Bank Saint Petersburg (SimpleOne ITSM (IT Service Management))

2026: SimpleOne ITSM Implementation

On February 4, 2026, SimpleOne informed TAdviser about the implementation of a centralized ITSM system based on the SimpleOne solution at St. Petersburg Bank.

Purposes

According to the company, the main goals of the project were:

• Implement a centralized ITSM system in the Bank.
• Import substitution of the ITSM system of a foreign vendor (OmniTracker).
• Improve IT efficiency and IT cost transparency for your business.

Project features

Within the framework of the project, a centralized ITSM system was introduced for the Bank's IT divisions, which made it possible to eliminate the "silo" culture and make the execution of IT processes transparent and measurable.

12 key IT processes (Change Management, Incident Management, Issues Management, Tasks Management, Availability Management, Continuity Management, Capacity Management, Configuration Management, Finance Management, Services Management) have been migrated and updated from the old ITSM system, and the activities of the Change Committee, Continuity Committee and Capacity Committee have been automated.

To automatically fill the CDMB, they implemented integrations with 13 source systems, data worked out the logic of starting integrations in a clear sequence for automatically adding KE to the CMDB and updating data it (for example, CPU RAM, location, communications, etc.).

The CMDB updating activity was automated by forming automatic tasks for CU audit.

The ITSM system implements the functionality of calculating the allocation of IT costs to the Bank's divisions.

Implementation complexity

The complexity of implementation consisted in the development of processes on the SimpleOne platform from scratch, boxed solutions were not used, since the Bank's processes are quite specific.

It was necessary to migrate processes so as not to affect the Bank's working processes for IP maintenance and customer service.

Project Description

The Bank's team included a team of developers, analysts, process managers and administrators of integrated systems.

The implementation of the project included a phased migration plan from the foundation in the form of CMDB to user appeals and incidents.

1 Stage

The longest stage of the project is CMDB migration (more than 50,000 KE and links between them). For migration, a configuration management plan was prepared and implemented in the SimpleOne system in the form of a KE object model and links between them, including the required fields and logic.

Next, a CMDB initialization plan was formed - the primary loading of all data from different source systems. It was important to maintain a clear sequence of loading and updating data.

Using the same logic, all integrations that update data in CMDB were configured with a clearly defined startup sequence.

2 Stage

After the transfer of all CUs and CMDB initialization, the second stage started - the transfer of configuration and change management processes. These processes directly affect CMDBs, so they migrated in the first place.

As a development, the CMDB automated audit mechanism was created to ensure the relevance of data in it.

The entire change management process was also fully automated, including the removal of the change to the Change Committee (CAB).

3 Stage

At the third stage, integration with the monitoring system was implemented in terms of the formation of incidents on monitoring events. All incidents are routed based on the information in the CU that receives the monitoring event.

The processes for managing major incidents and problems therefrom have been rescheduled.

Automated problem creation, based on the results of the incident closure, for subsequent analysis of the cause and calculation of availability metrics (AVA, MTTR, MTBF).

Stage 4

At stage 4, the functionality of power management processes and IT allocation is implemented. Integration with systems with data sources has been improved to collect information on allocated resources at KE.

The Financial Department implemented an IT cost allocation mechanism that allows IT costs to be distributed to the Bank's divisions based on the logic of using IT systems. The implementation of this functionality also made it possible to translate all reporting on the allocation of IT costs into SimpleOne.

5 Stage

At the final stage of the project, user requests and incidents were transferred to SimpleOne. Integrations with the CRM system, Access Management System and Mail were implemented to automatically create incidents of customer calls to the first line and when sending a letter to a dedicated mailbox.

Results

• The Bank has implemented a centralized ITSM system.
• All processes and data have been migrated without disrupting IT workflows.
• For the Bank's business units and customers, migration was seamless.
• All existing ones are supported and additional integrations with internal ICs are developed.
• Internal expertise was created for the further development of the system by the Bank.
• Reduced incident processing time by 40% by automatically routing from CMDB data.
• The decision-making speed in the Change Committee (CAB) has increased by 25% thanks to the automation of the approval process.
• The labor costs for updating CMDB decreased by 90% (from 100 people/hours per month to 10) due to the automatic audit of CU.
• Increased transparency of IT costs: time to generate IT allocation reports for Fin. the department shrank from 2 days to 3 hours.