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![Awarded for inspiring approach
VIA BONA 2014
This year we entered again the contest for the title Responsible big
company, which is organized annually by the Pontis Foundation
in Bratislava. Sixty nominations in seven categories rated 48
experts from different areas: from large and small companies,
from academia, non-profit organizations and government. Seven
strong companies were nominated in the category of Responsible
big company. T-Systems Slovakia from a year’s nominations was
awarded for inspiring approach, which got only three companies.
Jurors highlighted our strengths such as corporate responsibility
management, strong ethics based on the statements made by
employees themselves. As the most interesting fact the evaluators
foundthatT-Systemsisatransparentcompanywhichasthefirstone
launched the dual education project, which is in Slovakia still new
and unexplored topic, and the fact that we are one of the leading
activists in the IT Valley. According to some judges’ opinion we are
even further in our IT Valley activities than Bratislava IT companies.
We were praised also for contributing to the region development,
ICT awareness and ICT literacy. Thanks to all the volunteers and
people who are involved in the corporate responsibility. Thank you
all for your support.
[ Zuzana Kanuchova ]
MD Section
Telekom IT, Local Information Office
All Staff Meeting
The first Telekom IT and LIO event held in premises outside of
our company couldn’t be missed by Managing Director. Read
more about the event on page 18.
Visit of the German ambassador
Dr. Thomas Gotz and Juraj Bansky, the Honorary Consul of
the Federal Republic of Germany met in February with our
Managing Director in order to get to know the new premises
of Dual Education.
Telekom Management Team/
Telekom Leadership Team Meeting
are held annually. All Managing Directors through the group
are present. The event was held in Telekom Dome in Bonn,
which is the home of the Telekom Baskets Bonn and known
for its high team spirit. It was the opportunity to learn more
about the DT strategy, network with fellow teammates from
all over the group and to “get the ball rolling.“
Business dinner s with Hartmut Mueller,
The Head of GDU SAP Technology Services, Alex Sinsig,
Milan Stevkov, Boris Humenansky was organized in early
March at the occasion of GDU SAP All staff meeting.
MD Round Table
A popular series of evening in Managing Director’s company
was organized by the end of March. This time MD also invited
the Vice president of Human Resources to provide answers to
HR related questions.
5TSSKNEWS 01](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-5-320.jpg)
![[ Zuzana Kanuchova ]
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![We would like to THANK all of you for this success. Thanks to all, who
participated in this survey, but also to everyone who follows data privacy
rules in everyday work and helps to strengthen the credibility of TSSK.
And moreover, there is still room for improvement. We hope the 2nd place is
waiting for us as a result of this year’s online survey.
And at the end…. golden rule for employees
Protect personal data!
Personal data can only be processed if this is permitted by a statutory provision
or the person concerned has given his consent. All the information about
an identified or identifiable person, such as the date of birth or address and
telephone number islabeled as personal data personal data. Essentially, you
are not allowed to process personal data.
In case of questions regarding data privacy send an email to
monika.popovicova@t-systems.sk or use “Ask me!” portal.
The important information about data privacy as well as about the available
online trainings you can find on the data privacy website:
http://privacy.telekom.de
[ Monika Popovicova ]
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![We would like to thank to all the presenters, partners of the conference as
well as the participants visiting Kosice. A big thank you goes to the whole
Local Strategy Development team – mainly Martin Dzbor and Kristian
Kuchar, also Edita Antoniakova from Project Management office and
the developer of the conference portal - Roman Vesely from Telekom-IT
organization.
This conference confirms its prominent place in the international
community of architects and engineers. By the arrival to Kosice for the
third time, the notion “trusted partner” is the evidence of our “can do”
attitude for the new ideas, their sharing and realization.
Looking forward to the next round!
P.S.: One of the main ATTIC conference contributions was the organizing
of the jBoss Workshop with the participation of ca 30 of our technicians.
The workshop was organized by the RedHat company for free. Thank
you goes to Martina Urbanikova from the HR Development team for the
organization.
The presentation and videos will be available soon – you can find more
information on the intranet.
[ Kristian Kuchar, Edita Antoniakova ]
The conference ATTIC with more than 300
participants located in one place became one
of the biggest meetings of T-Systems “heads”
globally
ATTIC 2015 in numbers
300+
participants
12countries
60
speakers
60+
technical
presentations
6
strategy
partners
7
central
presentations
4
conference
streams
5
workshops
EMC
RedHat
Brokade
CISCO
HP
Huawei
Participating strategy technological
partners
The organization of the ATTIC conference has its meaning.
A few examples:
I went to ATTIC with a technical challenge
regarding classic backups and came
home with both a tactical solution as
well as a strategic solution that will
leverage a global service and lower unit
costs over the current solution. This was
possible due to both high quality session
content/delivery as well as face-to-face
conversations between the sessions.
EXCELLENT Conference!
It is always very useful to get updates tothe overall cloud platform strategy,the details and roadmaps or particularportfolio offerings, and understand someinitiatives that are taking place in LBUs andhow they could be of use in your own LBU.
Incredible
fast implementation of all the
changes in conference portal, this is agility
and zero distance to customer (attendees) !!!
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![Opendoordaysare
gettingmorepopular
We have addressed more than
350
students
within the Open Door Days
Department of Telekom IT
additionally approached
40
university students
1 Open Door Day
was organized for all interested in
Dual education
We welcomed
70
students
at our premises
Our company visited
4 secondary schools
within the ODD where
200 students were addressed
SOS Dopravna
SOS Ostrovskeho
SOS Secovce
Secondary Grammar School Opatovska
Students from
3secondary schools
visited T-Systems Slovakia
SPS Dopravna
SOS Postupimska
Secondary Grammar School Srobarova
[ Andrea Lovacka ]
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![7th year of the Information and
Communication Technology
Football Challenge took place
in the capital of Slovakia as
usual. The football team from
T-Systems Slovakia travelled from
the East as the only team at the
tournament. And as this only team
we won the first place!
For our magenta guys it is already the second victory in the event history
as they won in 2011 for the first time. Everything started on Friday noon,
when 10 people from T-Systems went for a business trip towards the
football adventure. The journey was long but used effectively to talk
about the planned strategy of our team at the matches on Saturday. The
preparation then started already in Kosice. Was this the key to win?
Friday evening, the three cars with Kosice evidence number parked
in front of the hotel Holiday Inn. As we learned later, we were the only
whole team accommodated in the hotel. Clearly yes, as almost all the
other teams - 26 competing altogether - were from Bratislava or the
surrounding cities from Western Slovakia. Another “first” or “the only”
for us. Was there more?
After a few hours of sleep (a few meaning enough to be ready to “fight”
after one morning coffee) we set to the venue of the tournament, the
sports hall Mladost in Bratislava. It was just a few minutes from the hotel,
no long or tiring distance then. Our tournaments started at 10am. After
four matches in our group we ended with a great score of 16:1. And the
goal in our net was the only one we got that day. However, we couldn’t
know this at that time but had our fingers crossed and believed in the
best and only team from Kosice to win.
The pass from the group was easy but the following matches a little bit
harder as these were already played against the teams that won in the
first rounds as we did. But our boys were not afraid of them. Vice versa,
they were more challenged and motivated to defeat all who crossed their
way to win. Through all the imposition rounds they successfully got to
the finals. And the finals were the toughest nut to crack.
In the finals there met T-Systems Slovakia and the company Swan.
Nothing surprising, as Swan was wining most of the matches that day
too. The most interesting thing is, however, that in the Swan team there
were two new players from the Swan branch located in Kosice! Of course
the players knew each other and therefore it was even harder to compete
against one’s own friends. But since it is still a game and everyone wants
to win, they kept their poker face and did their best. And as you have
already learned, we are the champions. The finals ended with 3:0 for
T-Systems Slovakia and the overall score of the tournament was 33:1.
Incredible, guys! You were awesome!
How come that first and the second places were filled with the teams
composed of people from Eastern Slovakia? That is the question easy to
be answered. Now one can certify oneself and be proud not only for the
colleagues and the company, but to be from the East of our country too.
After the tournament there was prepared a great afterparty in the hotel
where we were celebrating all night long and confirmed the statement
going round about our team: T-Systems Slovakia is traditionally one
of the teams with the best form during the evening afterparty. Yes, we
partied and were leaving the dance floor as the last ones.
A big congratulations and thank you goes to the best team players:
Igor Onuska (captain), Michal Petrik, Marian Fabisik, Robert Lukac,
Peter Sanislo, Jozef Cuj, Bohuslav Svoboda, Stefan Dobos.
Thanks to the victory our team will be the part of the tournament Best
of the best football challenge 2015 at the end of November where all
the winners of 1st and 2nd places from individual tournaments meet
to measure their forces (the tournaments are held in various categories
according to the type of their business). Fingers crossed! Will there be
another 1st place?
thechampions!
T-Systems Slovakia is the winner of ICTFC 2015!
WEARE
[ Livia Galova ]
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![[ Ivana Kristinova ]
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![The very first time that I get the chance to breathe in the atmosphere
of the local Tel-IT community – and I mean really breathe in, total
inclusion, no ten-minute coffee or elevator small talk – comes at
the end of January when I moderate the All Staff Meeting organized
by the service line leads here in Kosice. I have an advantageous
position at the local T-Systems branch, a company of almost 3 300
employees, most of them sitting in the same building. As a Head of
Communications, I somehow serve and belong to everywhere and
nowhere at the same time, have I got the chance to observe all as a
relative outsider, yet preserve a position that doesn’t feel intrusive. And
although I have known most of the higher managers in the local Tel-IT
for quite some time and I dare to say that we have an outstanding
professional relationships, seeing them all at the same time in their
very natural Tel-IT ecosystem was an experience that I consider – just
as the notorious MasterCard commercial would put it – “PRICELESS”!
Now, you need to know that I am a person with a very skimpy technical
background (looking at my husband’s PhD from a technical university
was really the closest touch with higher level of technology ever before
joining T-Systems) but more than slight obsession with everything
related to people’s motivation, communication, drive or engagement
at a workplace. I am fascinated by the ability of true leadership to
inspire people to share common goals and values, built stimulating
corporate cultures and the sense of belonging, pride and ownership in
times of success but also when things go wrong. So of course, while I
do acknowledge the achievements of the local organization, the actual
experience for me is to see the drive and the level of commitment in
their faces, the enthusiasm with which they share the information
and absorb everything that is presented. And if you’ve ever been in a
leadership position I am sure you know how hard that is to create and
maintain, especially in a work environment because – let’s be really
honest here – the days when big leaders led armies of thousands
across Europe on foot by successfully leveraging the most basic of
human instincts are a story of a historic times (or, considering
the current happening around the globe, at least different place, as
disturbing as that is…) and this is “only” work we’re talking about here.
There’s another one waiting around the corner, no need to shed tears
and sweat blood. But this bunch does go the extra mile. And they do
it often. They’re integrated into the company yet somehow live in a
closed system of mutual understanding that happens on a different
level. They truly live and breathe what they do. They share a strong
drive to be the best.
For those of you who don’t quite succumb to the beauty of
organizational behavioralism like I do (although I do have to admit it
silently hurts my feelings) let me point to how building a strong culture
translates into actual business success.
The local Tel-IT grew in its year-and-a-half of existence by more than
doubling its size to around 500 employees. Even its Big Bang moment
in August 2013 - creation of the service line through merger of various
teams all across the company - was so quick, silent and effective to
an onlooker; it made Velvet revolution look like bloody chaos with
elements of guerilla warfare. Since then, they built reliable SAP and
LIM organizations and constantly enhance their portfolio in all aspects
of application operations and development. The application of
SCRUM in the Tel-IT team was so effective, they’ve become a national
success story on application of these processes in large, process
driven enterprises and now they travel around the country to share
their best-practice and know-how at conferences. Some of your might
have even noticed Kosice’s successful participation in BNG project or
the fast implementation of Leitstand activities…either way you look at
it, they must be doing something very right.
Research continually proves that organizations with sustainable
employee engagement seriously over perform their peers even
in times of dramatically shrinking markets. Now, tell me this is not
business beauty at its best!
[ Barbora Ruscin ]
Telekom-ITcommunity
business beauty aT its best
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![Open and fair communication belongs for sure to the fundamental
values which every TSSK manager and employee should stick to and for
us at BOD&Q it is one of the key priorities. This was one of the reasons
why regular BOD&Q All Staff Meeting took place at the beginning of
December 2014. Successful achievements were presented as well as
a summary of year 2014. Furthermore, the strategy for year 2015 was
briefly introduced. Each and every BOD&Q employee could express his
/ her opinion about the meeting and improvement proposals via survey
placed on BOD&Q sharepoint. All proposals have subsequently been
reviewed by managers and many constructive proposals have been
implemented into organization of next meetings.
The first BOD&Q All Staff Meeting in 2015 was held on 3rd March 2015.
Right from the start the mood was relaxed and pleasant mainly thanks to
the Head of Service Line BOD&Q, Marian Toth. Global Quality Strategy
2015, organizational changes on TSI level as well as those that affect
local organizational structure were presented interactively. Dynamics of
changes at the end of last year was shifted also to the beginning of year
2015. The same as the last time we did not omit the summary of financial
results for the overpassed year, afterwards the outlook for year 2015 was
introduced.Thefinalfiguresfromlastyearconfirmedgoodmanagement
and parallelly showed a room for improvement in 2015, mainly in the
area of travel and training costs spending. Employee base of Service line
BOD&Q is growing by accepting new business challenges. Thanks to
this the space for personal growth and further professional development
of our employees increases. Year 2015 should be positively influenced
by several financial and qualitative changes implemented in 2014. The
good work of management brought its results.
The Head of PQM & DeEscalation Management, Pavol Jurcina,
presented the current status and progress of separate sub-streams
within the BOD&Q Strategy 2015. Working groups led by the dedicated
persons have already reached their first successes and they prepare
projects of both, greater and smaller scope, so that the goals for 2015
are reached on time and in required quality. First quick wins such as
monthly information bulletin, improvement of internal and external team
communication, development of language skills as well as complex
approach towards trainings is just a sample of examples focused on
reaching the expected targets. Based on this we can say we go the right
direction.
After this refreshing presentation the stage was all for Michaela
Kujanikova, TSSK Resource Manager, who made a brief overview of new
business opportunities. She impressed the audience with the presented
data and confirmed the forecast of successful year. After the demanding
block of valuable information a short break with small refreshment was
more than welcome.
The final part was dedicated to all BOD&Q employees who could openly
ask about topics which they are worried about.
As well as the introduction part so also the final part of BOD&Q All Staff
Meeting passed in professional, open and friendly atmosphere.
Our thank you belongs to all our colleagues who actively participated
at the meeting. We believe that together we will reach all the targets we
set together. The survey exploring feedback of BOD&Q All Staff Meeting
participants will again be a baseline for future improvements.
[ Martin Eperjesi ]
Business Operations Delivery & Quality All Staff
meeting
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![Given hardware will serve as a test environment
and for learning
This hardware comes from various datacenter locations of our partner Slovak
Telekom - from Polska street in Kosice, from Bzenov, Banska Bystrica and
Bratislava. Thanks to good relations and the long-term cooperation, they agreed
to our request and sold us unnecessary hardware for a symbolic one Euro.
At the beginning of the initiative there was Drahoslav Ruscak from GCU AF
& MPHS. Thanks to his efforts, today these machines are in both locations,
Zriedlova and Moldavska street.
