1. DEVELOPMENT OF A STRATEGY
FOR THE ALIGNMENT OF SUPPORT, TO A SINGLE POINT SERVICE
SOLUTIONS CENTER,
FOR A NATIONAL RETAIL ORGANIZATION
SUPPORT SERVICES DIRECTORATE
INFORMATION TECHNOLOGY
(IT 2700-XX V 0.1 DRAFT: FOR DISCUSSION PURPOSES)
PRESENTATION
as of: <date>
Prepared for:
<Client>
Prepared By:
David Niles; Senior Director
Support Services
Tuesday, October 20, 2015ECIO EXECUTIVE WORKBENCH 1

2. VALUE PROPOSITION/PROBLEM STATEMENT
• How do you reinvent an old established support organization to align to
ITSM best practices, in fulfillment of the new business model being
deployed?
• How does insourcing/outsourcing affect that decision process?
• What strategies and objectives govern the new approach? What is the
rationale for change and what benefits can be accrued by changing?
Tuesday, October 20, 2015ECIO EXECUTIVE WORKBENCH Page: 2

3. TAKEAWAYS OF PRESENTATION
• Examples of an organizational structure that fulfills todays business needs
in the retail marketplace
• A listing of potential process initiatives that present on on-going
improvement strategy
• A listing of questions and issues to be addressed prior to execution of the
new organizations structure
• A listing of KPI (key performance indicators) and KVI (key value indicators)
that could indicate that such an realignment should be considered
Page: 3Tuesday, October 20, 2015ECIO EXECUTIVE WORKBENCH

4. AGENDA (FOLLOW-UP)
• Our Objectives for Alignment & Rationale for Change: The Value Proposition
• Organizational Support Model Overview
– Store & Corporate (Current State)
– Support Services (Future State)
• Observations & Comments
– Staffing
• How do we measure ourselves?
• Right Sized or Super sized?
• Right “seats” in the right chairs?
– Outsourcing or In-sourcing?
• Timeline & Proposed Next Steps
• Accomplishments To date
• Final Thoughts & Recommendations, Q&A
• Handouts
– Report: “Single-Point Solution Centered Support Framework”
– Minutes of SSD Weekly Status meeting
20 October 2015 Page: 4

5. THE SUPPORT SERVICES DIRECTORATE (SSD)
• The Support Services Directorate (SSD) works closely with the SVP (IT) and
business-unit heads to align the support services with enterprise priorities.
• SSD has a tactical role in overseeing, managing and leveraging the entire life
cycle of IT user support services.
• Strategies include (but not limited to):
– Focus on optimizing IT service levels
– Enhance service oriented capabilities to increase overall user satisfaction
– Investigate opportunities to make IT and business processes more
effective and efficient.
– Assist in aligning IT support services with business activities.
– Improve the delivery, quality and cost effectiveness of Information
Technology related end user services.
– Direct a 24X7 IT related support services operation for corporate offices,
distribution centers, and retail store based locations
20 October 2015 Page: 5

6. OUR OBJECTIVES
• Alignment for single-point solution support center capable of delivering
multifunction support
• Transfer of engineering support functions (Infrastructure, Applications
Development) to staff with appropriate skill sets for the tasks at hand
– Maximize our “bang-for-the-buck” staff investment
• Establish dynamic and agile model for growth with minimal impact on current
processes and staff
• Position Support Services to manage changes in IT strategic directions (In-
house to COTS (Commercial-off-the-shelf))
• Ability to assume additional functional responsibilities to address IT service
management
• Move from “Reactive” to “Proactive” mindset
• Position ourselves to deliver World Class level of support encompassing User
Driven Support Level Agreements through the provision of a service catalogue
20 October 2015 Page: 6

7. OLD ORGANIZATION STRUCTURE
(STORE & CORPORATE SUPPORT)
Director
Equipment Repair CCTVEquipment SupplyEquipment ClerkField SupportRegister Support Store Support
20 October 2015 Page: 7
Director
IT Account
Creation
Service Now
Information
Management
Help DeskTechnical Services

8. HOW DO WE MEASURE OURSELVES?
• Current metrics
– No delineation between Incidents and Service Requests.
• Can not compare to industry (BCF avg. 34 K incidents/year)
– Incidents are tracked in several repositories or not at all
– If not a clear foundation, difficult to assess options
• Service Now current limitations
– Design considerations 2 years ago painted us into a corner
– No end-to-end visibility of incidents/SR’s.
• Time is accrued to end solution provider only. Departments participating in the
process are unknown
• Difficult to determine “Are we getting better? Can we get better?”
• Can not determine wait times
• Customer perspective is not known
– Cannot track standard service metrics
• e.g. ASA rates (average speed of Answer), CPR (Cost per resolution), ATR (Average
time to resolution)
• To determine abandonment rates for Customer (dis) satisfaction
• People waiting on the lines
20 October 2015 Page: 8

