Staff reviewed carrier tracking records across all involved carriers and confirmed observed statuses (invalid/unknown/no tracking, stopped-updating tracking, third‑party acceptance, failed delivery attempts, warehouse or customs holds, carrier-declared lost, misroutes, or returns-to-sender). When tracking numbers were incorrect or absent, senders, suppliers or resellers were contacted to correct or provide tracking and production/hand‑off status; corrected tracking was confirmed before closing. For stalled or potentially lost parcels, IT filed carrier investigations (Nachforschungsauftrag) and escalated recovery to the responsible courier or supplier; Legal or Procurement supplied proof‑of‑purchase where carriers required formal claims and Accounting coordinated refunds when carriers reimbursed recipients directly. Replacements were ordered, purchase orders were recorded, and immediate dispatches were prepared and handed off to carriers or made ready for carrier pickup when required. Shipments delivered to the wrong recipient or with missing items in multi‑parcel consignments were rerouted where possible or replacement orders were placed; partial or duplicate shipments were documented and coordinated with suppliers for returns, pickup or credit. When carriers reported misroutes caused by missing country or other label errors, suppliers and carriers were engaged to recover or return parcels; in cases where carriers would not accept recipient‑initiated redirects, suppliers were asked to request the address change and perform the reroute. Carrier holds referencing shipment fees or customs were escalated to the supplier/carrier and Procurement to resolve fee/payment or customs-clearance issues. IT obtained and recorded corrected recipient delivery details and hardware preferences (address, phone, keyboard layout), updated Workday/JIRA/order records, confirmed recipient‑name visibility and building‑entry instructions where relevant, and communicated tracking updates and final delivery confirmations to requesters and recipients. In incidents that traced to internal receiving/warehouse handling, receiving logs and physical inventory were reconciled, receiving staff and shift handover statements were interviewed and recorded, and any confirmed internal mis‑issuance or inventory discrepancy was documented in the ticket record; when items remained missing after internal checks, replacements were ordered and supplier recovery/claims continued as above. Package condition and packing materials were recorded when relevant: damaged packaging was photographed and logged, package dimensions were recorded, spot‑check inspections were performed, and affected devices were set into the asset/inventory system (e.g., SMS) with location/status (for example 'Lager') and serial numbers recorded.

Technicians removed unsafe daisy‑chained or underspecified power strips and fitted appropriately rated multi‑outlet towers or per‑workstation strips; remaining strips were fastened off the floor (for example to desk crossbars or into desk cable channels). Power and data cabling under desks and across rooms were re‑routed into skirting, desk cable channels, trunking or trays and fastened; temporary on‑floor runs that created trip hazards were replaced or upgraded with low‑profile carpet channels, cable ramps/bridges or cable mats and anti‑trip mats as required. Floor boxes (Bodentank) and Cat connectors were reseated or repaired and dead sockets received coordinated outlet repair or rewiring. Defective or missing docking‑station power supplies were identified and replaced and per‑desk USB/USB‑C ports or powered USB‑C hubs were fitted where required. Worn or damaged HDMI and audio cables/connectors were replaced or reseated and intermittent no‑output faults cleared after connector replacement. Wall‑ and ceiling‑mounted hardware (including wireless access points, displays and ad‑hoc lighting) that was loose or detached was lifted, rewired or re‑cabled as required and mechanically secured to mounts or escalated to electricians when mount integrity was uncertain; loose hanging cables were removed or fastened during site walkthroughs. Seminar rooms, podiums and unused AV hardware were inspected, secured, labelled or flagged for removal. Workstations and newly provisioned desks (monitors, docking stations, hubs) were assembled and functionally tested onsite; neighboring workstation cabling was inspected and improved as encountered. Technicians ensured desks retained full adjustability/movement after cabling work, documented surplus monitor feet, cables, monitor‑arm components and packaging for coordinated disposal, and took photos of installations and defects for records and facility reporting. Storage and warehouse areas with excess combustible material were cleared of non‑essential items and fire‑loads were reduced or removed in coordination with infrastructure/facilities teams to support fire‑safety inspections. In server rooms technicians tidied and re‑routed rack cabling, secured and labelled cables, and restored cabinet closure and locking where messy cabling had prevented doors from closing; cabinet or mount integrity issues were escalated to facilities or electricians. Minor non‑electrical defects discovered during visits (for example a defective height‑adjust mechanism on a motorized desk) were reported to local facilities or desk‑responsible teams.