The specific list offered by ST was based on the requirements and needs of the
members of Expert Competence Groups (ECG) and members of the Technical
Assessment Centers (TAC’s). The machines provide the opportunity to run
virtual environments and users will have a possibility to perform test activities on
the hardware and the servers physically, exactly as it is done in real data centers.
Furthermore, the hardware will not only serve as a test environment, but also
as a tool for teaching, e.g. during the internal project of trainings in GCU AF &
MPHS under the patronages of the Head of AF & MPHS Peter Hirko, where it
will be a part of existing test and learning environment. This begins with support
of Monet security team and will enable the possibilities to use it not only for OS
support and hardware services, but also for network services.The opportunity to
have such hardware was also taken by Martin Dzbor, the Head of Local Strategic
Development, also responsible for transport of the machines from Bzenov and
Bratislava.
These servers will help our colleagues, students that are the part of Dual
vocation in our company, as an illustrative example of the hardware used in
Slovakia.
We have got IBM AIX P6, HP ProLiant and SunFire servers, disk arrays (HP EVA),
HP enclosures & Blades (G3, G4), but also tape devices for backup.
We believe we will continue in such excellent cooperation with our partners and
will be able to see the results with minimal investments, also in our daily work.
[ Mariana Sarpatakyova ]
Test environment represents the key factor not only
for learning but also as the basics of any untested
activity on customer environment. Therefore we are
thankful that before Christmas the last (together
more than 40 servers) from 3 shipments has arrived
from Slovak Telekom (ST).
How was this opportunity perceived by the storage
professionals from TSSK? Peter Drab, techbase
responsible from Storage Cloud department
appreciated:
“I see the opportunity to visit NetApp conference in Kosice
very positively. DPS in cooperation with our vendor offered
people working for storage platform the unique opportunity
to participate in such event, which was moreover designed
directly for the needs of our storage departments with focus on
technologies which are used here in TSSK daily.”
Did the conference fulfill your expectations?
“The conference and its content fulfilled my expectations, since
it was thematically focused on the presentation of technological
news which we will soon meet in our daily work.”
What interested you the most?
“I liked very much the presentation about technical news as
well as the opportunity to meet new people from Netapp and
colleagues working for storage platform in TSSK with whom I
did not have chance to meet personally.”
Would you welcome such events in TSSK more often?
“Definitely yes, the events of such character reinforce the
image of our storage departments and company as a whole
and definitely contribute to reinforcement of relations between
parties involved.”
[ Zuzana Bedecsova ]
Interview
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![Q1 2015
Budget Actual Actual - Budget
Revenues 26,865 26,578
Costs 25,259 25,081
Gross Profit 2,071 2,713
FTE Delivery 3,105 3,037
FTE TSSK 3,337 3,260
Financial results in Q1 2015
FTE = Full time employee, YTD = Year To Date
- 287
- 178
- 68
- 77
642
Financialresultsof
T-SystemsSlovakiain
Q12015
Total revenues for the services grew annually (Q1 ‘15 vs. Q1 ‘14) by almost 10%, reaching
the level of 26,6 mio EUR The analysis of operating costs revealed the growing trend as
well. The volume of operating costs increased (Q1 ‘15 vs. Q1 ‘14) by more than 11%,
reaching the level of 25,1 mio EUR. The volume of Q1 2015 Gross Profit exceeded the
volume achieved in Q1 2014 as well as the plan for Q1 2015.
[ Martin Kravec, Lenka Mankova ]
With regard to the successful end of Q1 2015 we
preparedanoverviewthroughthefinancialresults
of T-Systems Slovakia for this period.
One of the main targets of T-Systems Slovakia is a long-term maintenance of Gross Profit
Margin (GPM) ratio at the minimum level of 6%. As you are already aware of the fact from
previous TSSK News issues, GPM at the defined level guarantees operating costs coverage.
Based on the financial results achieved in Q1, GPM reached 10,2%.
Data in thousands
of Euros
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![DPSSupportsGCUs
DPS ready to serve new customers and deploy new
solutions
After last years’ autumn adjustments where DPS
has seen multiple changes on Head of Team, Head
of Department positions along with a change on
Head of DPS position, DPS is now a firm structure
delivering core platform infrastructure solutions in
the area of Cloud OS, DataCenter Network Service
and Operations, Cloud and Classic Storage &
Backup Operations, Systems Management and
Engineering and complementing the portfolio with
Project Delivery and Global Business Operations.
The expertise together with active employee
approach form a solid base for new challenges
within vCloud 2.1, DCS 3.0 (Dynamic Cloud
Services), DSC/NWP (Dynamic Services for
Collaboration/ NextWorkPlace) and HP SAM. Main
role in the area of new customer acquisitions are
played by those within Heineken (Ninkasi, Thirst
projects) aimed at vCloud 2.1 with new services
suchasBaaS(BackupasaService),ThyssenKrupp
along with transitions from US and Brazil for
customers (OneAmerica, PHS, HP, Valeo, Shell) to
name the most significant ones. GDU DPS Slovakia
is closely connected to global organization of GDU
DPS and also to local and global GCUs supporting
various customers including Tel-IT, SHELL, MAN,
LINDE, Continental, Friesland Campina, BP,
Daimler, MERCK, KONE across the Globe.
Competent work of DPS teams has been
acknowledged multiple times by CSS Senior
management and TSI customers (Daimler, Shell,
EE, KONE, Philips, VION and FC). Some of our
employees have even been invited directly to
celebrate success with customers (EE and The
Caravan Club) to name the most recent ones. DPS
is strongly supporting one of the most demanding
programs run by TSI recently: the DC11@2018
consolidation, it has already seen hundreds of
migrations and currently DPS governs 33 active
projects within the program. Important project
of vCloud 2.1 is expected to be ready to Go Live
in Q2 2015 with Heineken being the most visible
customer. Main word of DPS these days? Deliver
Professional Support.
[ Roman Romanec ]
Ninkasi aka Heineken, DCS 3.0,
vCloud 2.1, US and Brazil offshore
customers
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![For example the global company Cisco will be forming an alliance
with us for a global cloud strategy. “Made in Germany” is a sign of
genuine quality in cloud business. That is why we as TSI have jointly
agreed to create a high security cloud platform for Germany and
Europe as a whole.
The greatest advantage of this solution is that our customers will
receive requested services from a single source with the usual high
quality standard but with the lower costs.
Being succesful means being united and
committed
The new divisions of TSI – IT, TK and DD will not act disconnected
but very interlinked in targets and customer approach. T-Systems
will only be accepting orders that can deliver on profitable terms -
starting now. T-Systems will no longer sell the products exclusively
through own sales unit, but also through partners and or directly
over the Internet. Following these principles, processes will become
leaner and simpler, thus becoming a lot faster and much more agile.
The company would like to support growth in areas like intelligent
networks, machine-to-machine (M2M), cloud products, business-to-
business-to-customer (B2B2C), cyber security, big data and other
highly standardized and platform-based offerings.
The company T-Systems needs a small, agile unit that should
have just a few hundred employees to act more flexible. That’s
why “we will continue to align our organization set up strictly to the
international business and finance blue print. For us it is important
to be transparent and aligned 1:1 to the different global or national
service lines. We will continue what we have started last year with
our local initiative called 3rd Wave, “Thomas Bogdain said about the
local strategy of T-Systems Slovakia.
Decrease of Data Centers
T-Systems International is planning to reduce the total number of
data centers from 89 to 11 by 2018. However, the volume of work
handled by them overall is rising steadily. How can we manage this?
In 2013 alone, T-Systems concluded more than 2,300 cloud
computing agreements with companies and now operates almost
40,000 systems in the cloud. That means our data center strategy
is right in line with the trend. “High-Tech Fort Knox” – the new data
center in Biere opened last year – will allow us to meet the rapidly
growing demand for secure cloud services from Germany. At the
same time, by closing four outdated data centers, we will achieve
savings in operating and infrastructure costs.
Transformation means more than cost-cutting
Transformation is a question of focusing on priorities for Reinhard
Clemens, CEO TSI. He expects quality as one of the top of shared
priorities as the company. What does Thomas Bogdain expect?
[ Thomas Bogdain, Ivana Kristinova ]
“Our internal expectations to all
employees, teams, departments and
units are described in our 4 pillar story.
I expect from everybody a 100 % focus
on quality by living the Zero outage
mind set as a differentiator towards
competition. Maximal cost efficiency
which includes the permanent drive of
standardization and automation and
driving innovation as a principle for
permanent improvement. Last but not
least strong customers focus in keeping
the high level of 84 in our customer
satisfaction.”
28 BUSINESS](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-28-320.jpg)
![Benefits for the PM community members
PM community members have access to all project management
trainings at the “advanced” level. They may regularly participate at
community events and receive regular information on activities and
access to trainings from the international environment.
What can we look forward to in upcoming year?
Sharing Circles
Sharing circles will be informal meetings of PM community members,
hosted on a rotating basis by PM community teams. The circles will
be a ground for networking, introduction of PM community members
& best practice sharing.
Transition & Transformation
Project managers working on customer projects need to understand
all T&T standards within our company. How to face the customers?
How to handle T&T projects? What are the news in T&T area in TSSK,
or TSI? These are the areas of our interest in 2015, if we want to
facilitate more demanding assignments.
Focus on communication
Effective communication with management, stakeholders, within
international environment... Communication supports cooperation,
and therefore we should concentrate on these topics.
20.08. 2015 Sharing Circle: DPS Project Delivery
12.11. 2015 3rd PM Community conference
26.11. 2015 Sharing Circle: TSS Projects Connectivity & Projects
Operations
This year will be the year of cooperation. Our company will be visited
by the German project managers who‘ll share their many years of
experience, as well as external speakers will present other interesting
topics. Well, many things to look forward to.
[ Zuzana Kanuchova, Lenka Zajacova ]
Get to know the Project Management community
Project Management community is not an unknown concept in the
waters of our company anymore. Since its establishment it reached
more than a hundred members. The main task is to grow by at least
another thirty members, an encouragement of best practices sharing
by increasement of professionalism of our project managers including
external certification aimed towards achieving the highest Project
Management quality work. From the variety of their activities we could
pick for example an active team leaders cooperation of individual PM
teams, Centre of Excellence expert support, where PM_2 team leader,
Lenka Zajacova, covers adaptation and training plan, including
development and coaching program, not excluding events for the
community project management. And who actually is member of
Project Management community?
Project Management community MEMBERs
Project management resources
All TSSK employees with job title
Project coordinator
Junior Project Manager
Senior Project Manager
Head of units
All HoX of Project Delivery teams
All HoX who want to develop in the area of project management,
or participate in PM community events
Former project management resources
TSSK employees who changed their position from project
management resource, but want to continue developing in the
area of project management
Talent pool
TSSK employees who want to become project management
resources and meet the requirments (passed PM Basic training
& PM assessment)
29TSSKNEWS 01](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-29-320.jpg)
![What is more, our managers play an important part in
recognition for performance at work. It is a very strong
motivational factor and 62% of us believe that our efforts
and achievements meet appropriate level of recognition
at work. That is perhaps one of the reasons why 78% of us
would recommend the company as a great place to work for.
Even the amount of employees who see the opportunities for
professional development has increased by seven percent.
Due to our portfolio complexity and company size in TSSK
(more than 3000 employees), we do many processes
repeatedly but they are important because they describe
how things are done and how they are done determines
the outcome and its success. Sometimes, however, small
improvement of a process can make a huge difference and
65% of us can see process improvements in their work.
Our company offers sufficient
training opportunities to support my
professional development.
80% 60% 67%
60
70
80
50
11/2013 05/2014 11/2014
Considering all my efforts and achievements,
I feel that I have received the appropriate
amount of recognition at work.
52% 55% 62%
60
70
80
50
11/2013 05/2014 11/2014
I can clearly explain to others the strategy
of Deutsche Telekom.
63% 69% 70%
60
70
80
50
11/2013 05/2014 11/2014
I can recognize specific process
improvements in my working environment.
61% 64% 65%
60
70
80
50
11/2013 05/2014 11/2014
What are the challenges for 2015? The transformation and related changes will continue in 2015. We want to expand the
business in the growth areas significantly in the Market Unit. In the other departments, we have to become more profitable and
more competitive, and will therefore resolutely pursue the activities initiated in the Transform and Stop areas.
What is the difference between Employee
Satisfaction Survey and Pulse Survey?
The Pulse Survey considers the strategic issues in the change
process, as well as the ways in which the process is being understood
and perceived. The Employee Satisfaction Survey (ESS) focuses on
factors that centrally influence employee satisfaction and service
performance (specific workplace, team, management styles, etc.).
The ESS is thus sharply focused on team-related issues, and its
results are used to define specific areas in which action is needed,
and to derive specific measures, relative to such issues. The Employee
Satisfaction Survey (ESS) is conducted at two-year intervals – the
upcoming one is planned for 2015. By contrast, the Pulse survey is
carried out at relatively short intervals, and thus provides a series of
“snapshots”.
Who is eligible to participate in the Pulse
Survey?
All of the company’s employees, excluding inactive employees, free
lancers and employees working on agreement are e-mailed personal
invitations to participate. The more employees who participate, the
more representative of the actual situation the results will be. Each
employee thus has the opportunity to contribute to the development
of a common corporate culture.
Still hesitating?
Both surveys provide us with feedback from the whole DTAG. These
kinds of surveys monitor not only the working environment but it also
identifies a place for improvements to make us all feel great in TSSK.
[ Ivana Kristinova ]
Based on the latest results, we achieved good results but we should focus on process improvements and recognition this year. Thank you
for your support.
31TSSKNEWS 01](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-31-320.jpg)
![moved people obviously but were important for them and that the
kind of direct contact, the direct conversation that we would like to
establish more and more. I think it is important for people to see us,
to hear us, to have the opportunity to speak to us and to see that we
are a real people not just a guys sitting and writing emails and that’s
something I like. And I think it is important to have direct contact.”
You are back to Kosice. You came with all your
management this time. What brings you here?
“Why we are here now has a simple reason. My own department,
Service management department, has already more than one
hundred employees in Kosice. On the service like Telekom IT more
than one hundred people working for Service management which
makes it actually the biggest department or sub-department of
Service management. I have five sub-departments in Germany and if
you like number six are Kosice and it’s a biggest one now. So I have to
be here more often I think personally because I have so many people
working for me they need to see me, they need to have an opportunity
to speak to me, secondly and more importantly I wanted to have my
whole management board, the Service Management board here in
Kosice speaking to people and making contact with people because
we want to grow in Kosice. So one hundred ten –ish people currently
here is not enough, I want to make it one hundred forty, one hundred
fifty by the end of this year or beginning of next year the latest. In
order to strengthen our cooperation even further. In order to make
sure that people know what is to be expected of Service management
and why they should work with Service Management I think we have
to be here and make sure that people really know us and can speak
to us.”
When we are talking about growth hundred, hundred
fifty we both know it is very difficult to get and find the
qualified experts especially in IT field. What you think we
should do to get those experts?
“Yes, you are right. I think they have a lot of measurements or lot
of different ways that we also discussed just yesterday with our
management team here in Kosice, like fairs or going to universities
and also talking to people in the larger scope of TSSK, Market unit
part if you like, who want to join Telekom IT and use their experience
to do something else. I think it is very important to offer a career
path to our people. Not just that they start at some function and
they end up at that function for next ten years. We need to give them
option so they can grow within also Service Management. The larger
we are, the better the opportunities for people to grow within, so
without having to leave the organization and look for something else.
