Affected paid exam/resit items that could not be cancelled via the UI were cancelled manually and sundry credit notes were issued to reverse payments. The configuration preventing automatic credit-note generation for CDCS MGDC Specimen Paper B (product code 10074024073) was corrected so future cancellations produced credit notes automatically; accounts that missed automatic credits were reconciled with manually raised sundry credit notes. Finance confirmed the legal/company bank-account name as "Walbrook Institute London Limited" and the bank-details PDF used on invoices, receipts and payment pages was republished with the updated name. In a membership case where the End Membership screen displayed £95 but the member had paid £97, support applied a £2 credit adjustment to reconcile the refund to the paid amount; support recommended verifying the amount shown in the End Membership screen prior to processing membership cancellations and contacting support if the displayed amount is incorrect.

IT Operations clarified it did not perform procurement. Procurement/strategic‑procurement and the specialist/faculty team were engaged to confirm the correct purchasing route, apply internal approvals and coordinate bookings. The specialist team processed and confirmed multiple approved training bookings across providers (examples: Flane SC‑200T00, INE eWPT, SecurityBlue BTL2, SANS in‑person) and coordinated directly with requestors. Where provider payment flows required a user card plus bank push‑TAN, users added their card to the provider account and an IT colleague completed the transaction by confirming the push‑TAN (one INE booking used this flow with a period‑specific 50% discount). For recurring vendor billing that pressured corporate credit‑card capacity or costs (example: Fivetran), payment methods were changed away from ongoing corporate card billing (for example, to annual payment or purchase order), involving Workday/PO processing and collaboration with vendor management, contracting and data‑privacy/legal review as required. For travel bookings in Egencia, IT support confirmed it had no access to user Egencia accounts and referred requests to procurement; users forwarded booking confirmation/tickets to procurement (einkauf@iu.org) so procurement could locate bookings in Egencia and, where possible, change hotel payment to company billing.

Domain purchases: Two domains (syntea.de and syntea.com) were purchased via Sedo after approval; Sedo account access was shared so the requester could monitor transfers in Sedo’s Transfer Center and complete post‑transfer steps. Missing or incorrect deliveries: A missing UPS delivery was escalated by the fulfilment vendor (GFDB); GFDB opened an investigation with UPS and dispatched a replacement during escalation; the original package later surfaced and was delivered. A separate FedEx shipment was investigated by the carrier and sender, reported as lost by FedEx, and the carrier advised filing a claim; sender/carrier coordination had limited recourse and the ticket was closed after carrier confirmation. Applicant portal orders: Orders for printed applicant information placed through the Bewerberportal were confirmed but the handling team had no access to Bewerberportal shipment/order logs; requesters were directed to Bewerberportal support to request manual resend and obtain shipment status. Amazon and procurement documents: For an Amazon order placed via IT, IT provided the order confirmation (Auftragsbestätigung) but clarified that invoices are handled by Purchasing and delivered to the cost‑center owner; likely cost‑center contacts were identified for invoice handling. For Amazon checkout address problems where the correct corporate address was not selectable, IT clarified it did not manage corporate Amazon accounts and routed requesters to Purchasing/Procurement for address changes. Consumables and stationery: Consumables/workday requests that referenced a broken guidance link and showed delivery‑address selection problems recorded procurement routing uncertainty and no completed procurement action; separate stationery requests were escalated to the premises/procurement team, which arranged ordering and home delivery. Logistics and shipping coordination: Routine logistics requests (for example, creating a shipping label for an item named "Precision") were resolved by creating labels, preparing the item, and scheduling it for dispatch. General observation: Most tickets reflected limited visibility or ownership (procurement vs. IT vs. sender/carrier) rather than application errors; outcomes were coordination‑based (account access for domain transfers, vendor escalations and replacement dispatches, carrier claim advisories, handoffs to Purchasing or premises teams, or logistics label creation).

The intranet main menu entry 'EdEx-Platform' was renamed to 'Education Platform' and obsolete pages/links for 'Experience Platform' and 'Product CX' were removed. The PQF registration notice was updated to state that CertPAY would be renamed to Certificate in Payments and Cash Management (CPCM) effective 25 November 2025. Ownership of public-facing homepage and faculty profile content was identified as belonging to Marketing/CareerPartner; IT support staff routed requests for profile creation, title/honorific changes, and external-profile link updates to the appropriate web/content team. Where applicable, users were directed to submit requests via the CareerPartner (Marketing) Atlassian service portal (https://careerpartner.atlassian.net/servicedesk/customer/portal/1) or via the IU Meldeportal (Jira Service Management) for IU website requests. In at least one case Marketing applied the requested honorific ('Prof.') on a faculty page. Tickets where IT could not identify the correct site or ownership were handed off to the responsible web/content team and closed after the handoff.

On-site mechanical and facilities matters were handled or re-routed depending on scope. A handyperson re-hooked and secured an unlatched window; requests for non-IT work (for example furniture moves and mounting of fixtures) were redirected to Real Estate/Campus Administration (Real Estate completed mounting/storing of a first-aid kit after escalation) and IT closed such requests as out-of-scope. Workplace electrical and trip hazards were mitigated after on-site inspection: cable clutter was removed, cables were re-routed/re‑cabled, power strips were secured into cable channels or to desk crossbars, and trip-prone cable covers were marked or replaced with cable mats; permanent floor markings and site checks of cabling versus desk positions were used where appropriate and local on-site staff were assigned to verify floor-box alignment. Year-end vehicle odometer reporting guidance was provided: staff were asked to submit end-of-year km readings (or last day‑of‑use readings for locked/unused pool vehicles) to the fleet contact via the specified communications channels and timing. Vendor legal notices (example: Avaya UK registered-office change) were recorded and internal records and customer-service contact lists were updated and stakeholders notified.

The user was directed to HR with the HR contact email (hr@iu.org). The HR team handled the request and advised the user of the process to receive payslips by post; the ticket was closed after HR contact details were provided.

IT clarified they did not provide video-editing services and referred the user to the Media Production & Content Creation team. The user confirmed they had contact in that team and the ticket was closed after the referral.

A dedicated request type and bilingual form were implemented with the requested conditional logic and mouse-over help. The attachment field was enforced as mandatory at the form level (accepting file upload or link). Portal visibility was restricted to the pilot whitelist group and the request type was added to the relevant dashboards/filters. Checklist automation settings and the third-party checklist app integration were reconfigured so checklist-driven automations executed on test tickets, and Teams notifications were connected to ARM/ISS/Infra channels. Access issues for testers were resolved by correcting portal access links and group membership rules.

An agent reviewed the original ticket, confirmed the automated 'Waiting for Customer' 30-day closure policy triggered the closure, and created a new ticket by cloning the original ticket data so the case could be continued. The user was informed of the clone and next steps.

The user resolved the unstable connection themselves during the lecture; no technical troubleshooting steps or configuration changes were recorded in the ticket. Support replied that there is no telephone hotline for this service and that IT requests must be submitted via the IT Service Portal, advising the user to open a new ticket if the problem recurs.