Procurement captured device/specification details, funding references and delivery constraints and communicated vendor lead times, backorder risk and cancellation status to stakeholders. Required approvals for out‑of‑profile or special orders were obtained where possible; urgent single‑item replacements and high‑value or research orders used targeted purchase orders and preventive volume purchases hedged against volatility. Orders were tracked with Workday PO references and Jira approval workflows; missing or incorrect cost‑center, billing or delivery details were recorded as blockers and corrected before submission. When marketplace availability or cancellation policies were ambiguous procurement confirmed supplier availability and recorded supplier confirmations. Where vendor stock problems, carrier delays or supplier labour actions threatened delivery dates procurement escalated to suppliers, secured tracking numbers, used express shipping or alternative suppliers when justified, and recorded final dispositions in the ticket. For time‑sensitive onboarding procurement ordered hardware ahead of delayed Workday approvals only after documenting the business justification and, where needed, used external fulfilment partners and recorded PO references and delivery arrangements. When devices arrived unenrolled in Apple Device Manager procurement coordinated DEP/non‑DEP confirmation and registration with warehouse/MDM teams and accepted non‑DEP devices only when required for external recipients or promotional items, recording that decision. When requests used the wrong Jira form or portal category users were redirected so automation could run; approver timeouts or auto‑declines were documented and approvals re‑initiated or re‑routed with updated approver contacts. Payment gateway declines were resolved by confirming supplier payment methods and accepting manual/vendor invoices or wire transfers (recording any vendor fees) and capturing agreed delivery addresses when suppliers required direct shipping. Technical equivalence (OEM vs compatible parts, keyboard layout, storage) was explicitly confirmed and documented; supplier accessory requirements (for example serial numbers or exact adapter wattage) were recorded or acceptable compatible alternatives were sourced and recorded. When requested peripheral variants were unavailable procurement confirmed acceptable substitutes or ordered alternatives and informed recipients. Procurement deferred ordering unvalidated hardware (for example no tested Windows kiosk image) and recommended or provisioned existing validated devices where available. Non‑standard or specialist equipment was routed to central Purchasing or the requesting team was advised to order directly; IT clarified ownership when non‑IT items were submitted through IT and directed requesters to the responsible manager or Real Estate/Purchasing. For purchases funded by internal or third‑party research funding procurement recorded the funding source and clarified asset ownership and return obligations before ordering, coordinated asset tagging and inventory/return instructions with central asset management or Purchasing, and advised when items that transferred to private ownership at project end could be procured outside IT. For course and accreditation needs procurement obtained exact SKU confirmations from subject matter specialists (recording those confirmations even if communicated off‑ticket), recorded deadlines and delivery options, and coordinated early to ensure availability. Access credentials were scheduled and coordinated with automation workflows so credentials were sent automatically at start dates when required.

Staff verified asset assignments and recorded device identifiers (serial numbers, service tags, computer names, employee IDs) against asset/inventory systems and mobile-contract records. Missing devices were manually added or corrected in Inventory360 or the asset system when automation rules or due-date triggers indicated discrepancies; Automation-for-Jira workflow failures and duplicate onboarding emails were handled and documented. Remote-management lists (TeamViewer) and Deskbird/room-book plans were reconciled with physical site checks and local on-site contacts; RealEstate lists or Room book exports were requested and used to update site inventories, and site-unique AV/sound equipment or loan-laptops were documented as excluded when appropriate. Orphaned or active devices tied to deactivated EntraID accounts were investigated using last-seen timestamps and logs, owners/managers were contacted when available, and devices physically confirmed as decommissioned were recorded as retired/scrapped in inventory.

Procurement gaps triggered PO checks and new orders; staff placed missing orders, recorded PO/tracking references and cancelled procurement when required. Model and keyboard ambiguities were clarified with requesters and devices were corrected or reordered as necessary; service tags and delivered models were verified against requests before handover. Loaner-device shipments were paused pending parent-ticket/customer confirmation and recipient/address corrections were applied prior to dispatch. Shipments were routed with carrier tracking (DHL, UPS), delivery windows or pickup appointments were scheduled, kiosk/Office Support pickups were recorded and tracking links or numbers were provided. Deliveries were inspected and inventoried on receipt and delivery-condition issues (e.g., dusty or damaged items) were recorded in ticket notes.