I think they have a lot of things set up now and they will continue to
do so in order to grow our organization here and be more attractive,
if you like, for employees that are already in TSSK or want to join us
from outside the organization.”
The plan for Telekom IT is to grow and to get the experts.
Where do you see Telekom IT in five years?
“In five years I would say it should be at least half-half. So half in
Germany, half in Kosice. That’s what I want.”
“I would like to see more
people taking ownership and
responsibility for whole areas
of work so we can rely on teams
and department here in Kosice
doing the stuff that needs to be
done without us steering the
day to day jobs actually.”
Isn’t there an intention to build Telekom IT only in
certain locations like it happened with Finance and their
Near shore centre? Isn’t that going to happen?
“I think we have more than one of Near shore of Offshore centre
also for Telekom IT purposes because in a place like Kosice or any
other place you can’t have all the experts across all the board. In
number of thousands. That’s just not possible. Why? Because not
a single city would be big enough and had to carry that load. Just
think about Germany, in Germany Telekom IT is organized in more
than one hundred locations; in one hundred cities in Germany you
have Telekom IT people. So it is not just one place. We can’t rely only
on one other city in Slovakia for example in order to build up our
full team or our Near shore team. So we also need to have people in
Hungary for example, or in Russia or in other places in the world in
order to spread our base. But Kosice is one of the most important,
maybe THE most important part, particularly when it comes to
operational tasks, like application operation or service management
but also our strongly moving into area of application management,
SAP – we have a strong history now, I think last year of SAP and
the application management and that’s the next big thing if you like,
that we want to build up.”
For sure there is always a room for improvement but if
you can give us an advice what we as Telekom IT should
focus on?
“I think it is important to try and gain more responsibility for the
tasks that people are doing already. Let’s say in the past years it
was usual to use Kosice and other places as another part of the work
bench, extended work bench model was the thing. I would like
to see more people taking ownership and responsibility
for whole areas of work so we can rely on teams and
department here in Kosice doing the stuff that needs to
be done without us steering the day to day jobs actually. I
think that’s the model that we need to look into more and more. We
have already areas where it works, smaller areas and that’s what I
want to develop.”
What’s your recipe for successful business?
“I think the most important thing is to be close to your customer. And
I think that accounts for every business. You are nothing without
your customer. Be close to the customer, understand the customer,
embrace the requirements and the experience that the customer has
with you. And then of course take it from there and be very efficient
and effective in establishing and executing the things that are good
for your customer and then success will come.”
[ Zuzana Kanuchova ]
34 BUSINESS](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-34-320.jpg)
![What is new in Compliance?
Andrea wants to focus mainly on increasing of quality the case management as
well as on maintaining and further improvement of the Compliance awareness
within TSSK.
Are you aware of new internal guideline on Notification of antisocial activities?
The objective of the compliance management in TSSK is to guarantee compliance
with legislative rules as well. As of 1st of January, 2015 new Act 307/2014 Coll.
on certain provisions related to the notification of antisocial activities became
effective. None of our employees should have any concerns about reporting
serious antisocial activities that they learned about while carrying out their working
duties. In TSSK we encourage you to speak out about wrongdoings by offering you
certain protections.
TSSK implemented an internal guideline on the Notification of antisocial activities
to determine the procedures, rights and obligations of employees and the
employer when reporting antisocial activities. The methods, in which reports can
be submitted, are published and are described in the guideline and are available
to all employees in the Process portal – Intranet.
If you are not sure what it means to be compliant in your day-to-day work, check
out http://compliance.telekom.de. In addition to this, e-learning programs about
specific subjects are available on the Telekom internal learning platform https://
myawareness-academy.telekom.de/
We all should keep in mind our Code of Conduct, of which aim is to steer, guide
and support you while performing your daily work in line with the values and
requirements of Deutsche Telekom.
Compliance–partof
ourdailywork
Can you remember a situation, in which you
were not completely sure how you should
act? A situation in which you cannot really
remember the last information that was
given regarding the Compliance. Have you
heardaboutlatestnewsintheCompliance?
As of December 1st, 2014 Andrea Csatlosova
is the new Compliance Manager at our
company. Are there any planned news in the
Compliance world?
What to do in case you want to give tips on incompliant behavior?
If you are interested in reporting compliance related tip or hint
anonymously, you can do so by using Compliance boxes. The Compliance
boxes are situated in the entrances of TSSK buildings not monitored by the
camera system. There is one box CBC I and another one in Tesla Building.
Please use the boxes for compliance related topics only not to waste the
time of the Compliance committee.
You can send anonymous tips on an incompliant behavior also in the
Slovak language directly to DTAG compliance intranet portal: Tell-me@
telekom.de
You can easily get in touch with Andrea, if you got questions to compliance
or you are not sure if your behavior is compliant, send an e-mail to
sm_compliance_office@t-systems.sk.
[ Andrea Csatlosova ]
35TSSKNEWS 01](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-35-320.jpg)
![The Tariff Reshape project has started in early 2014 with an ambitious
aim to help us formulate clear and transparent definition of services, a
structured service catalogue and an objective service pricing model
witin TSSK. It focuses on minimizing costs, service execution time and
maximizing quality and yield.
The motivation for this project is the market pressure on outsourcing
which drives our prices down. Everything around this project is of course
connected to the vision and mission of T-Systems Slovakia, as well as
with our Four Pillars story. In this project we are blending all four pillars of
high-quality definition of cost-efficient services and service components,
with an innovative service catalogue of our ICT services we intend to use
to improve our interaction with our customers worldwide.
This is a simple and clear objective which fully complies with the goals
of our company. However, the question arises here: how? Modern IT
service management has to be used strategically to increase maturity
of the IT organization, to improve and streamline service delivery and to
communicate business value of provided services. IT service portfolio is
essentially a public view onto our IT service management strategy that
has to clearly show where and with what actions we provide highest
benefit to our customer and how we can drive investment decisions of
the customers. What are the key components needed for successful IT
service management and how do they work together?
Theimprovementsarehappeninginvariousfields.Forexample,theorder
from a requestor (e.g., GxU) will be broken down into specific services
and service elements as a part of its acceptance into operation. The
local business creates more transparent acceptance protocols in a form
of order translation into use cases/services from the TSSK catalogue.
Then, there is an opportunity to improve proactivity of steering efficiency
in our operation. Various aspects contributing to service costs can be
analyzed and inefficiencies can be identified and resolved at the level
of processes or service elements, rather than at the level of customers or
technologies. Another benefit and advantage of a transparent catalogue
is the automatic allocation of service costs to particulate processes.
The model developed in the project estimates the number of events,
incidents, problems or delivery orders. Service costs are defined as
min/average/max to address costs of different departments delivering
particular services. There is a transparent comparison between service
costs and service prices. The use cases and internal service catalogue
are used to better divide the availability, costs and effort of services to
the final customers. Every offer of new services has to be as close to
reality as possible to avoid under or overselling and to cover all the costs
contributing to the service. All this can be used to boost the awareness of
how well we manage service delivery, to implement controlling at various
levels of operation.
Furthermore, it is planned to establish a network of SPoC’s in every
affected unit in TSSK (GxU’s, SL’s, Tel-IT, SSC FC) and a collaboration
model between project team and SPoC’s in terms of management,
prioritization, delivery and escalation known to all parties.
The project is sponsored by our managing director Thomas Bogdain
and is linked to global initiatives sponsored by Birgit Wahl (SVP PoPs)
and Matthias Dressler (CSS). We all believe the project will help to deliver
better service catalogue and later on an excellence in operation.
[ Livia Galova]
Why catalogue?
It forces us to improve the structure of our cost base
Flat rate tariffs are no longer competitive; they permit little
differentiation between commodities and services with added
value and poorly reflect markets
With an ambition to be a service company we have to understand
and communicate different values of what we are doing for our
customers,andofcourse,startfocusingonthehighervaluelevels.
Benefits
Structured service catalogue throughout the whole TSSK
Catalogue items are defined in terms of services, activity and
process chains, taking in account different inputs, complexity,
skills required, and type of involved resources.
Transparent and objective understanding of the cost basis of the
TSSK catalogue services
Priorities
Analyzing current mode of operation in SDE/FTE costing, pricing
& ordering
Defining/capturing service use cases offered in respective
departments
Identifying inconsistencies in similar services and/or service
chains across lines
Defining methodology and presentation form for the perspective
service portfolio
Creating a pilot of a service catalogue and scenarios for its usage
Explicitly capturing methodology used to define costs and
prices per service (incl. benchmark options, proposing process
adjustments, responsibilities, and ownerships)
The project is going to deliver – expected
customers:
Structured presentation model of service portfolio and catalogue
within TSSK
Service definitions that are mapped to market expectations and
objective cost bases
Competitive analysis of services from TSSK catalogue using price
benchmarking
Process model, roles & responsibilities for future maintenance of
TSSK service catalogue
Update of ordering process together with the definition of
exception rules
37TSSKNEWS 03-04](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-37-320.jpg)
![Work simplification thanks to model changes
Changes are executed faster - can act as a “Short Lead Time” that is
definitely suitable for our customers. There is no more misunderstanding
regarding processes, documentations, information, approvals. It is easy
way how to effectively provide the services for our customers.
The project is supported by Head of GDU SAP TS and Head of GBO. With
help of Alexander Sinsig, Head of Departments, Team Leaders, SPOCs,
members of ECG group and Operational teams the project could born, be
tested and go life. Models were introduced to all our locations and its usage
was also announced. We got a support and feedbacks from our colleagues
and managers. The project is still ongoing and looking forward to the new
models, colleagues, management and advantages that will might come
with new options to improve our processes even more.
The set KPS’s for 2015 are worth to be mentioned, 65% which were already
achieved in March what predicted the project to be very successful and
usefull.
GDU SAP TS is the unit which is always open to new development
possibilities, unit which is employing the real experts and unit which is
definitely striving for perfection and is always ready to deliver the best of
Quality for its customers and for T-Systems Slovakia.
[ Lenka Marcinova, Adriana Tothova ]
What is exactly Default GDU SAP TS pre-approved
Model Change?
Change model is a predefined template with attached ECG (Expert
Competence Group) approved’ RunBook. Expert Competence Group
within TSSK CSS connects the top experts, so called Operational
Engineers, in one virtual organization. These experts are highly
experienced, have strong technical skills and are capable of handling
the critical situations. They assist other colleagues with the most
complicated tasks and share their knowledge and experience, giving
on-site training and guidance until a solution is reached.
Model change in general is a repeatable way of dealing with a
particular category of change. A change model defines specific pre-
defined steps that will be followed for a change of this category. Steps
and time lines are defined in each attached RunBook.
In scope of pre-approved models there are all kinds of modifications on
the status of service and configuration items all along change lifecycle
and it’s adaption to the valid official processes of change management.
Models are pre-approved by required CABs, Management and ECG
(Expert Competence Group).
Change management is the process of managing Changes to the
active elements of the infrastructure or any aspect of services, in a
controlled manner: Changes need to be managed by standardized
methods and procedures to avoid any service disruptions and risks for
our customers.
CAB’s (Change Advisory Board) is the highest approval board
for changes impacting the customer’s service and affecting any
configuration items.
At the moment we have 57 default and 133 customized model changes
pre-approved. With our models we cover SAP Operation, Business
Objects, Solution Delivery tasks, Security, Job Management, TOP25
customers, AppCom /Classic environment, MaxDB, and other topics
which are used on a daily base. The models and the RunBooks are
yearly reviewed and adapted to all official process adjustments.
All Models are strictly controlled by Head of Global Business
Operation Sascha Thierry.
We are really quite happy to announce that Slovakia could take this
initiative and became the very active part of the project within the
testing and supporting steps.
The main advantages of Model Changes:
• Predefined Model Changes
• Every process adjustments are adapted
• Time and Cost Efficiency
• Unification of the repeated actions
• Pre-approved by all required quality, management and
technical gates
• Yearly reviewed of all Model Changes and RunBooks
39TSSKNEWS 01](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-39-320.jpg)
![“Man, I owe you a beer!”, “I owe you a chocolate my friend!”
Does this also happen to you, that you hear similar words of
thanks from your pals or colleagues? Being hit by the winning
euphory after succesful handling of the sofisticated problem
with the use of the others’ help can lead us to various kinds of
promises to repay back. But let’s be honest - the chance of ever
fulfilling these promises is kind of slender. However, sometimes
those promises are fullfilled as our colleagues from DC Network
Services and LAN Operations can confirm. They cooperated
on the OneShell project and except of the common financial
reward they were rewarded also with the unusual bonus.
On 9th February 2015 the message of significant achievement
withinT-Systems aboutShell servicedeliveryranthroughoutthe
T-Systems company. As of this date, the Shell corporate website
is being hosted by T-Systems. This whole project was carried
under the name OneShell. This project was the first RFP and the
first AMM contract for Shell Global Account within T-Systems,
hence the high profile. It represents a key milestone for the
T-Systems Shell Global Account as the Shell.com service is the
firstApplicationsOperationsServiceinourportfolioforShell,for
which we are taking a full end to end service responsibility. The
Go-Live T-Systems now provides content for more than 50 Shell
websites and also provides services for the Shell authors that
produce content for the various platforms. Over 70 individuals
did contribute to this project, from Budapest, Kuala Lumpur,
Dresden and Hague. There were about 20 experts involved
from Kosice from various teams of DC Network Services and
LAN Operations departments under the leadership of Tomas
Zolyomi and Martin Maruscsak.
The financial compensation for a job done
is common for each company. However, guys
from DC Network Services and LAN Operations,
in addition, were rewarded also with the
unusual bonus.
Just before the project was finished, an e-mail had came to my
mailbox with an interesting subject - “Unusual help request”. It
was sent by a Senior Project Manager from Munich - Barbara
Kaltenegger, OneShell lead project manager. In the e-mail
there was written: “I’d like to ask for your support with an
unusual request... Your colleagues in Kosice did a fantastic job
during the OneShell setting-up, and my DCP architect, Amzat,
promised them some cake in November, I think! And I do agree!
Cake is more than justified for these guys!”
The budget was approved, the plan was clear, just its realization
was needed to be done. And since the life is full of surprises, the
project manager Zuzka Homolyova appeared in my office just
at the right time and as an answer to my question whether she
knewsombodywhocouldmakeadeliciouscake,sheanswered:
Yes, I do. Me! And the decision was made! By agreement with
Barbara, we planned a meeting on February 10th. The cake was
excellent and the guys praised their unusual bonus.
The financial compensation for a job done is common for each
company. However, a cake, a chocolate or even a thank you
e-mail as a form of thankfulness can add a significant value and
a satisfactory feeling that somebody have really appreciated
your hard work and that all of your expended effort really makes
sense.
[ Maria Balazova ]
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![TSSK Delivery Quality Targets in 2014 consisted
from Strategic Delivery Quality Index aligned
with Global Delivery Quality measurement and
Operative Quality Index (PCI). First overall results
in April achieved 97,36%. During following months
focus on Quality and set up of improvement actions
resulted in continuous increase of results till
September reaching the highest value 101,65%.
From October till the end of year we recorded slight
decrease of target achievement. Year-end results
reached the overall target achievement of 100,87%
showing positive message, that we were able to
fulfill set targets and even reach more than 100%.
Looking back we can see that comparing the results
from April till December, we improved by 3,51%.
