The initial problem identified was a high number of support tickets coupled with a slow response time and very little guidance as to what good looks like at new nuclear build programs in terms of best practice guidelines. Through a quick survey and interview of key users, issues were identified affecting the current business process of service management. Users were mostly dissatisfied. The process was analyzed and it was discovered that the ICT and OT groups were using a Waterfall approach to manage the Development process as a service. Through Design Thinking and brainstorming it was discovered that collaboration might work better. This brought about the idea of using Development Sprints as a solution to the problem. Through this method a collaborative approach would cut response times by rapid prototyping with all the stakeholders to ensure a faster delivery timeline.
Furthermore, it was established that Maintenance and Engineering strategies can be employed to ICT and OT to ensure prioritization is done in alignment to plant requirements which essentially is the same as user needs. Another issue is that the reduction in resolution time can then be achieved in a consistent manner.
Using these strategies for Maintenance and Engineering as best practice guidelines there is a definite need for a set of international best practice guide documents to ICT and OT teams at existing and new nuclear build facilities to assist them in establishing what good looks like as well as to establish what is normal at the different stages of plant evolution. The solution sounds simple since this was a mere service improvement but, the real test is the application of this in practice.