On-site provisioning included setting up and equipping workstations at reception and other locations: technicians provisioned and installed docking stations, connected peripherals (mouse, keyboard), arranged/installed monitors where available, and performed electrical/charging checks. USB-C charging faults discovered during handover were diagnosed and resolved as part of the on-site setup. Technicians also performed requested hardware upgrades during staging, for example replacing RAM modules to achieve a customer-requested capacity (a P15s Gen2 had an 8GB module replaced with a 16GB module to reach 24GB total; upgrade options such as exchanging for a 32GB module were recorded).

For large rollouts and site deployments staff confirmed AP/room distribution, exact room/desk counts, on-site contacts, storage availability, required accessories (mouse, keyboard, power strips), AV/HDMI needs, delivery scheduling, placement with facilities/furniture teams, interim storage and assembly, and transport of decommissioned hardware to warehousing. Deployment work additionally included verifying network-infrastructure readiness: confirming required network switches were installed, labeling or tracing distribution cabinets and sockets, and identifying/replacing defective cabling found during setup. Employee requests to buy assigned hardware were recorded and closed as policy inquiries. Tickets were closed after delivery, pickup, cancellation outcomes or recipient confirmations were recorded.

Dell Command Update installed three updates (including one critical) and a subsequent Dell SupportAssist full scan noted additional pending updates that required a restart. After rebooting to complete the pending update installations the laptop's audio returned to normal and the user confirmed audibility was restored.

A Windows Sound control check revealed wrong devices selected for playback and recording. Selecting the correct headset for playback and the correct microphone for recording and setting them as the default devices restored both inbound and outbound Vonage audio.

A preconfigured replacement Viewneo box was prepared and shipped to the site. The customer received DHL tracking number 00340434494863614120 and the replacement restored signage when connected. The customer was advised to provide the stolen unit's serial number if they wished to report the theft to police.

The failures were resolved by rolling back the graphics driver to an earlier version via Endpoint Management using the EMPAdmin tool. Installing the K-Lite Mega Codec Pack (KLCP_K-LiteMegaCodecPack_19.0.1) did not resolve playback or Teams corruption; the graphics driver rollback restored normal video playback and eliminated the performance hangs.

On affected Windows 11 Dell systems, intermittent audio failures were resolved by applying vendor driver/firmware and configuration changes and by adjusting a Teams client setting. OEM audio and Bluetooth drivers plus BIOS/firmware were updated using Dell update utilities (Dell Command Update / SupportAssist / “System Update”), NVIDIA graphics drivers were refreshed, and Windows audio device exclusive‑mode was disabled for both playback and recording devices. A BIOS change to the internal port DMA compatibility mode was applied. For cases where the microphone was very quiet or distorted at the start of calls, disabling Microsoft Teams’ “Automatically adjust microphone sensitivity” stopped the early-call low/distorted mic symptom and reduced recurrence. After these updates and configuration changes, audio endpoints stopped disappearing during Teams calls and microphone levels remained stable in subsequent sessions.

An administrator re-enabled the disabled graphics adapter during a remote TeamViewer session, installed an updated graphics driver and reinstalled Lenovo System Update. After these actions the GPU remained enabled and the dual‑monitor output was restored.

Dell Update Commander was used to download the complete Dell driver package once after the OS reinstall and run to install all drivers; SupportAssist subsequently installed additional drivers in the background but the Update Commander provided the full driver set in one pass. Documentation describing these steps was created and provided to users.

Multiple failure modes were resolved with targeted, non‑invasive actions and documented troubleshooting: devices that appeared offline or did not update after network or switch changes were restarted; after reboot they pulled the latest content and displayed newly uploaded playlists. Devices that showed temporary instability during content or firmware updates recovered once the update process completed and staff waited a few minutes. A device that would not boot reliably resumed normal operation after its content was re‑uploaded. One box was shipped to site, mounted to the back of the TV with double‑sided adhesive for physical stability, and the on‑site user received basic training; the device then behaved stably during updates and playback. Separately, a case was recorded where a player lost its HDMI/TV connection after a reset and subsequent reinstallation attempts failed because the device did not show an activation/registration code and would not be added to the Viewneo dashboard; troubleshooting steps in that case included repeated resets/reinstall attempts and checking Ethernet/Wi‑Fi connectivity, but no final resolution was documented and the issue required further vendor/dashboard escalation or hardware replacement when network/reboot actions did not restore activation.