Unfortunately we recorded also 5 human errors
last year. The first one occurred in January causing
outage of SAP system impacting several customer
applications for customer Everything Everywhere.
Especially critical was month April when another
3 Human errors occurred. One for customer
Everything Everywhere and two for customer Shell.
In these cases errors were caused mainly by not
following the processes and work instructions.
The last one occurred in November for customer
Daimler caused also by not following the process.
To avoid the same situations from happening this
year, we really need to stay focused and keep an eye
on Quality during our daily work to sustain and even
increase satisfaction of our customers.
In October 2014 Central Internal Audit took
place with focus on ISO 9001, 20000 and 27001.
We consider this audit as very successful as
0 Non-Conformities have been identified, 20
recommendations were given and 15 Strengths
were found by auditors from TSI.
When talking about Document Management,
Document Management Improvement Project
(DMI) brought several benefits. Till the end of
project in September 2014, approximately 500
from initially 28 000 identified documents were
accepted as relevant for Document Management
in our company and uploaded to Process Portal.
Significant contribution of DMI project to high
quality of T-Systems documents was especially
recognized during Central Internal Audit from
T-Systems International. Moreover project resulted
in implementation of effective and well-functioning
management of documents throughout the whole
company fulfilling required standards. Thanks
to Process Portal, paper form of document
management was replaced by electronic form and
granting of approvals became more effective.
Numbers in the area of Process Trainings are
also quite interesting. Last year, 1237 employees
were trained for Production Processes (Basic &
Advanced Training). Moreover also special trainings
were conducted with additional participation of 382
employees – SM9 Training for CSS and Special
DSC Change Management Training. Concept of
Production Process Training – BASICS has been
revised and updated version is being used since
September 2014. Target group for the training are
newcomers and the scope is focused on essential
overview of processes ( DOM, SACM, EVM, INM,
PRM, CHM ) and basic understanding of their
content and terminology. Production Process
Training ADVANCED was also reworked during
2014 and implementation of the new concept is
planned for this year.
Handover process of new services to operation
gained considerable attention last year. In August
2014, BOD&Q started an initiative to monitor the
technical handover of all incoming systems to
assure the quality. Later on, cooperation with TSSK
Project Management Office and TSSK Operation
teams started to fix the detected gaps. Initiative
brought improvement of results. Starting with the
number of documented technical handover of
systemstooperationonvalue1,29%inAugust2014
and continuous increase of results to value 80,04%
in December 2014. Regular monitoring of technical
handover of incoming systems to operation in CSS
helped to reveal existing issues and gaps, which
were not visible and therefore initiated actions for
improvement. We are glad that this topic led to
the increase of awareness thanks to management
attention and also growing interest of employees.
One of the valuable initiatives during last year was
project CHaMP that resulted in creation of a central
database of Change Models used in TSSK. The
main benefit of the CHaMP database is that our
employees have access to all available Change
models located in one place and therefore can
easily search for the model they need. Till now
we have uploaded about 1000 Change models,
which are currently being updated with their SM9
equivalents.
[ Lubomira Smutkova, Stanislav Vosoust ]
How was year 2014 in terms of Quality?
Previous year brought lots of challenges and struggles but also
several achievements in the area of Quality.
42 BUSINESS](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-42-320.jpg)
![There is a difference between
bill and A bill
Don’t forget to add not only the list of participating employees and their
IDs but also number of Cost Center. You would not believe it, but about 10
percent of employees forget to do it.
Would you like to reimburse an amount higher than 50 Eur? Always attach
the confirmation e-mail from Procurement as well.
There are differences between bills and bills. While in the IT world we have 1
and 0, in the financial one we distinguish cash bill, invoices and many other
documents.
We do not want a copy, keep it for yourself. The original is always just the one,
so send for accounting archivation.
Both sides of the form have to be printed and signed. We think ecological, but
in this case we can not save the forests.
Whether you sit on Tesla or CBC, use an official company address always for
the invoices - you can find it written in your business card or in your email
signature if you follow the correct template:
T-Systems Slovakia s.r.o.
Zriedlova 13
040 01 Kosice
ID: 35 976 721
VAT number: SK2022127932
Measure twice and cut once. The total amount should be exactly the same as
the sum of all bills attached. And up to two decimal places.
Do not forget to add license plate of the vehicle when you ride a pool car or
a company car.
Unfortunately, some reimbursements will never come. If you purchased the
item without the confirmation of internal IT, your direct superior, approval
from the Procurement (over 50 Eur) or you used your private card in Metro,
paymentwillnotbereimbursed.Nosignatureofyourboss-Nomoney,honey.
To see the current process, visit the Process Portal - Statements of other
expenses. We believe that this year we will learn together to write documents
correctly and we can accelerate the whole process of payment together.
[ Ivana Kristinova, Branislav Petrasko ]
Imagine, you are waiting for payments of your company expenses and instead of money, you receive an unexpected
post. You have to check the envelope with a fear. If you see there is Brano from the Finance Department signed, here
it comes – a well-known form. You didn’t fill your request for reimbursement properly. Does this happen often? Well,
Brano receives about 2000 requests for payments annually. However, approximately 20 percent (before Christmas even
30 percent) is filled incorrectly. To be more effective and innovative, Brano created his standardized form with common
errors to send to us. What kind of mistakes do we do and how can we improve it?
Did you know there are 10 types of documents
to be used?
RFP…Request for Payment
SoT&R… Settlement of teambuilding and refreshment
SoWS… Settlement of workshop
SoBD/BL… Settlement of Business Dinner/Lunch
SoCCC… Settlement of Company credit card
SoSFC… Settlement of shell fuel card
RfA… Request for Advance
RFP of invoice (already paid by employee)
RFP of invoice (to be paid by T-Systems Slovakia)
RFP of invoice (paid by Company Credit Card)
( All necessary documents can be found on Process Portal. )
From: Branislav Petrasko, Accountant, Finance
Subject: Corrections in an accounting form
43TSSKNEWS 01](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-43-320.jpg)
![Service Delivery Management provisioning in today‘s global economy
is, no doubt, challenging. Service delivery professionals are faced
with continuous strive for higher quality whilst reducing costs. Our
customers want their Service Managers at T-Systems to consistently
deliver high level of quality and require a proof of doing so.
The Service Management Certification, internationally recognized
within T-Systems, assesses the functions and the skill set of an SDM as
Service Delivery Management requires strong leadership, managerial
and techno-functional skills. The participation in the SM certification
program helps the candidate on the path to a successful delivery
management role and promotes the significance of this role within and
outside of the company. The Service Management Certification for all
service delivery managers of T-Systems is to become our new quality
standard for service delivery provisioning and will continue to be a
strong focus in future.
The SM Certification recognizes a competence of
an individual to:
• understand the essential knowledge, processes and
terminology needed for effective service delivery management
performance
• validate the ability to apply agile principles and practices of
delivering information technology
• remains a key pillar for stabilizing and improving quality at
Service Management
ServiceDelivery
managerscertified
Service Management Certification description
The seminars focus on 15 knowledge areas - SDM Processes and their
implementation, Sales-Service Cooperation, Deal Handling & Deal
Office, Transition & Transformation/Deal Handover, Risk Management,
Q-Gates (Quality-Gates), Claim Management, Commercial Steering
of Contracts , Service Level Management, Escalation Management,
Service - Production (SL) Cooperation, Quality Kit 4.0, Nearshore
Steering, Security Management Service and Customer Satisfaction
and Relationship Management.
The candidates can prepare via eClassrooms, face-to-face sessions
or self-study from Service Management Library accessed on Q-Base.
The certification seminar session, which focuses in more detail on 3
of the 15 knowledge areas in scope, takes approximately 1 day and
concludes with a final test. Entry criteria for SM Certification enrolment
is an ITIL V3 Foundation Certification and SDM position owner. The
certification requires retesting every 3 years.
The International certification program for individual countries was
launched from early 2013. The Service Management certification,
together with ITIL certificate, has quickly become a reliable indicator of
general managerial competence and potential in service management.
TSSK is amongst the successful participating countries with an
excellent pass rate.
First pilot certification within TSSK took place in December 2014 and
was led by trainers Herman Doll a Michael Dreyer from T-Systems
International.
23 SDMs within TSSK from Service Management International
Department lead by their HoD Zlatica Prochazkova took part in this pilot
and all passed with an excellent pass rate. 18 SDMs out of mentioned
23 have met the entry criteria for certificate receipt, the certificates
were awarded by the DQS -Deutsche Gesellschaft zur Zertifizierung
von Managementsystemen.
The benefits of The Service Management
Certification for SDMs
The most beneficial element of being Service Management Certified
is the inclusion into the international SDM community, which
opens a whole range of opportunities for knowledge sharing and
international experience, where participation in special projects or
regular conferences may be offered. The Certification is also a visible
indicator of personal qualifications and experience and furthermore
demonstrates personal commitment to self-development.
The TÜV (German Technical Inspection Association) is also
expected to confirm this qualification, which would give the
certificate significance far beyond the boundaries of T-Systems.
[ Lenka Bodnarova ]
44 BUSINESS](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-44-320.jpg)
![Why do so many improvement
attempts fail?
Is there some trick to successfully implementing a change in
an organization?
Resistance is futile natural
Coming to a team or department with a proposal of change will almost
always be met with resistance. People don’t want to change the way
they work, they don’t want to switch to a different toolset, or different
communication style. Furthermore, the team members will typically
already have an experience with previous changes which might have
ended badly, or did not achieve the benefits originally promised.
Therefore, anyone who wants to make a successful change in the
organization needs a toolset that will make it possible. In this article, I’d
like to explain the eight steps of successful change, and explain how they
work. This is part of the Green Belt toolset which we teach during Green
Belt trainings.
Getting ready
Before the change can begin, the project manager typically needs to
convince people to get on board. This is best accomplished by Creating
a sense of urgency – and we use the “Burning Platform” tool for this.
Burning platform is essentially an allegory: “We” stand on a platform that
is catching fire. For now, we still have places on the platform where the
flames have not yet reached, but couple of months from now, the entire
platform will be engulfed in flames, and if we are still on it, then we will
die. So, we need to use the available time to build a bridge to another
solid surface, perhaps a shore or another platform, and move there. The
fire in this allegory can represent our competition which is cheaper or has
better quality, and explains why we have to improve our quality or reduce
our costs even though the customers are not yet complaining.
The next step is Building a Powerful Coalition – making sure that all
stakeholders who can veto the change agree with the necessity and
support the change. Once this is done, we have to Create A Vision of the
future, and Communicate the Vision in a convincing way to ensure most
people like it. Catchy slogans, powerful visuals, presentations during
which the project manager radiates enthusiasm are all part of this step,
and watching legendary keynotes of Steve Jobs and other entrepreneurs
can provide examples of what “convincing way” means.
If you are counting, you might have noticed that that’s already 4 steps,
and we haven’t even started executing the change…
Implementing the change
Since the change is probably going to take some time to achieve, it is
important to begin the effort with two quick steps: Removing obstacles,
in which any barriers that make the change impossible are moved aside
or eliminated, and Achieving Quick Wins. Quick Wins are the much
needed first victory, some comparably smaller success that everyone can
be proud of and that give people confidence in the project manager.
Only after all this comes the main part of the change. What is important
then is to Allow building on the change – that means, making sure that
future improvements can take advantage of what this change already
achieved. And finally, the result of the change should be Solidified
in the organization – the success and the new standards, rules and
functionality needs to be communicated and must become “part of the
company DNA”. This consists of many activities, but one very visible
support activity for this are the ever-present posters on the walls of our
offices and corridors, reminding everyone of our core beliefs, rules, and
past achievements.
Comprehension test: Which of the eight steps do the following recent
events fit to?
1. Thomas Bodgain’s “From 45° to flat” presentation regarding our
growth
2. “No flash for a bad stash” posters
Correctanswer:
1.Presentation“From45°toflat”couldbeeithera
“Burningplatform”or“CommunicatingaVision”.
2. “Noflashforabadstash”helpsremindeveryoneofClean
deskpolicy,andassuchisanexampleof“Solidifyinginthe
organization”.
Burning platform
Not much time
Why: Create urgency
(Competitors, Poor
rating by customers)
FMO
=
SafetySerious threat
[ Pavel Drotar ]
Learn on your break
Change Implementation Tools
„The change“
45TSSKNEWS 01](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-45-320.jpg)
![Scope of our team activities consists of various topics. At
firstplacewecoverlocalimplementationandmaintenance
of Integrated Management Systems (IMS), Process
Management and guidance for Process & Quality topics
at TSSK. Our TSSK Process Managers for Operational
Delivery Processes manage local implementation of TSI
Reference Processes, provide Process Management
trainings for TSSK employees, consultancy for Process
topics and process improvement activities.
Next area of concern is Audit Management. We are
responsible for Local Internal Audits to ensure compliance
with all relevant standards and processes. Moreover
we coordinate all activities needed for preparation and
realization of TSSK certification as a part of overall TSI
Umbrella certification for relevant ISO standards (Quality
management system, IT Service management system,
Information security management system). In our area of
responsibility there is also setting and reporting of TSSK
Quality Targets, thanks to which we monitor improvement
of our performance and support for Business Excellence
Projects (known as Green Belt Projects). We provide
quality support for Delivery in terms of Handover to
Operation and governance of Document Management
System where we ensure compliance of TSSK documents
with required standards. Besides we steer and coordinate
regular update of database containing Assignment groups
used in TSSK, which simplifies access to the lists of
Assignment groups needed for quality reports and ensure
Quality Review reporting on MB Delivery.
Important core area of our team is Resource Management.
Main scope is to track the PoP demand planning which
manages and reports on all types of businesses such
as new demand, transition and volume increase. With
capacity forecasts deriving from PoP demand planning,
Managers, Controllers and Human Resources can
plan better and take hiring and budget measures. This
improves, among other things, cost transparency and
efficiency targets fulfillment.
Next area of our scope is Performance & Efficiency
Management. The aim of the operational performance &
efficiency management is improvement of the company’s
productivity and support of the managerial decisions in
terms of new business and efficiency increase. The related
ongoing project Operational Performance Management
at TSSK (OPfM@TSSK) will provide the 360 degree
performance overview of the delivery units (CSS, TSS,
Service and BOD&Q) for the entire managerial levels.
With aim to share with you all the important information
about our activities and news we prepared Qbase page
“Quality Point @ TSSK” where you can easily find relevant
information based on your area of interest. We would like
to use this channel to communicate to you all updates
and ongoing activities from the area of Quality & Process
Management steered by our team.
[ Lubomira Smutkova, Stanislav Vosoust ]
From the upper-left: Denisa Simcakova, Lenka Cuperova, Inez Havrilova, Jan Sust, Michal Susko, Gabriela Bolcova, Tomas Francak,
Pavel Drotar, Erika Verebova, Carsten Schiller, Kristyna Brinzikova, Klaudia Tothova, Viktoria Levicka, Daniel Lenko, Michaela Kujanikova,
Martina Lengyelova, Stanislav Vosoust, Martin Lesko and Lenka Strbikova.
47TSSKNEWS 01](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-47-320.jpg)
![Stefan
enthusiastic photographer, came from DCNO
department where he worked as a network
administrator. What he found interesting there were the
transitions and migrations. He realized that it is high
time for change and the project management was the
first choice.
Julia
often relaxing with her dog Falco, accepted the
challenge to build up the Project Delivery Team after
she was leading the P&TM1 (Rollout Management
Team) at TSS service line. For her, it is fascinating to
deal with similar topics in completely new and different
environment.