9. BY THE NUMBERS:
AS FOR MAY ’YR/ HIGH WATER MARK
• Technical Services (FTE: 14)
– Feet-on-the-ground, Incidents: 432/617 (Jan)
• Help Desk (FTE: 10)
– Incidents:1287/1897 (Feb)
• Information Management (FTE : 9)
– Incidents: 915/1838 (Feb)
• Field Support (FTE: 11)
– Incidents: 88
• Equipment
– Clerks (FTE: 4), Incidents: 11
– Supply (FTE: 5), Incidents: 9
– Repair (FTE: 10), Incidents:2, 1200 RMA’s; replacement requested, 280 RMA’s; no replacements
requested, 421 Items to go out, 970 to come in
• CCTV (FTE: 5)
– Incidents: 154
• Store Support (FTE: 20)
– Register B/F, Incidents: 3374
• Register Support (FTE: 3)
– Help desk functions, “Z” registers, Incidents: 78
20 October 2015 9

10. OBSERVATIONS & COMMENTS
• How do we measure ourselves?
• Outsourcing or In-sourcing?
• Are we right sized or super sized?
• Are the right “seats” in the right chairs?
20 October 2015 Page: 10

11. RIGHT SIZED OR SUPER SIZED?
• Store support currently staff at 20 FTE’s.
– Current discussions illustrate that a significant amount of work is
tracking assets e.g. Broken equipment.
• Register Support could be split into Applications Support & GSC.
Redundancy to be determined.
• Total FTE’s is 88
– Not “understaffed” (do not need more bodies, contrary to popular
opinion)
– The degree of “overstaffed” is TBD (to be determined)
• AMR: Staples is $20B, 400 FTE’s Sys Dev, 300 FTE’s Systems (DC,
network & HD), Does outsource to Fujitsu
– Staff skill sets as required by the new model, need to be assessed.
• Perhaps with the increased responsibilities in other areas, we will
have individuals that could be reassigned.
20 October 2015 Page: 11

12. OUTSOURCING OR IN-SOURCING?
• Areas for consideration could include:
– Technical Service (store support), 10 technicians
– Equipment (Repair),CCTV
• Outsourcing (off/near shore) was not considered at this time for several reasons.
– Number of operational projects e.g. store openings, closings, over the next year would
make preemptive to do so (Don’t want to throw the baby out with the bath water).
• Attrition over the year could reduce the head count.
• With personnel responsibilities transferred to Corporate Technical Services,
evaluations will become easier
– The business case for internal repair demonstrates that BCF is receiving value.
• The larger issue is the number of items being fixed.
– CCTV could be out-sourced (store opening, diagnostics).
• Planning should be done by LP., Value still to be determined.
– No “Apples to Apples” comparison.
• Current “Incident” (i.e. Trouble tickets) and “service requests” are bundled together
in Service Now, while others are on excel spreadsheets, some just not recorded
• Option: Spencer has addressed store support for areas outside direct BCF field support.
– They should be considered as a potential alternative. (Need contract rates)
20 October 2015 Page: 12

13. RATIONALE FOR CHANGE: THE VALUE PROPOSITION
• Not a case of “Reshuffling the deck chairs on the Titanic”. Drivers include:
– Changing business landscape
– Increased pressure towards agility and time to respond
– Improving execution in delivery
– Focus on “Voice of the Customer”
– Thinking out of the box!
• Single Point of Service Solution Center
– One throat to strangle
– “Not my problem” issue averted.. Not a store issue, not a corporate
issue, but a business issue. Can mange routing better
• Adapts to external factors
– Allowing for corporate growth or retail sector slowdown as the
business changes
20 October 2015 Page: 13

14. …
• Agility to address a variety of internal factors:
– Ancillary functional support that are not handled (or not handled
effectively) now
• i.e. Change control, software process improvement, post mortems
– Changes in IT application suite
– Movement from a re-active to a proactive environment
• From Tracking incident/TT initiating actions to metrics driving process
improvement, identifications of problem area
– Cross training facilitating “resource bumps in addressing store changes”
– Business functions can off-load support to an organization positioned to
address these functions
• i.e. Account creation/termination, enquiries I.e.. Ord hunt, expanded
window for support
– Blends with IT corporate model i.e. Project management

