We have two BMC Helix ITSM experts that are supporting this tool.

We implemented the solution in-house. One technical team member handled implementation which did not take too long. 

My company's in-house team, consisting of three engineers, managed the product's setup phase.

We used a third-party consultant for the implementation of the solution.

The platform was in place prior to my arrival, but we did lot of the things afterwards. When I took over, Remedy was on 7.6, and now, we are on 9.1 with Smart IT running.

The project was undertaken with a vendor team for the installation and migration, internal teams for the architecture and security aspects, as well as the Remedy/ITSM administrators/Process Managers and, of course, the End Users.

Our internal team performed the hardware configuration and setup, software process and procedures, documentation and training. Our teams were technically strong and had good technical knowledge. They knew the company and this is what made our implementation successful.

I implement this solution for my clients.

I have a team that does the implementation of BMC Helix ITSM.

We had the competency to handle the setup in-house. 

We did it via a vendor. It would be good to create a knowledge in hour which knowledge should be transferred from the vendor side.

We used a system integrator for the deployment.

BMC ARS was implemented back in mid 1990's . I was not at this client site when the implementation was done.

The maintenance of the solution is overseen by a staff of approximately seven people.

We took the help of a vendor. For maintenance, we have a separate Remedy team. The maintenance of the cloud part is taken care by the vendor team.

We have a team of four staff members, including myself, who look after all maintenance-related issues.

I do the implementations myself.

In all cases, I have had my own set of people (belonging to a software services company) that did the implementation. In India, we have a pretty good pool of people available for this in general.

I have implemented this product at multiple sites.

Most of my implementations were done through an house team.

At first, we used a vendor and then moved it in-house.

In the many years I have experienced both situations. My advice is to have a vendor team so they can validate everything in the setup.

We had an in-house team for implementation.

A vendor team setup the initial configuration, and an SME was available for configuration issues. A day's training class, just on how to use it, was provided.

We implemented in-house. Our whole team is well-seasoned in Remedy.

I don't know as I was not available that time.

We use an Agile approach to the implementation of BMC Helix ITSM. We could have a delivery phase that requires six or seven people as part of the delivery in the Agile scrum-type approach. Your next iteration could be two or three people or more. Then you have your consultants on top of that and your architects. However, it is depending on what is required for that sprint. 

What we tend to do is use an initial waterfall approach to create the base, or the minimum viable solution, up and running. Then we move to an Agile sprint approach for iterations and for meeting customer requirements. We figure out what the business requirements are and what are the priorities, et cetera. There can be a lot of teams involved, such as testing and redelivery teams.

We implemented it through a vendor team.

I did multiple projects for BMC Remedy implementations, both server group and non-server group environment. All the projects had different business requirement, and all of them are live and running successfully.

The system on our end is home-grown, which is used for consulting mostly to online and remote clients.

We used a vendor team for implementation. There was a significant time frame for analysis and design in implementing the solution.

We performed the implementation in-house.

We are a consulting firm that assist our customer based in this area.

We did it in-house.

We hired Column consulting to work on the development and implementation of the upgrade.

We did it in-house.