Gabriel
who is known as a fan of a green tea, started as a
network specialist in the DCNO Customer Firewall
Operation. Later on he was promoted to the Head
of Customer Firewall Operation team. Later on he
worked as a project manager for TSS in the T&T
program, where he built a Security Operations Center
for the European Commission. Currently, Gabriel is
responsible for leading the R&D Program Office.
Veronika
who has the biggest handbag in the world, worked as a
process specialist in the Telecom IT service line. She is
currently working on PMO duties for the DPS projects
and preparing herself for CAPM exam.
Samuel
one the most technical guys here, surrounded by lot
of plants at his working place, worked as a network
administrator for the DCLAN international team. In
his new role of a project manager he wants to use the
knowledge he got from the previous team and gain
experience in the project management.
Martin
workedasanICToperatorwithintheSharedOperations
Services team. He sees the project management as a
rather big challenge yet is prepared to learn and gain
knowledge and experience in the field. Unless he
makes a career in the music business he wants to be
fully committed to the area of project management.
Rafo
who is older than he looks, worked as an ICT
administrator within a T-Systems company for 5 years.
He first met with Project Management two years ago.
After gaining experience with internal projects he
realized he should change the way where his career is
heading to.
Anton
who likes ironing, worked as a quality manager on
a unit level. His aim as he says is to become a “Top
Gun” in project management. He thinks it is a great
opportunity to gain experience and sees the project
management as a kind of a challenge yet he is ready
and prepared to deliver successful projects to the end
customer.
VladimIr
who enjoys playing squash and jogging, worked as a
lead incident manager within the Business Operations
Delivery & Quality unit. Vlado already gained
experience in project management in the past so he
is definitely looking forward to new challenges within
the PD team.
Viktor
the tallest member of the team, able to reach
unreachable, came from quality area as a quality
lead of the DPS unit. After his participation in several
projects as a sub-stream lead, he realized that project
management suits him the best and decided to join the
Project Delivery team.
[ Julia Camajova, Gabriel Jakab, Martin Tomasik ]
49TSSKNEWS 01](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-49-320.jpg)
![By following the global trends in the IT Industry, we were still
missing one project. The project, which would help real to
automate tasks and services that we provide. Although, the
costs of acquiring new technologies go down, on the other
hand, they need bigger support. Customers enjoy increasing
quality, shorter solution time of renewal the services. They
expect us to provide more and more for less and less.
Under the aegis of Thomas Bogdain, last summer we managed
to put together the group of hardworking people, who keep the
speeduntiltoday.Sincethenaheavyloadofworkhasbeendone
(analysis, definition, development, meetings, explaining)…..and
some parts were partially implemented already.
At the beginning, everyone focused on monitoring department,
today’s Shared Operation Services, where the biggest potential
for automation is. The analysis found out, that from huge
amount of messages, which are coming to monitoring console,
an operator creates only 20 per cent of unique incidents. 80
per cent of them are correlated. Why is this so? Firstly, requests
for relevant change of monitoring is possible to make officially
only twice per year and German engineers are responsible for
it. Further, there is only a single monitoring model for different
platforms. Nevertheless, what is important for classics servers
is not necessary so much for virtual ones. According to the
processes each event has to be processed.
EVA is suddenly able to help. EVA = event automation. Basically,
just monitoring console is processing events itself on the
base specified conditions. Every single message as before
is recorded and processed. However, with one difference,
messages are correlates by machine. So, with this action, we
were able to relieve the operators from not very sensual work
and saved resources at the end. Already now, we reached 90 per
cent correlation by EVA on appcom environment.
It doesn’t mean this initiative is a benefit for SOS department
only. Mentioned setting conditions can be used also by teams
with higher level of support for messages, where no tickets need
to be created for events. It can help to reduce the number of
incidents. Of course, there is an approval process is needed in
order to ensure the four eyes principle.
Overall, the project is divided into three phases. The first was
described above. In the second phase we will deal with setting
up automatic and addressing incidents to the responsible
group. The step requires correct data in our global database.
The third phase will require the cooperation of all of you. We will
automate more complex task. From several simple tasks, where
scripts already exist to those that still need to be collected. Your
initiatives are more than welcome.
Since December, the project team members meet with
representatives of the OS and application teams. There was
detailed explains what to expect from the project, as tool EVA
works and what it is capable. The implementation requires
deep analysis. A careful analysis with assistance of responsible
groups is basement for creation of rules for proper EVA work.
We hereby want to thank the teams who have attended those
meetings, for their time and really good cooperation and help.
After expert explanation, majority of you were excited about this
idea. Therefore, I believe that you will sense spread the benefit
of this project among your colleagues.
Now we focus on the standard environment. There is still a lot
of work ahead of us, big challenge to automate other tasks.
Therefore, I would like to thank to all project team:
Shared Operation Services – Martina Buhlova, Lucia Benova,
Bibiana Hola, Martina Hudymacova, Petra Pavlova
ASIC – Martin Hasicek, Matus Vojtko, Jan Stasko, Marian Toth
Project manager – Maria Gurbalova
First of all thank you for the work done so far. At the same time
I wish to all people working on the project to carry on in the same
speed and believe in this project. May the ones who still have
doubts and say it can’t be done not to discourage you. “Where
there’s a will there’s a way.”
[ Lucia Beňová ]
From the left: Martin Hasicek, Jan Stasko, Lucia Benova, Martina Buhlova, Bibiana Hola, Petra Pavlova, Martina Hudymacova, Matus Vojtko and Viktor Nemes.
51TSSKNEWS 01](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-51-320.jpg)
![What was your role in the project?
“My role was to steer overall performance and health of the systems
over the whole period of the go live phase. Also, I reported to the
business on crucial Key Performance Indicators, provided analysis
on changes in trends and helped in case of issues, to deep dive into
the applications and infrastructure to speed up restoration time”.
What types of challenges did you face during the project?
“During the project itself we came across minor hiccups on the
infrastructure site, with a filer issue and Sabrix stability, load
balancing issue. Both items got quickly resolved with no impact
on the overall project and operations, thanks to the T-Systems
hypercare team and the joint effort of the T-Systems operations
team”.
What additional benefits/ knowledge did you bring to
the project?
“I think a global view on the infrastructure of our hosting
platform (AppCom), the way T-Systems works and supports our
customer Shell, and close contact with the operational teams.
This means that once you see the Key Performance Indicators or
performance deviating, you know where to look at, which parts of
the infrastructure or application to check, what needs to be checked
and at the end who to ask to take a look and provide you with the
information that you can put together and compile into a Root
Cause identification’’.
Can you describe what it was like to work together with
Shell?
“All people I met within both Shell and T-Systems were very friendly
and open so I got a chance to experience the “Team together - Team
apart” principle in reality which was a great experience. A special
pearl about Shell: every single colleague who is lucky to come and
join their work premises for a while will get a great dimension on
what “Health & Safety” in the workplace means. Shell very well
enforces their Life Saving rules in the workplace which I very much
appreciated.”
Did you have chance to visit some nice places during your
stay in Houston?
“Once during the weekend I could go for a trip to see the ocean
(thanks to the T-Systems DS Service Delivery Manager for the long
car drive), and I visited the Houston Space Center at NASA. I also
got a chance to be a witness of the unforgettable 4th of July USA
Independence Day, including mega fireworks and happy smiling
people all around.”
What did this experience bring to you personally?
‘’Cooperating with all sorts of global colleagues, managers and the
customer directly, meant to me a great responsibility and a huge
experience”.
At the end of the project, appreciation was received from Rahmi
Bayraktar, T-Systems Global Service Delivery Manager Shell
Downstream:
“All colleagues involved in the project showed great dedication,
focus and exemplary teamwork from day 1. This has definitely
contributed to the successful completion of the project. I would like
to extend my special thanks to the following T-Systems teams who
went the extra mile during the project: the Global Customer Unit
Shell, the Project department, the SAP team in Slovakia, the Sabrix
team in Slovakia, the Technical Account Managers (TAM’s) for
Shell Downstream, the engineering department and the Dynamic
Platform Services (DPS) team.”
Thank you to:
Del Gill – T-Systems Deploy Lead and Roman Kusnirik – T-Systems
SAP Lead for Downstream.
All colleagues from the USA, the Netherlands, the United Kingdom,
Germany, Slovakia and Malaysia.
Rahmi Bayraktar – T-Systems Global Service Delivery Manager
Shell Downstream.
[ Rahmi Bayraktar, Lenka Marcinova, Roman Kusnirik ]
.
Interview
with Roman Kusnirik about
his part in the US Fuels go live
project, and his stay in the USA
54 PEOPLE](https://image.slidesharecdn.com/9f2a47dd-3f19-4cb9-b7fe-42d77c9b470a-150604115707-lva1-app6891/85/TSSK_ENG_01_2015_web-54-320.jpg)
![Imagine a letter addressed to you arrives to the company you work for. It
makes you stop for a while, perhaps even shiver and then feeling a bit tense
you start opening the envelope from which a familiar customer logo pops
out. You start reading the first line of the letter and your face expression
turns all of the sudden to smile of satisfaction. Your job is worth it and brings
results. Now you have it written officially… That is the scenario our colleague
Jan Vachal went through. Thanks to his hard work the name of T-Systems
Slovakia earned great points.
Delivering business excellence is always a challenge and in order to delight
our customers we commit ourselves to demanding targets, month after
month, year after year.
To achieve them, we need to constantly develop ourselves and in doing so,
receiving positive appraisals, boosts our motivation as well as providing
crucial feedback when we do things well.
2014 was a challenging year for the SCC1 team within the TSS GCS
department and our customer BP has now signed a new contract with
T-Systems.
Despite organizational changes (Colleagues and Managers) in the team one
individual has continued to delivered great service.
Jan Vachal has managed to improve the service for BP and worked tirelessly
towards the resolution of a couple of long term persistant painpoints accross
worldwide sites.
His work has been praised within a Thankyou letter sent by Shaun Baker
Head of Global Network Services at BP and Service Delivery Managers from
T-Systems USA and UK.
“I want to thank you (and the entire Firewall Team) as well for the excellent
work in FY2014, in support of the GHNS Services to our customer.“
Lisco Scott, Service Delivery Manager, T-Systems North America
“As if you did not already know...you make Lisco and I two very proud SDMs,
and we thank you (and the entire Firewall Team) for the excellent work in
2014, in support of the GHNS Services to our Customer.“
Adele Levitt, Service Delivery Manager, T-Systems United Kingdom
Congratulations !
Letter of Thanks
the best of the best
JAnVachaL
[ Jozef Benedik ]
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![About WCM
In Manufacturing, the concept of World Class Manufacturing (WCM)
is a proven approach to waste reduction - for several decades now. In
WCM, a group of experts analyses the processes to identify waste, and
then develops solutions that get rid of this waste. These solutions must
then be rolled out in all locations which use that particular process.
The solutions are divided into steps, and in WCM, there are 7 steps
overall (for each process) that lead to a process without waste.
As you can imagine, implementing a solution (such as assembly line
reorganization) in all factories around the world can be very expensive
and slow – to the point that some of the WCM Steps take years to
implement. WCM is used in many companies and it brings substantial
efficiency gains.
How could “World Class” work for IT?
The situation in IT (or, at least, in T-Systems International) is different
from Manufacturing. We don’t have few highly standardized products;
instead,weoftenprovidehighlycustomizedservicesforeachcustomer,
with many exceptions from the reference processes, and because IT
landscapes are not standardized either, often implementing a change
requires a lot of analyzing, surprising discoveries and even a bit of
pure genius to work with the particular setup of a given machine.
This became clearly visible when we analyzed Change Management
in November 2014 in the pilot environment: nearly 50% of working
time is spent preparing for implementation, getting all the information
needed, readying our tools – in other words, doing “Value Enabling”
work. Only 20% of working time is actually spent doing what the
customer asked for – changing something on the target system,
installing a patch, backing-up a database or adding new network
connections.
As such, it became apparent that focusing only on Waste reduction
would limit our options for efficiency gain. Therefore, when devising
the 7 steps of World Class IT, we decided to target Waste during the
first 3 steps, and then shifting our attention to Value Enabling and even
Value Adding work.
Coming up with ideas
When we analyzed our findings from November 2014, we focused
on “sources of waste” – activities that were going on when the waste
occurred. We noticed inefficient communication, wasteful reporting,
and tool failures, just to give a few examples. With this, we could
calculate potential efficiency gain from eliminating these sources of
waste, and plan the sequence of steps. Then, the project team started
coming up with ideas for the items of the 1st step. The brainstorming
and design of these solutions took several weeks and involved writing
up new documentation, preparing posters and presentations and
even a bit of programming.
Implementation
As I’m writing this article, we have just finished implementing the
solutions of the first step in the pilot environment, and this resulted in
approximately 6% efficiency gain –above our target of 5%.
If these results are approved by stakeholders, we intend to proceed
with rollout of the solutions to the entire Operation, while at the same
time going to Step 2 in the pilot organization.
The project team
None of this would be possible without the valuable contribution of the
entire project team and support from stakeholders. I would especially
like to thank Alexander Sinsig for allowing us to run the pilot in SAP,
and toMonikaPoussardforcoming up withthe conceptand assuming
overall responsibility for the project.
[ Pavel Drotar ]
From the left: Lenka Strbikova, Patrik Fedor, Anna Banoova, Katarina Galajdova, Adela Kobulnicka, Zuzana Chovanova, Martina Hudymacova
and Pavel Drotar
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![and without time pressure and vice versa - when stressed and tired.
By all the activities we use many different props - a “collection” of
arms. Nothing for weak stomachs until you realize it’s just artificial.
Marek: There have been many, and not all of them had a happy
ending. Floods have been the most interesting for me because I got
to know many people I had never met without such situations.
I have to ask why are you doing it even though you are
not rewarded? What are the benefits, personal or other?
Erika: It’s a feeling of satisfaction that I can help somebody. It may
seem like a cliche but such a feeling is not worth any money. It’s an
intelectual learning and when you see how your dog gets better, it’s
great. I did not study vet but I do have an interest in it of course.
As every hobby, this one costs something too. We get money from
2 per cent of tax or other volunteering contributions, sponsors,
grants, we are pro-vided by a place too (University of veterinary
medicine in KE). We have to pay many things from our own pockets.
We train every weekend and everything costs some money - petrol,
accommodation, workshops. This year we are heading to the
training in Malacky, Brno, Jazberenyi.
Marek: It’s more about the belief. Person goes to bed differently
when he had helped to find a lost child or a relative.
Are there any competitions in rescuing?
Erika: Yes. With my Speedy I won two years ago a prize of a referee
at Cassovia Cup organized by our brigade. Last year we took part
at Memorial of O.Kralova Mistrikova at Donovaly, these is the
interna-tional race with exams.
Marek: There happen trainings mostly. Exercising one’s skills
is very important for everyone who had started doing it. People
perceive us as professionals. Therefore it’s crucial for us to exercise
like this. Continuous training eliminates mistakes. That’s why many
people meet at trainings as well as actual events too.
Thanks to Erika and Marek for the interview. If you wish to know
more about a kynological rescuing, visit the website www.kekzb.
sk and you may join rescuing of people’s lives. As they said, they
welcome new figurants for the dogs to learn to work with various
types of people. Do not hesitate and contact them.
[ Livia Galova ]
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![Non-profit companies divided more than 13,000 euros.