15. ….
• Aligns with itSMF framework which is the industry standard for service
management
– Common practices allows industry comparative metrics
• SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis
– Builds upon established strengths (Store support, Help Desk)
– Allows for a focus on current weaknesses (e.g. Asset Management,
license compliance etc)
– Addresses “new support functions”
• Movement from Infrastructure, applications development to front
end service center equipped to address incident
– Provides opportunity for evaluating alternative approaches later
• Tiered staffing/support model prevents single point of staffing failure
20 October 2015 Page: 15

16. BENEFITS OF IT SERVICE MANAGEMENT
• Improve Efficiency
• Improve compliance and demonstrate corporate governance
• Improve Customer Service
• Improve System stability
• Reduce costs
• Improve internal IT operations
20 October 2015 16

17. RECOMMENDATIONS
• Alignment the organization
– Minimum stress & chaos
– Improve and refine.
• Continue to monitor and reassess options
– Gradually transfer staff to new functions
– Provide monthly metrics to assess standard service center numbers
• i.e. FCR (first call resolution), CPR ($ per incident/SR resolution),
Customer satisfaction, utilization %, KPI’s by group
• End game
– Development of a Service catalogue, SLA’s, which will drive the staffing
“numbers”
20 October 2015 Page: 17

18. FUTURE STATE
18Tuesday, October 20, 2015ECIO EXECUTIVE WORKBENCH

19. NEW ORGANIZATIONAL STRUCTURE
David J. Niles
Senior Director
Manager, Technical
Services (TS)
Director Asset
Management (AM)
Director, Global Service
Center (GSC)
Manager
Project Coordination &
Execution (PC)
TBD
Administration
(acting)
Application Support (AS)
Equipment Repair
Equipment Supply
Equipment Clerks
Technical Services
(Corp)
Technical Services
(Field)
Register Support
Application
Administration
Application Support
(Info Man)
CCTV
Store Support
Help Desk (Corp)
20 October 2015 Page: 19

20. POTENTIAL ANCILLARY FUNCTIONS &
SUPPORTING SUB-COMMITTEE STRUCTURE
• This is a list of potential sub-committee’s/functions to augment SSD and its support structure in the
performance of its various functions as a facilitator/ administration/ librarian.
– These should align themselves with the basic mandate of SSD to address communications and
facilitation of the business and IT communities.
• Options include (we identified where these functions could reside within SSD):
– Change Control Board (CCB) and it associated process improvement structure (GSC/PC)
– Disaster Recovery Planning (DRP) (AM)
– Systems Improvement Process (SIP) group (GSC)
– Software Quality Assurance & Audit (SQA) (AM)
– Corrective Actions Process (CAP) and project retrospectives (aka post mortems) (AM)
– Tiger Team deployment (GSC)
– PMO Support (help desk functions) (PC)
– Training & Education (AS)
– EDI Support (?)
– Configuration Management (AS)
– Metrics Meeting (GSC)
– Technical Writing (including web content) (AM)
• AS-Applications Support, AM-Asset Management, GSC Global Service Center , PC –Project Control
20 October 2015 Page: 20

21. OUT-OF-SCOPE FUNCTIONS
• Project management and any support required in those areas.
• Release management (Facilitation Role)
• Administration of Web servers
• Quality Assurance
• Outsourcing some functions
• Technical writing
• Content (web) management (librarian function)
• Call center (ORD Hunt) for vendor management (Business Unit)
• Data analysis (old info management function) currently being handled in
NH
• Security
• Auxiliary support as a Network Operations Center (NOC)
20 October 2015 Page: 21

22. SCALABLE SUPPORT STRUCTURE
• Not a “same ole pig, just with lipstick”
• Tiered model for help desk/applications support ensures cross
training/backups, staff growth & mentorship
– Aligns with industry model
– Performance drivers can be identified
– Cookie cutter deployment approach
20 October 2015 Page: 22

23. APPLICATION SUPPORT LEVELS
• Old Model
– Level 1: Full Support.
– Level 2: Partial Support.
– Level 3: No Support.
• New Model
– Level 0 - No Support
• Old Level 3
– Level 0.5 - Incident routing
• Old level 2, partial
– Level 1- Administration
• Old level 2 partial
– Level 2- Functional Awareness
• Old Level 1
– Level 3 - Knowledgeable
– Level 4- Engineering
20 October 2015 23

24. OVERALL IMPLEMENTATION APPROACH
• Milestone 1: 30 Day
– Organizational Alignment (Multi-phase)
• Milestone 2
– Staff Skills Assessment including cross training
– Application Support in a graduated model
• Milestone 3:
– System Process Improvements
• 90 day Assessment
– Framework
– Staffing (right people in the right chairs)
– Outsourcing Options
20 October 2015 Page: 24

