2. 2CSC Confidential
Agenda
About EMC
Major Support Challenges – Post Go-Live
Problem Management & RCA
Well Defined Criteria & Process for RCAs
Key Business Processes Addressed
Benefits to EMC
Benefits to CSC & Recognition
3. 3CSC Confidential
About EMC
EMC is a global leader in enabling businesses and service providers to transform their
operations and deliver information technology as a service (ITaaS)
Fundamental to this transformation is cloud computing. Through innovative products
and services, EMC accelerates the journey to cloud computing, helping IT departments to
store, manage, protect and analyze their most valuable asset — information
EMC caters to a wide array of customers ranging from start - ups to Fortune 500
companies comprising of leading financial services, health care, manufacturing, telecom,
airlines etc to list some
EMC itself ranked 128 in Fortune 500 companies in 2014 and recently Dell has acquired it
at whopping $67B thus synergizing into a behemoth in terms of market capitalization
4. 4CSC Confidential
Major Support Challenges for CSC
CSC started supporting EMC from September 2012 after SAP implementation went live
In EMC the processes span across multiple applications, interfaces, IDOCs / BDOCs and
the inherent processes within the processes like creation of production orders thru
triggering IDOCs from Sales Orders, populating prices thru Vendavo, etc thus lending a
high degree of complexity
Some of the major challenges we encountered were
Very high number of IDOCs failing thus impeding the creation of Sales
Orders
Incorrect customer master data
Issues in Warranty Process
Field Inventory Process (Consignment Process)
Credit Management (FSCM)
Huge backlog of Revenue Recognition
Pricing issues
Invoice Outputs
Besides above there were issues related to Serial Number genealogy, Production Orders,
interface failures
5. 5CSC Confidential
Problem Management and RCA
Problem Management aims at minimizing the adverse impact of incidents or problems
arising out of the errors in IT Infrastructure and to prevent recurrence of incidents due to
these errors and streamlining and stabilizing the applications.
A Problem can be –
An occurrence of an error which impacts large number of users
Occurrence of same incident several times
Our support team has two pronged approach towards providing long term and
permanent solutions thru Problem Management –
Reactive i.e. resolving the issues when they are occurring multiple times
Proactive i.e. identifying and problems and known errors before the incidents occur in
first place itself
6. 6CSC Confidential
Well Defined Criteria and Process for RCA
Problem Management Process - Criteria
Well defined CI Close Codes
• Having well defined CI Close Codes is the bedrock of RCA. This helps in closing the
tickets in right area and at the time of analysis gives precise details of major areas
where the ticket trends are high and helps in prioritizing the RCA
• Criticality i.e. if its impacting the system or large audience (P1 & P2 tickets)
• High recurrence Requests (10 times)
• High impact issue recurring time to time and no WR has been logged for solution
• High impact issues requiring cross functional/ application coordination
Problem Management Process – SLAs
Priority Expected Resolution Time of Problem (Business
Days)
1 – Critical 1 day
2 – High 3 days
3 – Moderate 10 days
4 – Low 20 days
7. 7CSC Confidential
Well Defined Criteria and Process for RCA
Problem Management Process Template
Before a PRB is initiated we submit the following template detailing the issue, number of
tickets raised, it’s impact on business and work around (if any) for review by PRB lead, BA
leads and service operations team
Application: <SAP>
Related ServiceNow
Tickets: > 01
Sample Tickets:
INC1721081
Summary of Issue:
<First Delivery Dates and Material Availability Dates not match in some of the
instances when delivery priority is set to 99 and customer is on credit hold>
Impact to Business: <As of now 8 orders are impacted as listed above>
Workaround:
(If applicable,
please specify
actions taken by IT
or the users to
resolve the issue)
<User is manually changing the dates>
Service Operations Team
8. 8CSC Confidential
Well Defined Criteria and Process for RCA
Problem Management - Process Flow
Issue is identified for Root
Cause
Problem Ticket in Unity is
created
Ptask with reference to the
PRB is logged and assigned to
a resource
In case of multiple resources
are working then PTasks are
created and assigned to those
resources
For cross module/ applications
multiple Ptasks are created
and assigned to the resources
of respective module/
application
Progress of Ptasks are tracked
through due dates and
telecons and fortnightly
meeting with Service
Operations and BA team
RCA can lead to following
conclusions
- Issue can be process related
- User education
- Issue requires fixing
Once RCA is complete then
solution is recommended for
fixing the problem. If required,
fixing through WR is also
proposed
Problem ticket is closed with
solution
9. 9CSC Confidential
Key Business Processes Addressed
RCA thru Problem Management is an ongoing process however, following are the key
business processes addressed to list a few
Addressed the tower issues in Oracle to ensure correct linkages of HW / SW /
Maintenance items in Sales Orders. This resulted in commendable decline in IDOC
failures thus resulting in seamless creation of sales orders
FSCM – Cleared over 3.60 Lakhs incorrect credit exposure entries and implemented SAP
note for Authorization Check
Correction of customer master data in excess of 60K
Field Inventory process entailing various combination of scenarios
Warranty Process
Revenue Recognition Process
10. 10CSC Confidential
Benefits to EMC
Incident Trends
Intensive RCA activities resulted in lowest ticket volumes in February 2014
In April 2015 the number of incidents increased with R2 going live however, consistent Problem
Management to address R2 incidents resulted in lowest ever ticket volumes in December 2015 which is
not only Quarter end month but also Financial Year end month for EMC
Problem Management has addressed several key issues in Q1-16. A 20% increase was forecast for Q1 in
OTC due to R3 going live. However, Consistent Problem Management over the quarter has resulted in OTC
area coming in under that 20% forecasted increase
Cost Benefits to EMC
Had the IDOC issues that were resolved through Problem Management in Q1-14 persisted each quarter
until Q4-15, the overall cost to EMC would have been an extra USD $744K
In 2015 estimated cost savings through Problem Management were USD $466K.
Together, since 2014, Problem Management has resulted in a cost saving for EMC in the OTC space of USD
$1.2M ($744K + $466K)
Stabilized the system by eliminating major bugs from the system by effective problem management
process
11. 11CSC Confidential
Benefits to CSC & Recognitions
Impact To organization
With intensive and consistent Problem Management there is an increase in customer satisfaction,
confidence and reliability
Developed mutual trust between consultants, EMC BA leads and business users
Rapport with client resulted in hassle free and seamless working environment for the team which resulted
in improved efficiency, agility and reliability of the team
With intensive Problem Management and RCA we were able to suggest process improvements which we
addressed by implementing solutions through Enhancements and Process Improvements thus converting
the savings to EMC in our business opportunity
Feedback from Client
“Pankaj spear headed and streamlined the RCA process which is critical in reducing the ticket volumes and
stabilization of problem prone processes”
“Outstanding management of EMC’s Order-To-Cash Problem Management process. Drive to reduce the issues
in this area has resulted in Q4-2015 having lowest quarterly ticket volume since records began in Jan-13.
Pankaj’s leadership skills are apparent in his guidance of Job Monitoring Team”