Employees of T-Systems Slovakia contributed their bit as
well. During the Garage sale and Year-end-Teambuilding
event – the Great Gatsby collected over 700 EUR and some
of employees are also involved in projects as volunteers.
“I am very pleased that Donation Fund has continued
financial support to those who need it. I also like that
helping others is not foreign for our employees willing to
help and support a good cause often at the expense of their
free time,“ concludes Thomas Bogdain.
[ Katarina Holopova ]
Dedinka 1 464,00 Euro
Centrum Liberta 2 000,00 Euro
Enjoy the Ride 2 000,00 Euro
Collegium Myssle 1 934,40 Euro
Domka 2 000,00 Euro
Priatelia trstenskej prirody 2 000,00 Euro
Detske ARO Kosice 360,00 Euro
Santiago 1 288,78 Euro
13 047,18 Euro
Santiago opens Sariswood
Civil Association of Velky Saris is trying to enthuse
children and adults for a theater through the
project Sariswood. This time is about to rehearse
the musical tale and to involve amateur musicians,
artists, and especially different generations of
inhabitants of the city.
Children ARO increase the safety of
pediatric patients
InKosiceChildren’sUniversityHospitalinthefieldof
ENT and thoracic and abdominal surgery annually
operates about 1,400 children. Every single patient
receives anesthesia before surgery. Thanks to the
administration of the grant will be safer. Children
ARO buys pressure gauges cuff endotracheal tube
to ensure that pediatric patients at surgery enter the
body always just the right amount of oxygen and
anesthesia.
Domka wants to solve people’s
problems
Association of Salesian Youth Domka received a
grant for education and awareness activities. For
members of their communities, but also the general
public, plans to assist in various life situations, give
them space to express themselves and make the
ability to communicate with experts.
Civic organization Dedinka
revitalizes the garden
Voluntary non-profit organization from Kostoľany
nad Hornádom sets out the plan to change the
municipal and school supplies on a publicly
accessible rest area. Using volunteers and financial
support organization will transform unused area
suitable for kindergarten. Afterwards, Dedinka will
be able to organize social and sports events for
residents and visitors of the village.
Centrum Liberta helps disabled
children
Kosice rehabilitation center works mostly with
children with severe cerebral palsy. Through
the project „Come with me outside“ Centrum
Liberta wants to bring the event focused directly
on disabled children and youngsters. Since the
events of this kind aren’t very familiar in our region,
Center Liberta believes this will allow children
and their families get back together more easily,
while positively stimulate the development of their
patients.
Priatelia trstenskej prirody seeded
Lime Alley
Morethan70kilometerslongpavedbiketrailKošice
- Sárospatak was completed in the summer of 2013.
The surroundings is planned to be beautify by
unique lime alley by NGO from Trstená pri Hornáde.
Pleasant shade is attracting more tourists, joggers
and cyclists, lime blossom attracts bees, which
beekeepers’ enjoy. NGO involves general public
into planting which builds a positive relationship to
trees and nature.
Collegium Myssle opens the gate to
the Bronze Age
Nizna Mysla is one of the major sites of the
Bronze Age in Central Europe. International
asociation Collegium Myssle operating since
1995 is presenting the studies that are underway
to the public. Through the project „Enter the gate
to the Bronze Age“ wants to bring visitors to the
archaeological complex of ancient history by
replicas of dwellings and fortifications, workshops
and expert lectures. Natural heritage village full of
monuments should faithfully imitate life people, this
area.
EnjoytheRidebuildsabettercycling
area
The team of young recreational and racing cyclists
Enjoy the Ride has been working since 2013 to
build a public cycling area - Dirtpark Drábova on
the outskirts of KVP. Fundamentals are already
built and with the help from the grant, the areal will
look even better. Cyclists will seed a green area wth
plants and trees, place educational charts, baskets
for waste separation and expanded seating for
implementing environmental education activities
and sporting character.
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![and this fact wasn’t included in external trainings. Another problem
that we had to face is that when new versions of SAP components are
requested from customers its immediate implementation is needed.
It means that market is having hunger for trainings like this and to
implement trainings to their portfolio takes a lot of time. In contrast of
this fact in T-Systems, people already have rich knowledge with those
components. Another disadvantage of external training is not enough
practical exercises. Therefore we decided to build from SAP Academy
specific training by exactly defined requirements which react on
changes within SAP and focus on practical theory, demonstrated on
practical tasks gained within daily operational work.
Last and very important factor is that project SAP Academy brought
significant saving on education for T-Systems Slovakia.
First training within SAP Academy
Kick-off meeting took place on the 20th of August where the whole
projectwaspresentedbyMilanStevkov.InthesametimeTransformation
project was running in the company. Within the project was needed
to restructure the Departments including SAP Unit and as an effect of
this change new Customer Operation Center was established. Newly
created COC gave space for SAP newcomers who first needed to
be trained. Therefore SAP Academy could prepare its first training
for them. Opening training took a place on 9th of November with 12
participants and lasted 9 working days. During those days extremely
busy agenda was scheduled which required proper concentration and
professionalism from the side of trainers.
Participants went throughout the several fields in SAP environment:
• Administration based on SAP NetWeaver AS ABAP
• Practical knowledge in start and stop SAP System
• Basic user administration in SAP
• Setup and administration of remote connections
• Maintenance of SAP Components
• Definition and integration of printers in SAP System
• Settings and optimization of background processing in SAP System
• Setting up System monitoring
• Structured troubleshooting
Course ended with the final test, which examined theoretical and
practical knowledge of participants. Successful completion of the
course was set to 70% from the average of theoretical and practical
part of the test.
Troubles within the SAP Academy
During the preparation and realization of the training under the slopes
of T-Systems Slovakia we had to face still facing many problems.
Some were resolved and some are still looking for solutions. First we
had to fight in the stage of preparation when training materials were
created. External trainers are using licensed materials from SAP AG.
Our documentation is touched by same materials but it was needed to
get approval from SAP AG. This agreement was successful confirmed,
thankstoMr.JozefOndas,whoinitiatedbirthofSAPAcademyinKosice.
Another issue on which we hit is hardware in training room. Computers
were initially equipped with 8 GB of RAM , which is insufficient for
correct operation of the SAP system for training purposes . After an
agreement with provider of the training room, which is UPJS , was
memory increase to 16GB. A related problem was that in the computer
we couldn’t reinstall the operating system , so we had to virtualize the
training environment and pass it as a virtual operating system.
Within the pending issues for which we are searching for solution
belongs as well licensing of SAP software which is used for educational
purposes. This question is currently communicated with SAP Slovakia.
Other facing issue is booking of training room. SAP academy
comprises of several companies and schools so the room is constantly
occupied. Therefore it is really hard to obtain reservation several
months before the planned course. This issue occurred also during
courses of T-Systems in November and December, when the training
room BELL at Moldavska premises was used instead of training room
of UPJS. Availability as well as possibility of the room using in UPJS is
under the discussion.
What are the future plans with SAP ACADEMY?
T-Systems Slovakia is the biggest provider of SAP Administration in
Kosice and therefore more trainings are planned. Trainings will focus
on the fields which people are using in every day work.
We will try to cover the whole area of basis administration, which
besides of own maintanence of SAP systems will also include the
implementationtasks.Allourtrainingswillperformpracticalknowledge
and experience which we gained throughout the years, working with
SAP Technology. We also would like to focus on theoretical part which
will be for participants high - quality preparation for SAP CERTIFIED
EXAMS.
Words from Milan Stevkov, Head of MPHS&EMEA Department
I would like to express big “Thank you” to all colleagues who
participatedincreatingSAPAcademyfromtheinitialconceptualphase
till the actual training implementation. The whole initiative is confirmed
by excellent results, which shows that in Kosice we have built together
the organization able to educate SAP specialists who provide highest
quality services. This is confirmed by a customer satisfaction survey
which greatly exceeds results of our direct competitors. This is not
the end of the story... We will continuously work on the optimization
of ongoing trainings as well as the preparation and implementation of
further training in the future.
Guys, Thank you for your amazing performance, long-working hours
and for representing SAP Unit in the way which shows our huge
potential on the competitive market.
SAP Trainers:
Jakub Mlynarcik – SAP ICT Engineer, SAP EMEA 1 Team
Peter Jutka – SAP ICT Consultant, SAP Project Delivery 2 Team
Tomas Marcinko – SAP PCI Engineer, SAP Project Delivery 2 Team
Tomas Torbik – SAP ICT Administrator III. SAP MPHS 2 Team
Slavomir Prusak - SAP ICT Engineer, SAP EMEA 1 Team
Jan Durisin - SAP PCI Engineer, SAP Project Delivery 2 Team
.
[ Lenka Marcinova, Tomas Torbik ]
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![EdTech Europe 2015 [Track 1]: [Bill & Melinda Gates Foundation], ([Stacey Cla...](https://cdn.slidesharecdn.com/ss_thumbnails/5-keynote-staceyclawsonppt-150708083555-lva1-app6891-thumbnail.jpg?width=640&height=640&fit=bounds)
TSSK_ENG_01_2015_web
- 1. TSSKNEWS01 / 2015 Weare the champIOnS! frOm yellOW tO magenta MichaelSchliTT – the man behInd telekOm It ServIce management tarIff reShape prOject uS fuelS gO lIve
- 3. TSSKNEWS In house magazineof T-Systems Slovakia Not for sale Issue: 1/2015 Published quaterly in English and Slovak language versions Publisher: T-Systems Slovakia s.r.o., Corporate Communication department, Zriedlova 9, 04001 Kosice, Slovakia e-mail:communication@t-systems.sk Print: Sedem – reklamna agentura s.r.o. Editor in chief: Zuzana Kanuchova Editorial Board: Pavel Drotar, Kristian Kuchar, Livia Galova, Ivana Kristinova, Veronika Bojsova Graphic Design: Boris Mihalik Photo: Matej Belica, Robert Petrik, Dominika Balajtyova, fotolia.com and private archive of the authors Language corrections: Livia Galova Number of copies: 1600 in Slovak, 100 in English Copyrights: Reserved and may not be published. Authors of articles published in this issue reserve by the editors the right to authorize the reproduction and communication to the public of articles in accordance with § 33 point 1, number a) and d) of the copyright act of Slovak law. Editorial The time to change guards has come Who wouldn’t like long weekends? They often bring an unexpected situations or memorable moments. I suddenly found myself in a conversation where the possibility or the impossibility to measure a personal success or a success in general was discussed. Is there a scale that clearly records a successful project or a personal win? And if so, how to and what with to measure it? Can you do it by set goals? By the situation in which the project took you much further than expected and brought a new possibilities? By a positive feedback, an award, a pat on the shoulder, a public admire or by an internal feeling? But can success be measured at all? I won’t dare to answer clearly, as every man takes a disparate view on it. We all have different goals, various perception of success as such. Perhaps it can be measured and seen clearly in hindsight. What’s for sure it doesn’t come without a hard work. Even in the case of our in house magazine is no different. After more than two and a half years it’s time to change guards. It seems to me like it was yesterday when I for the first time flipped through the whole archive of individual issues and soaked up the atmosphere of our company. I was trying to devise a strategy, tools and the way of how to take the development of this internal medium, the quality of graphic, the content diversity a little further. Only you, our readers and colleagues can judge and tell whether I, with the help of the whole panoply of co-authors, graphic artists, photographers and counsellors succeeded. The aim was to create the widest possible overview of events for a specified period of time by an innovative form. TSSK NEWS represents a certain type of company’s chronicle that is filled with our successes, points of view as well as cooperation activities. It completes the picture of life in T-Systems Slovakia and plays a role in the corporate culture setting. Whether we admit it or not it‘s a picture of all of us. You and I are the creators. If you like, let’s build it further in a great spirit, if not, its destiny, appearance and content is in your hands. It‘s unique only because it offers the opportunity for all. Each member of our “Slovak magenta clan” can contribute and participate in its content as well as on many projects and activities that our company offers. All it takes is just a pinch of proactivity and then a handful amount of a hard work. I believe that in this issue you will find not only an interesting list of our recent awards won but also an inspiration for new projects or activities. The time has come to thank to all colleagues for their support, advice, cooperation and achievement of the set goals. I already look forward to the next successful and challenges bringing projects, the cooperation with at least as unique people as I had the opportunity to work with. May you always find those unique moments in your environment and share them with us. Don’t forget to be awesome in everything you do! I wish you all this and much more Zuzana Kanuchova 3TSSKNEWS 01
- 4. 5 – 21> EVENTS MD Section Awarded for Inspiring approach - Via Bona 2014 We co-organized the ITART BALL The Data Privacy Award 2014 The Smartest guys from T-Systems in Kosice again! ATTIC 2015 Open door days are getting more popular We are the champions! Ice hockey tournament Telekom IT community-Business beauty at its best Business Operations Delivery & Quality All staff meeting International NETAPP Storage days at GDU DPS Given hardware will serve as test environment 22 – 42 > BUSINESS Financial results of T-Systems Slovakia in Q1 2015 DPS supports GCUs History of Deutsche Telekom From yellow to magenta Transformation 2015+ What last year’s Pulse Survey says about you? Michael Schlitt – the man behind Telekom IT Service management With the Tariff reshape project towards becoming a service company Compliance the part of our daily work GDU SAP TS as a role model Unusual help request How was year 2014 in terms of Quality? There is a difference between bill and a bill Service delivery mangers certified Learn on your break – change implementation tools 43 – 61 > PEOPLE Get to know project management community BDQ&Q Local- who are we? Project Delivery DPS Kosice EVA – Saves Our Ship US Fuels go live The best of the best - Jan Vachal Are you ready for World Class IT? Pre – approved model changes are achieving success at SAP Do you know your colleagues well? 62 – 65 > COOPERATION SAP Academy T-Systems donation fund – A better life in Eastern Slovakia 66 > RELAX Coming up CONTENT 4
- 5. Awarded for inspiringapproach VIA BONA 2014 This year we entered again the contest for the title Responsible big company, which is organized annually by the Pontis Foundation in Bratislava. Sixty nominations in seven categories rated 48 experts from different areas: from large and small companies, from academia, non-profit organizations and government. Seven strong companies were nominated in the category of Responsible big company. T-Systems Slovakia from a year’s nominations was awarded for inspiring approach, which got only three companies. Jurors highlighted our strengths such as corporate responsibility management, strong ethics based on the statements made by employees themselves. As the most interesting fact the evaluators foundthatT-Systemsisatransparentcompanywhichasthefirstone launched the dual education project, which is in Slovakia still new and unexplored topic, and the fact that we are one of the leading activists in the IT Valley. According to some judges’ opinion we are even further in our IT Valley activities than Bratislava IT companies. We were praised also for contributing to the region development, ICT awareness and ICT literacy. Thanks to all the volunteers and people who are involved in the corporate responsibility. Thank you all for your support. [ Zuzana Kanuchova ] MD Section Telekom IT, Local Information Office All Staff Meeting The first Telekom IT and LIO event held in premises outside of our company couldn’t be missed by Managing Director. Read more about the event on page 18. Visit of the German ambassador Dr. Thomas Gotz and Juraj Bansky, the Honorary Consul of the Federal Republic of Germany met in February with our Managing Director in order to get to know the new premises of Dual Education. Telekom Management Team/ Telekom Leadership Team Meeting are held annually. All Managing Directors through the group are present. The event was held in Telekom Dome in Bonn, which is the home of the Telekom Baskets Bonn and known for its high team spirit. It was the opportunity to learn more about the DT strategy, network with fellow teammates from all over the group and to “get the ball rolling.“ Business dinner s with Hartmut Mueller, The Head of GDU SAP Technology Services, Alex Sinsig, Milan Stevkov, Boris Humenansky was organized in early March at the occasion of GDU SAP All staff meeting. MD Round Table A popular series of evening in Managing Director’s company was organized by the end of March. This time MD also invited the Vice president of Human Resources to provide answers to HR related questions. 5TSSKNEWS 01
