation
Framework through process map
In the first workshop with BPM&O, the team leaders set up the framework with the process map. After the kick-off with the entire data center team, around 40 people attended a seminar in which they familiarized themselves with process management and modeling techniques. A detailed profile and a BPMN 2.0 diagram were developed for each process on the map. Twenty people took part in the seminar, with varying participants.
It became clear that the data center was not limited to the seven core processes, but was also involved in many other company processes.
A map of all data center services was used to create transparency about the services provided. This identified services that repeatedly appeared as part of other services or that had many variants. This was the starting point for the optimization and standardization of the overall offering. A profile format was defined to describe the services. The structure of the catalog with the main service areas and a hierarchical structure of customer and technical services was established, which can now be continuously filled.
Our added value for WDR
The coordinated processes for developing and providing a new service served as a guideline for how to achieve SLA-capable services that systematically expand the service catalog. Broad participation was certainly a strong lever for developing the processes. People outside the data center were also involved.
The parallel development of the service catalogue and processes also led to a redesign of responsibilities. For each service area, a service coordinator brought together the specialist and technical expertise and was responsible for service delivery. The team leaders gained space for their management and planning tasks based on the defined processes.
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