He said the project as was much about changing the internal culture as it was about redefining processes.

"For us it was a challenge because of our immaturity in terms of having practices in place; those we had weren't aligned to ITIL and as a result we would fix the same problem 45 times. The enormous investment going into fixing issues was not helpful to our organization," McPhee said.

"All good intentions aside, a lot of our people were driven by their belief that they could find the solution to a problem; it was about changing that culture.

"It was a perfect opportunity to redefine the processes and align them to what is recognized as a de facto best-practice standard and an opportunity for us to build from the ground up."