- 6. Accordingtotheorganizers,theITARTBALLconnectedseemingly irreconcilable - artsand information technology. The unique event bringing together only regional vendors was held at Kunsthalle at the beginning of February. Through its membership in the IT Valley, our company was ranked among the main organizers of the event. The uniqueness of the event was confirmed by the very opening ceremony which interconnected the artists, musicians, dancers and graphic animators through the form of original audiovisual work. During the event, in the premises of Kunsthalle there was installed the exhibition of digital multimedia from the artist and professor of the Technical University in Kosice, Richard Kitta and his students. The accompanying activities included the creation of the so called Local Heroes Street - presentation of the local producers and their works. At the event there was declared the area of social life, which will be promoted and developed by the companies of the Kosice IT Valley over the next year. The aim is to address the problem areas in order to improve life in Kosice. Social responsibility towards the region is one of the priorities of cluster members of the Kosice IT Valley. The spectacular event was crowned by the ITART award, which symbolized the expression of gratitude of IT Valley to the unique personalities of the Eastern Slovakia for their personal contribution. The statuette of an angel created by local artists - Radoslav Repicky and Jozef Ponik symbolized the gratitude for the positive contribution of the awarded for IT or art. The IT Personality of the IT Valley was granted to a person who greatly supported the development of IT sector in the Eastern Slovakia in the recent years. The awarded was Jozef Ondas. The Personality of the ART was honored to a person who greatly helped the development of the arts and the use of new media in the Eastern Slovakia. The prize was awarded to Michal Hladky. T-Systems Slovakia was represented by the Managing director Thomas Bogdain, Marek Resovsky, Pavel Jirecek, Juraj Girman and the Head of Corporate Communications Barbora Ruscin who held also the position of the Director of the ITART. We co-organized the ITARTBALL 6 EVENT
- 7. [ Zuzana Kanuchova] 7TSSKNEWS 01
- 8. TheDataPrivacy Award2014 the 3rd placefor TSSK The International Basic Privacy Audit – online survey - is one of the DTAG tools designed to detect the current level of data privacy awareness throughout the Group. The questions in this survey cover the following topics: • Use of tools when working with personal data • Training • Data privacy processes Around 52,000 Group employees worldwide were invited to participate in the International Basic Privacy Audit 2014 (30 % of all Group employees selected at random). Based on the survey results for the year 2014, three units with the highest level of data privacy awareness were selected at national and international level. So, the internal Data Privacy Award was the cause of celebration for six different teams, which were recognized for their exemplary level of data protection. The winners including TSSK came in person (Marek Resovsky, VP Finance a Monika Popovicova, Data Privacy Officer) for the award ceremony held on 28th January 2015 (European Data Protection Day) at Deutsche Telekom’s headquarters in Bonn. DTAG Board member Thomas Kremer and Group Data Privacy Officer Claus-Dieter Ulmer honored the units that performed the best in the 2014 audit. We are delighted to inform you about the great result achieved by T-Systems Slovakia s.r.o. (TSSK) and its employees in the International Basic Privacy Audit 2014 online survey CONDUCTED at the end of last year. TSSK is ranked as the 3rd best “International Unit” for 2014. The winners - International level: 1st place: T-Systems Mexico 2nd place: Crnogorski Telekom a.d. Podgorica 3rd place: T-Systems Slovakia The winners - National level (Germany): 1st place: Deutsche Telekom Technik, Technical Branch Office Southern District, Centralized Functions. 2nd place: DTAG Group Headquarters, Corporate Operating Office, Center for Strategic Projects 3rd place: Deutsche Telekom Technik, Technical Branch Office Southern District, Field Operations 8 EVENTS
- 9. We would liketo THANK all of you for this success. Thanks to all, who participated in this survey, but also to everyone who follows data privacy rules in everyday work and helps to strengthen the credibility of TSSK. And moreover, there is still room for improvement. We hope the 2nd place is waiting for us as a result of this year’s online survey. And at the end…. golden rule for employees Protect personal data! Personal data can only be processed if this is permitted by a statutory provision or the person concerned has given his consent. All the information about an identified or identifiable person, such as the date of birth or address and telephone number islabeled as personal data personal data. Essentially, you are not allowed to process personal data. In case of questions regarding data privacy send an email to monika.popovicova@t-systems.sk or use “Ask me!” portal. The important information about data privacy as well as about the available online trainings you can find on the data privacy website: http://privacy.telekom.de [ Monika Popovicova ] 9TSSKNEWS 01
- 10. Thesmartestguysfrom T-SystemsinKosiceagain! The ATTIC conference2015 and its third year The ATTIC conference was organized by the Local Strategy Development in 2012 for the first time. It was a great honor and pleasure to host the conference again in March. This year it was as a matter of course although it hasn’t been quite like that. 10 EVENTS
- 11. This year hasbeen organized by the Local Strategy Development together with the TSI organization CSS PIA (Portfolio, Innovation & Architecture). The conference enabled more than 300 attendees from 12 world countries and as well to 6 strategy technological partners of TSI to discuss about the topics such as automation, intercloud solutions and standardized strategies. This year’s conference was composed again from the three main streams well-known as iSORT (Storage), iSERT + iNET (Servers+ Network) and iSMART (Systems Management). Martin Dzbor, the Head of the Local Strategy Development, in his key note introduced the current TSSK activities and the challenges for the future (effectiveness, automation, services with added value). Marc Wilczek, the Vicepresident for Portfolio, Innovation & Architecture evaluated last year and presented the strategy vision of TSI for the future. The conference continued in four streams and 60 technical presentations under the lead of Matthias Ress, Ian Saxby, Joerg Keppa and Elise Kushner. From the Slovak part the lectures were done by Marian Toth, Lucia Benova and Martin Hasicek with the leading presentations on Event Management Automation, Martin Fedor (Monitoring, Dynamic reporting and Intelligent scripting), Martin Ondrejka (Global Windows Engineering team), Varun Dilip Tare (Customer Experience – Heineken) and Majed Hamed with Peter Langos (Management Operations at TSSK). 60 presenters introduced their topics which often led to very inspirational discussions. As well, technological partners presented the new trends. The news this year were the workshops running in each of the streams. Their aim was to share the best practices; lessons learned and pain points of operation. Another news was the WEBEX lecture of the top analyst of Gartner company on the topic Future of ISPs. The ATTIC conference was not only about the formalities and presentations; it offered also space for getting to know new professionals during the evening activities. Thanks to the support of the HP company, the first evening there was the presentation of the local beers connected with a pub quiz. Next evening there the wine tasting from Slovak region wineries was organized together with the RedHat company. All the activities were accompanied by the cymbalo music. Thanks to EMC we spent the last evening in the local beerhouse called Golem. The good atmosphere was also made by our T Band. 11TSSKNEWS 01
- 12. We would liketo thank to all the presenters, partners of the conference as well as the participants visiting Kosice. A big thank you goes to the whole Local Strategy Development team – mainly Martin Dzbor and Kristian Kuchar, also Edita Antoniakova from Project Management office and the developer of the conference portal - Roman Vesely from Telekom-IT organization. This conference confirms its prominent place in the international community of architects and engineers. By the arrival to Kosice for the third time, the notion “trusted partner” is the evidence of our “can do” attitude for the new ideas, their sharing and realization. Looking forward to the next round! P.S.: One of the main ATTIC conference contributions was the organizing of the jBoss Workshop with the participation of ca 30 of our technicians. The workshop was organized by the RedHat company for free. Thank you goes to Martina Urbanikova from the HR Development team for the organization. The presentation and videos will be available soon – you can find more information on the intranet. [ Kristian Kuchar, Edita Antoniakova ] The conference ATTIC with more than 300 participants located in one place became one of the biggest meetings of T-Systems “heads” globally ATTIC 2015 in numbers 300+ participants 12countries 60 speakers 60+ technical presentations 6 strategy partners 7 central presentations 4 conference streams 5 workshops EMC RedHat Brokade CISCO HP Huawei Participating strategy technological partners The organization of the ATTIC conference has its meaning. A few examples: I went to ATTIC with a technical challenge regarding classic backups and came home with both a tactical solution as well as a strategic solution that will leverage a global service and lower unit costs over the current solution. This was possible due to both high quality session content/delivery as well as face-to-face conversations between the sessions. EXCELLENT Conference! It is always very useful to get updates tothe overall cloud platform strategy,the details and roadmaps or particularportfolio offerings, and understand someinitiatives that are taking place in LBUs andhow they could be of use in your own LBU. Incredible fast implementation of all the changes in conference portal, this is agility and zero distance to customer (attendees) !!! 12 EVENTS
- 13. Opendoordaysare gettingmorepopular We have addressedmore than 350 students within the Open Door Days Department of Telekom IT additionally approached 40 university students 1 Open Door Day was organized for all interested in Dual education We welcomed 70 students at our premises Our company visited 4 secondary schools within the ODD where 200 students were addressed SOS Dopravna SOS Ostrovskeho SOS Secovce Secondary Grammar School Opatovska Students from 3secondary schools visited T-Systems Slovakia SPS Dopravna SOS Postupimska Secondary Grammar School Srobarova [ Andrea Lovacka ] 13TSSKNEWS 01
- 14. 7th year ofthe Information and Communication Technology Football Challenge took place in the capital of Slovakia as usual. The football team from T-Systems Slovakia travelled from the East as the only team at the tournament. And as this only team we won the first place! For our magenta guys it is already the second victory in the event history as they won in 2011 for the first time. Everything started on Friday noon, when 10 people from T-Systems went for a business trip towards the football adventure. The journey was long but used effectively to talk about the planned strategy of our team at the matches on Saturday. The preparation then started already in Kosice. Was this the key to win? Friday evening, the three cars with Kosice evidence number parked in front of the hotel Holiday Inn. As we learned later, we were the only whole team accommodated in the hotel. Clearly yes, as almost all the other teams - 26 competing altogether - were from Bratislava or the surrounding cities from Western Slovakia. Another “first” or “the only” for us. Was there more? After a few hours of sleep (a few meaning enough to be ready to “fight” after one morning coffee) we set to the venue of the tournament, the sports hall Mladost in Bratislava. It was just a few minutes from the hotel, no long or tiring distance then. Our tournaments started at 10am. After four matches in our group we ended with a great score of 16:1. And the goal in our net was the only one we got that day. However, we couldn’t know this at that time but had our fingers crossed and believed in the best and only team from Kosice to win. The pass from the group was easy but the following matches a little bit harder as these were already played against the teams that won in the first rounds as we did. But our boys were not afraid of them. Vice versa, they were more challenged and motivated to defeat all who crossed their way to win. Through all the imposition rounds they successfully got to the finals. And the finals were the toughest nut to crack. In the finals there met T-Systems Slovakia and the company Swan. Nothing surprising, as Swan was wining most of the matches that day too. The most interesting thing is, however, that in the Swan team there were two new players from the Swan branch located in Kosice! Of course the players knew each other and therefore it was even harder to compete against one’s own friends. But since it is still a game and everyone wants to win, they kept their poker face and did their best. And as you have already learned, we are the champions. The finals ended with 3:0 for T-Systems Slovakia and the overall score of the tournament was 33:1. Incredible, guys! You were awesome! How come that first and the second places were filled with the teams composed of people from Eastern Slovakia? That is the question easy to be answered. Now one can certify oneself and be proud not only for the colleagues and the company, but to be from the East of our country too. After the tournament there was prepared a great afterparty in the hotel where we were celebrating all night long and confirmed the statement going round about our team: T-Systems Slovakia is traditionally one of the teams with the best form during the evening afterparty. Yes, we partied and were leaving the dance floor as the last ones. A big congratulations and thank you goes to the best team players: Igor Onuska (captain), Michal Petrik, Marian Fabisik, Robert Lukac, Peter Sanislo, Jozef Cuj, Bohuslav Svoboda, Stefan Dobos. Thanks to the victory our team will be the part of the tournament Best of the best football challenge 2015 at the end of November where all the winners of 1st and 2nd places from individual tournaments meet to measure their forces (the tournaments are held in various categories according to the type of their business). Fingers crossed! Will there be another 1st place? thechampions! T-Systems Slovakia is the winner of ICTFC 2015! WEARE [ Livia Galova ] 14 EVENTS
- 15. Up, from theleft: Stefan Dobos, Igor Onuska (the captain), Marian Fabisik, Michal Petrik Down, from the left: Peter Sanislo, Jozef Cuj, Robert Lukac, Bohuslav Svoboda 15TSSKNEWS 01
- 16. Our ice hockeychampions from T-Systems Slovakia were the part of the Group B. Our guys did their best to gain the Trophy. T-Systems representatives were honored to wear our company dresses for the first time. Unfortunately, it didn’t bring them enough luck to win the tournament. In the first game, our hockey team rolled MC Tahanovce and scored 4:0. The second game Ida Team was really thrilling with the final results 2:2. Unfortunatelly, in the last game with Trolligabus, we didn’t succeed and we lost 0:6. Despite the devotion and great team spirit of our hockey team, the first three places were taken by Trolligabus, TPH and Ida Team. But there are more important things in life than winning or losing a game. Maybe next time, we keep our fingers crossed. Thanks to our hockey players for the great time at Alejova. Even a chilly weather didn’t discourage 8 hockey teams to meet at the ice rink of T-Systems Sports & Fun park at Alejova Street. On January 24, 2015 the annual Tournament for the Trophy of Mayor from MC Juh took place. the Visitors may have witnessed a strong determination, great energy and unbelievable hockey moments on this special Saturday. AT AlejovA 16 EVENTS
- 17. [ Ivana Kristinova] 17TSSKNEWS 01
