In 2013 we moved from a project mode into an operational mode; slowly expanding our scope by adding new services, new forms, consolidating the framework, extending the functionality and coaching our support teams towards a higher maturity in terms of their work practices. This included the rollout of a new easier to use the system for supporters.

Our resources were reduced during this period which also forced us to slow down our 'expansion'.

In 2014 we introduced performance analytics, which was consolidated in 2015. This finally allowed us to mine the service information collected in the system, identify trends, provide feedback to the managers in charge of services and functions, thus allowing the start of a continuous improvement cycle.

In 2014 we presented papers at various conferences around the world on 'enterprise service management'. We also presented service management concepts and good practice at the Synchrotron Soleil in Paris, at IATA in Geneva, at SICPA in Lausanne, at a Swiss IT conference in Zurich, and a knowledge forum in London.
During 2014 (as in other years) we held web conferences with many companies: JTI (Japan Tabacco), ALFALAVAL, BOSCH hausgerate, ABN AMRO, KPN, KPMG and Clariant, HUG, Disney Land Paris, Zurich Assurances, to name a few.
During 2014 delegations from companies like VW, SwissRe, Hospice General de Geneve, Actelion, and a group of 42 CIO's from Singapore visited CERN with the purpose of learning and sharing good practice in the area of service management.

Improved support for the computer centre, including interfaces to the monitoring systems (event management) and integration with configuration management systems were added.

In an attempt to obtain improved feedback from users we performed satisfaction surveys, installed 'happy or not' devices at various locations, and organized service review meetings for certain services who were interested in this form of support.

Significant effort was also spent on improved monitoring and control of outsourced activities, provision of specific tools for certain functions (like guards service, shuttle service, fire brigade, etc...). Added functionality included a CERN status board, a service availability dashboard, support for weekly service coordination meetings (C5 in IT and C3 in GS). In this period the volumes treated using the system gradually increased as can be seen on the trend graphs below, now stabilizing at around 240'000 tasks per year.