Harmeston Consulting was engaged to manage the insourcing of IT desktop support services for a client dissatisfied with their third-party provider’s performance. The project focused on transitioning support in-house for a more cost-effective solution and enhanced service quality while ensuring operational continuity.

The client aimed to transition IT desktop support services from a third-party provider to an in-house team. Their objectives included reducing operational costs, improving service quality, aligning the transition with the existing contract’s exit timeline, and ensuring seamless continuity of services during and after the transition.

The client experienced subpar performance from their third-party service provider, which failed to meet expected standards. Additionally, outsourcing IT desktop support incurred higher operational costs and limited their control over critical IT processes and service delivery. Many applications and infrastructure elements were outdated and required updates before the transition.

Harmeston Consulting began with detailed planning, conducting a gap analysis to identify current processes and systems deficiencies. They developed a comprehensive transition plan, including parallel run periods for validation. The approach included several key workstreams, such as ensuring accurate tracking and organisation of IT assets through asset management, updating and repackaging applications for compatibility with the latest Windows OS, and standardising desktop configurations to ensure uniformity. Recruitment and upskilling efforts were managed to fill critical roles within the IT team. Collaboration was central to the approach, involving close coordination with the third-party provider for a smooth handover and alignment with internal stakeholders to meet goals and expectations.

The transition involved building and onboarding an internal IT support team to take over responsibilities. Parallel runs were conducted to validate the in-house team’s readiness before the final cutover. Applications were repackaged and updated to meet current requirements, and services previously provided by the third party were replicated internally without disruption. Resource gaps were addressed by recruiting and upskilling key personnel, while continuity was ensured through effective knowledge transfer and onboarding processes. The project resulted in reduced operational costs by eliminating dependency on third-party services. Service quality improved with faster response times and higher customer satisfaction. All project milestones, including the contract exit and operational handover, were achieved within the six-month timeline.