IT provisioned local volumes on affected Windows 11 laptops when requested. The created volumes were assigned a drive letter (for example D: or E:), configured to be excluded from OneDrive synchronization, and not enrolled in automatic cloud backup; users were informed that data on the local drive was not centrally backed up and was not recoverable in case of hardware failure. Where provisioning had been requested during device ordering but the IT service portal or Automation for Jira workflow indicated a separate request or approver change, IT processed the portal request and adjusted approvals as needed before provisioning. Where local storage was tied to policy (for example research projects or role‑based confidentiality such as works‑council members), IT required confirmation of the research/role status prior to creating the volume. After the local volume was created and configured, a full shutdown and subsequent startup made the drive available to the user.

A failing battery condition was resolved by replacing the faulty batteries. For the APC Smart‑UPS 1500 RM (Serial AS0824222714, Firmware 667.18.I) at muc1, a replacement battery was ordered, a battery‑replacement procedure video was provided to staff, and the defective battery was physically replaced on 2025‑05‑07 by Stephen; the UPS returned to normal operation. At FRA1 a technician replaced the defective UPS battery (battery fitted by Uwe), which cleared the continuous beeping alarm and the status prompts. Both incidents were closed after battery replacement restored normal UPS operation.

A technician inspected the TV, confirmed the chassis power button was detached and that the display operated normally when controlled with the remote. Staff were instructed to use the remote as a practical workaround; no hardware replacement or repair was performed during the visit and the ticket was closed after documenting the fault and workaround.

IT staff confirmed that routine maintenance and hardware servicing for the lab 3D printer were not managed by IT and redirected the requester to Real Estate for inspection and servicing. No maintenance or hardware work was performed by IT and the ticket was closed after the handoff.

The crashed boardroom PC was rebooted and, following the restart, screen sharing functionality was confirmed to be working normally. No further corrective actions were required after the reboot.

Technicians identified the power supply as the likely cause, swapped the unit with a PSU taken from a new ViewNeo Box, and verified the device powered on and functioned correctly with the replacement supply. A permanent replacement power supply was ordered from Amazon and will replace the temporary PSU once it arrives.

The existing wireless Sennheiser headset was replaced. A new wireless headset was purchased (PO-005450) and the order was placed by Christenson, Simon on 2024-09-10; the replacement unit was shipped to the user. The case was closed after the replacement was delivered.

The affected MacBook Pro was received by IT and inspected for damage and assessment. The device intake and inspection step was completed for further asset disposition and procurement follow‑up.

Stakeholders responsible for the CARE/database and campus‑card workflows were contacted (communications with Dirk Bialojahn and Cathrin Stamm) to surface any downstream dependencies. A Service Center / DevOps Service Desk ticket (DEVSD-506) was created to task DevOps with a formal dependency check and change coordination, and the planned shutdown was held pending the outcome of that work.

Support was declined because the affected devices were privately owned or belonged to external lecturers (who are not provisioned with organization hardware). Requesters were informed that IT could not provide hands‑on support for these devices; they were advised to independently update the device OS and applications to current releases or to use the Teams web client as an alternative when updating or app installation was not possible. The tickets were closed after communication of the policy and recommended self‑service options.

The request was escalated to the specialist decommissioning team and Telekom was engaged to perform the line decommissioning work. On‑site wiring and cabling were removed (noted as already dismantled during staff absence) and the handover/decommission activities were confirmed; the ticket was subsequently closed as Done.

A second data disk (64 GB Standard SSD) was provisioned and attached to the server IUGAZU1SecServiceHost1. The new disk was created with the requested size/type and the ticket was closed after confirming the disk existed in the server’s storage inventory.

The affected workstation was replaced by swapping the PC with a known-good unit. The replacement workstation stopped producing blue screens and normal operation was confirmed before the ticket was closed.