25. SCHEDULE OVERVIEW
20 October 2015 25

26. FINAL REPORT: WORK OUTSTANDING OR WIP
• Communications Strategy
• Identification of applications for conversion (Phase I, II, III)
• World Class Support Metrics (per AMR*)
• Identification of Best Practices
• Drill down to KPI’s. Determine value statement
• Flush out roles/job descriptions
• Flush out sub-functions as appropriate e.g. CCB, SPI (Software Process
Improvement)
20 October 2015 Page: 26

27. ACCOMPLISHMENTS TO DATE : 30 DAY REVIEW
• Tier I management aligned
– Discussion with complete management team
• Business Meets & Greets
– Regional's & Construction
• EDI Service Function - Under initial discussion
• Release Management (working with Service Now)
• Correction Action Process
• Draft of Service Catalogue
– Value prop: Could drive future allocations model, defines support services
• CSI Surveys
– Few takeaways, identified areas to follow-up
• Meeting agenda’s and minutes (issues, actions items) being undertaken
• Refinement of severity levels and priorities (SR, WR)
• PMO WR & tracking
20 October 2015 27

28. APPLICATION SUPPORT (AS)
• Applications requested for transition, moved over or in the pipeline
– Service Channel (IP)
– Customer Relationship Management CRM (IP)
– Meeting Time (TBD)
– Profit Logic (TBD)
– Replenishment, Planning & Allocation (IP)
– 3 Way match (TBD)
– Warehouse Management System WMS (IP)
– Compliance network (IP)
• IP-In Progress, TBD–To be Determined
20 October 2015 Page: 28

29. PROCESS IMPROVEMENT INITIATIVES
• Underway
– Development of an Application catalogue
• Single point of truth for DRP, contract administration, etc
– Customer Satisfaction Survey
– Check list for initial questions
– Escalation policy review for promptness
– Service Now enhancements to better track metrics
– Centralized repository for SSD documents, procedures, et al
• Planned
– Self service for password resets/challenge questions
– Remote access improvements
– Additional Self service functions
– Incident/Service requests/work requests analysis
20 October 2015 Page: 29

30. NEXT STEPS : 30 - 60 DAYS
• Next Final Report: Work outstanding or WIP
• Communications Strategy
• Identification of applications for conversion (Phase I, II, III)
• World Class Support Metrics (per AMR*)
• Identification of Best Practices
• Drill down to KPI’s. Determine value statement
• Flush out roles/job descriptions
• Flush out sub-functions as appropriate e.g. CCB, SPI
20 October 2015 30

31. ACTIVITIES
• Alignment next level of management
– General Staff Assessment
• Develop Asset Management POA
• Continued x-training (Technical Services)
• Continued Applications Support transition
– Application Coverage Mapping (Staff (primary, secondary, tertiary), job
responsibilities
• Change Control process Underway
• Metrics program underway
• Continued Business awareness
– Business Partnerships primes
• Investigate function fulfillment options (out-sourcing)
• Process Improvements
– PMO (WR & tracking)
• Address Issues
– Succession Planning
– Communications issues (Construction and Field Support)
20 October 2015 Page: 31

32. PRESENTERS BACKGROUND
• David Niles (djn_bus@msn.com)
– Director, Systems Development
• USA Federal Government Health Care, Washington DC
– Director Enterprise Infrastructure
• Sanmina-SCI Contract Manufacturing, San Jose CA, Huntsville AL
• Largest Oracle ERP instance in the world… HSV Z series, Superdomes
– Director, Project Control And Service Management
• Sanmina-SCI, Chennai India Guadalajara MX
• Mergers and Acquisitions, DRP, SOX, GSC, PMO
– Sr. Director Support Services
• Burlington Coat Factory, Philadelphia PA
• Change Control, GSC, Asset Management, Field Services, Technical Services,
PMO
– Program Director, Day 2 Wipro
– Special advisor, CIO/COO Macmillan Publishing NYC
• Prepared with input by:
Page: 32Tuesday, October 20, 2015ECIO EXECUTIVE WORKBENCH

33. TOOLKITS USED IN THE ASSISTANCE FOR COLLECTION OF
INFORMATION
• Mindmap
• eCIO Executive Workbench
– Toolkit and examples for all facets of the
workplace for managers, executives and
the individuals contributor
– Leave your card and I’ll get you a copy
Page: 33Tuesday, October 20, 2015ECIO EXECUTIVE WORKBENCH

34. END OF PRESENTATION
Page: 34Tuesday, October 20, 2015ECIO EXECUTIVE WORKBENCH