- 18. The very firsttime that I get the chance to breathe in the atmosphere of the local Tel-IT community – and I mean really breathe in, total inclusion, no ten-minute coffee or elevator small talk – comes at the end of January when I moderate the All Staff Meeting organized by the service line leads here in Kosice. I have an advantageous position at the local T-Systems branch, a company of almost 3 300 employees, most of them sitting in the same building. As a Head of Communications, I somehow serve and belong to everywhere and nowhere at the same time, have I got the chance to observe all as a relative outsider, yet preserve a position that doesn’t feel intrusive. And although I have known most of the higher managers in the local Tel-IT for quite some time and I dare to say that we have an outstanding professional relationships, seeing them all at the same time in their very natural Tel-IT ecosystem was an experience that I consider – just as the notorious MasterCard commercial would put it – “PRICELESS”! Now, you need to know that I am a person with a very skimpy technical background (looking at my husband’s PhD from a technical university was really the closest touch with higher level of technology ever before joining T-Systems) but more than slight obsession with everything related to people’s motivation, communication, drive or engagement at a workplace. I am fascinated by the ability of true leadership to inspire people to share common goals and values, built stimulating corporate cultures and the sense of belonging, pride and ownership in times of success but also when things go wrong. So of course, while I do acknowledge the achievements of the local organization, the actual experience for me is to see the drive and the level of commitment in their faces, the enthusiasm with which they share the information and absorb everything that is presented. And if you’ve ever been in a leadership position I am sure you know how hard that is to create and maintain, especially in a work environment because – let’s be really honest here – the days when big leaders led armies of thousands across Europe on foot by successfully leveraging the most basic of human instincts are a story of a historic times (or, considering the current happening around the globe, at least different place, as disturbing as that is…) and this is “only” work we’re talking about here. There’s another one waiting around the corner, no need to shed tears and sweat blood. But this bunch does go the extra mile. And they do it often. They’re integrated into the company yet somehow live in a closed system of mutual understanding that happens on a different level. They truly live and breathe what they do. They share a strong drive to be the best. For those of you who don’t quite succumb to the beauty of organizational behavioralism like I do (although I do have to admit it silently hurts my feelings) let me point to how building a strong culture translates into actual business success. The local Tel-IT grew in its year-and-a-half of existence by more than doubling its size to around 500 employees. Even its Big Bang moment in August 2013 - creation of the service line through merger of various teams all across the company - was so quick, silent and effective to an onlooker; it made Velvet revolution look like bloody chaos with elements of guerilla warfare. Since then, they built reliable SAP and LIM organizations and constantly enhance their portfolio in all aspects of application operations and development. The application of SCRUM in the Tel-IT team was so effective, they’ve become a national success story on application of these processes in large, process driven enterprises and now they travel around the country to share their best-practice and know-how at conferences. Some of your might have even noticed Kosice’s successful participation in BNG project or the fast implementation of Leitstand activities…either way you look at it, they must be doing something very right. Research continually proves that organizations with sustainable employee engagement seriously over perform their peers even in times of dramatically shrinking markets. Now, tell me this is not business beauty at its best! [ Barbora Ruscin ] Telekom-ITcommunity business beauty aT its best 18 EVENTS
- 19. Open and faircommunication belongs for sure to the fundamental values which every TSSK manager and employee should stick to and for us at BOD&Q it is one of the key priorities. This was one of the reasons why regular BOD&Q All Staff Meeting took place at the beginning of December 2014. Successful achievements were presented as well as a summary of year 2014. Furthermore, the strategy for year 2015 was briefly introduced. Each and every BOD&Q employee could express his / her opinion about the meeting and improvement proposals via survey placed on BOD&Q sharepoint. All proposals have subsequently been reviewed by managers and many constructive proposals have been implemented into organization of next meetings. The first BOD&Q All Staff Meeting in 2015 was held on 3rd March 2015. Right from the start the mood was relaxed and pleasant mainly thanks to the Head of Service Line BOD&Q, Marian Toth. Global Quality Strategy 2015, organizational changes on TSI level as well as those that affect local organizational structure were presented interactively. Dynamics of changes at the end of last year was shifted also to the beginning of year 2015. The same as the last time we did not omit the summary of financial results for the overpassed year, afterwards the outlook for year 2015 was introduced.Thefinalfiguresfromlastyearconfirmedgoodmanagement and parallelly showed a room for improvement in 2015, mainly in the area of travel and training costs spending. Employee base of Service line BOD&Q is growing by accepting new business challenges. Thanks to this the space for personal growth and further professional development of our employees increases. Year 2015 should be positively influenced by several financial and qualitative changes implemented in 2014. The good work of management brought its results. The Head of PQM & DeEscalation Management, Pavol Jurcina, presented the current status and progress of separate sub-streams within the BOD&Q Strategy 2015. Working groups led by the dedicated persons have already reached their first successes and they prepare projects of both, greater and smaller scope, so that the goals for 2015 are reached on time and in required quality. First quick wins such as monthly information bulletin, improvement of internal and external team communication, development of language skills as well as complex approach towards trainings is just a sample of examples focused on reaching the expected targets. Based on this we can say we go the right direction. After this refreshing presentation the stage was all for Michaela Kujanikova, TSSK Resource Manager, who made a brief overview of new business opportunities. She impressed the audience with the presented data and confirmed the forecast of successful year. After the demanding block of valuable information a short break with small refreshment was more than welcome. The final part was dedicated to all BOD&Q employees who could openly ask about topics which they are worried about. As well as the introduction part so also the final part of BOD&Q All Staff Meeting passed in professional, open and friendly atmosphere. Our thank you belongs to all our colleagues who actively participated at the meeting. We believe that together we will reach all the targets we set together. The survey exploring feedback of BOD&Q All Staff Meeting participants will again be a baseline for future improvements. [ Martin Eperjesi ] Business Operations Delivery & Quality All Staff meeting 19TSSKNEWS 01
- 20. All TSSK storagecommunity met in one place at the beginnig of February as one of the most important storage vendors, Netapp, accepted our invitation. A unique storage conference of the world character was held in the premises of TSSK. Netapp is one of the global leading computer storage and data management companies holding technology partnerships with a number of leading IT vendors, such as BMC, Brocade, Cisco, Citrix, Microsoft, Oracle Corporation, SAP AG, Symantec, Apple and VMware. Therefore, it was our honor to welcome representatives from Netapp UK and Netapp Germany in Kosice. All this could not happen without the idea and support of our DPS managers: Matus Copik (Head of DPS), Dusan Liba (Head of DSO01), Roman Romanec (Head of SBO); and local Netapp Service Account Manager, Michal Toth. The conference was attended by more than 60 storage professionals from TSSK and T-Systems Hungary, local Netapp team and 7 foreign speakers directly from Netapp. The agenda began with the introduction of the Netapp team and the presentation of TSSK storage departments. Later, agenda moved to technical content covering NetApp’s Data Fabric Vision and Strategy around the Hybrid Cloud, the latest Hardware architectures as well as detailed topic on product Clustered Data ONTAP 8.3 including the new MetroCluster feature presented as a demo. The focus of the event was to show people differences and similarities between Data ONTAP Cluster Mode and 7-Mode in not only the operating system but also in the administration and protection tools. Netapp experts delivered a unique content about Protection Methodologies and the OnCommand Management family. After a short theoretical presentation of the OCI software abilities, attendants were impressed by the practical example presented on the live system. InternationalNetApp StorageDaysatGDUDPS From the left: Bhavna Mistry, Doug Bovie, Matus Copik, Andrew Melville, Dusan Liba, Roman Romanec, Christoph Ertl and Steve Collins. How did Bhavna Mistry, the Netapp Technical Account Manager felt in TSSK? “I met so many lovely people in T-Systems. Myself and my colleagues were really pleased with how much interaction we had with T-Systems in the conference and there were some great questions asked by very knowledgeable colleagues. I really hope that I get the opportunity to come to Kosice again very soon and it’s my wish that I can work with T-Systems to bring this conference to Kosice twice a year at least. Thank you to everyone in T-Systems Kosice for making our stay very enjoyable.” Bhavna Mistry, Netapp Technical Account Manager 20 EVENTS
- 21. Given hardware willserve as a test environment and for learning This hardware comes from various datacenter locations of our partner Slovak Telekom - from Polska street in Kosice, from Bzenov, Banska Bystrica and Bratislava. Thanks to good relations and the long-term cooperation, they agreed to our request and sold us unnecessary hardware for a symbolic one Euro. At the beginning of the initiative there was Drahoslav Ruscak from GCU AF & MPHS. Thanks to his efforts, today these machines are in both locations, Zriedlova and Moldavska street. The specific list offered by ST was based on the requirements and needs of the members of Expert Competence Groups (ECG) and members of the Technical Assessment Centers (TAC’s). The machines provide the opportunity to run virtual environments and users will have a possibility to perform test activities on the hardware and the servers physically, exactly as it is done in real data centers. Furthermore, the hardware will not only serve as a test environment, but also as a tool for teaching, e.g. during the internal project of trainings in GCU AF & MPHS under the patronages of the Head of AF & MPHS Peter Hirko, where it will be a part of existing test and learning environment. This begins with support of Monet security team and will enable the possibilities to use it not only for OS support and hardware services, but also for network services.The opportunity to have such hardware was also taken by Martin Dzbor, the Head of Local Strategic Development, also responsible for transport of the machines from Bzenov and Bratislava. These servers will help our colleagues, students that are the part of Dual vocation in our company, as an illustrative example of the hardware used in Slovakia. We have got IBM AIX P6, HP ProLiant and SunFire servers, disk arrays (HP EVA), HP enclosures & Blades (G3, G4), but also tape devices for backup. We believe we will continue in such excellent cooperation with our partners and will be able to see the results with minimal investments, also in our daily work. [ Mariana Sarpatakyova ] Test environment represents the key factor not only for learning but also as the basics of any untested activity on customer environment. Therefore we are thankful that before Christmas the last (together more than 40 servers) from 3 shipments has arrived from Slovak Telekom (ST). How was this opportunity perceived by the storage professionals from TSSK? Peter Drab, techbase responsible from Storage Cloud department appreciated: “I see the opportunity to visit NetApp conference in Kosice very positively. DPS in cooperation with our vendor offered people working for storage platform the unique opportunity to participate in such event, which was moreover designed directly for the needs of our storage departments with focus on technologies which are used here in TSSK daily.” Did the conference fulfill your expectations? “The conference and its content fulfilled my expectations, since it was thematically focused on the presentation of technological news which we will soon meet in our daily work.” What interested you the most? “I liked very much the presentation about technical news as well as the opportunity to meet new people from Netapp and colleagues working for storage platform in TSSK with whom I did not have chance to meet personally.” Would you welcome such events in TSSK more often? “Definitely yes, the events of such character reinforce the image of our storage departments and company as a whole and definitely contribute to reinforcement of relations between parties involved.” [ Zuzana Bedecsova ] Interview 21TSSKNEWS 01
- 22. Q1 2015 Budget ActualActual - Budget Revenues 26,865 26,578 Costs 25,259 25,081 Gross Profit 2,071 2,713 FTE Delivery 3,105 3,037 FTE TSSK 3,337 3,260 Financial results in Q1 2015 FTE = Full time employee, YTD = Year To Date - 287 - 178 - 68 - 77 642 Financialresultsof T-SystemsSlovakiain Q12015 Total revenues for the services grew annually (Q1 ‘15 vs. Q1 ‘14) by almost 10%, reaching the level of 26,6 mio EUR The analysis of operating costs revealed the growing trend as well. The volume of operating costs increased (Q1 ‘15 vs. Q1 ‘14) by more than 11%, reaching the level of 25,1 mio EUR. The volume of Q1 2015 Gross Profit exceeded the volume achieved in Q1 2014 as well as the plan for Q1 2015. [ Martin Kravec, Lenka Mankova ] With regard to the successful end of Q1 2015 we preparedanoverviewthroughthefinancialresults of T-Systems Slovakia for this period. One of the main targets of T-Systems Slovakia is a long-term maintenance of Gross Profit Margin (GPM) ratio at the minimum level of 6%. As you are already aware of the fact from previous TSSK News issues, GPM at the defined level guarantees operating costs coverage. Based on the financial results achieved in Q1, GPM reached 10,2%. Data in thousands of Euros 22 BUSINESS
- 23. DPSSupportsGCUs DPS ready toserve new customers and deploy new solutions After last years’ autumn adjustments where DPS has seen multiple changes on Head of Team, Head of Department positions along with a change on Head of DPS position, DPS is now a firm structure delivering core platform infrastructure solutions in the area of Cloud OS, DataCenter Network Service and Operations, Cloud and Classic Storage & Backup Operations, Systems Management and Engineering and complementing the portfolio with Project Delivery and Global Business Operations. The expertise together with active employee approach form a solid base for new challenges within vCloud 2.1, DCS 3.0 (Dynamic Cloud Services), DSC/NWP (Dynamic Services for Collaboration/ NextWorkPlace) and HP SAM. Main role in the area of new customer acquisitions are played by those within Heineken (Ninkasi, Thirst projects) aimed at vCloud 2.1 with new services suchasBaaS(BackupasaService),ThyssenKrupp along with transitions from US and Brazil for customers (OneAmerica, PHS, HP, Valeo, Shell) to name the most significant ones. GDU DPS Slovakia is closely connected to global organization of GDU DPS and also to local and global GCUs supporting various customers including Tel-IT, SHELL, MAN, LINDE, Continental, Friesland Campina, BP, Daimler, MERCK, KONE across the Globe. Competent work of DPS teams has been acknowledged multiple times by CSS Senior management and TSI customers (Daimler, Shell, EE, KONE, Philips, VION and FC). Some of our employees have even been invited directly to celebrate success with customers (EE and The Caravan Club) to name the most recent ones. DPS is strongly supporting one of the most demanding programs run by TSI recently: the DC11@2018 consolidation, it has already seen hundreds of migrations and currently DPS governs 33 active projects within the program. Important project of vCloud 2.1 is expected to be ready to Go Live in Q2 2015 with Heineken being the most visible customer. Main word of DPS these days? Deliver Professional Support. [ Roman Romanec ] Ninkasi aka Heineken, DCS 3.0, vCloud 2.1, US and Brazil offshore customers 23TSSKNEWS 01
- 24. HISTORYOFDEUTSCHETELEKOM F R OM Y E L L O W T O M A G E N T A 18771st postmaster of Deutsche Bundespost Heinrich von Stephan 2 telephones approved an experiment with 1st time voices were transmitted over a distance of 2km he realised to put telephone services Deutsche Bundespost under 1949Rebirth of Bundespost as a state body in the new Federal Republic of Germany it tooks control over 1950sRebuilding of communications network and hundreds of post offices. during By 1952, there were still only 1973AReform - limited government intervention in Bundespost "only to what is politically necessary and to facilitate post office management." European Community (EC) . and the United States forced Bonn to divide into: telephones poststelegraphs 5 / per telephones 100 inhabitans compared to 28 telephones / per 100 inhabitans
- 25. Postdienst (postal services) Postbank (bank services) Telekom (telecommunications) in1990 hadtelephone 10% EAST Germans WEST Germans 98% 1993Growth of tel. connections between East and West 1000 30,000 In mid-1993 Telekom spunoff to privatecompany Deutsche Telekom Mobilfunk GmbH (DeTeMobil) 1994Deutsche telekom launched a campaign to attract private German investors new logo and BRAND including 1995Deutsche Telekom AG Deutsche Bundespost Telekom was turned into a public stock company and renamed 2001Deutsche Telekom once again restructured its business organization. T-Mobile, T-Online, T-Systems and T-Com. After decrease of profit from fixed-line network business, T-shares lost their confidence in the stock market. from to The dye fuchsin was discovered by a French chemist François - Emmanuel Verguin. However, the color Magenta was named after the city in northern Italy. The battle for Italian independence took place near the city of Magenta on June 4, 1859 where French- Sardinian troops led by Napoleon III defeated Austria. This color consists of red and blue color. While red symbolizes passion, energy and power, blue indicates quiet energy. The color magenta represents harmony and emotional balance. To read a whole story, visit www.fundinguniverse.com/company-histories/deutsche-telekom-ag-history/ What does magenta mean? (226/0/116) 25TSSKNEWS 01
- 26. Lowercosts,higher profit,morestandards andbusinesspartners, innovation We call itTransformation 2015+ In the classic IT and telecommunications business, prices of T-Systems IT services are under extreme pressure from our customers. Moreover, the brand T-Systems is influenced by international competitors with lower wages. Since the globalization in IT business is on high level, there are almost no obstacles for our customers to choose the provider with the lowest possible price from any location all over the world. This puts us to the constant pressure. If T-Systems wants to achieve reasonable price for our customers and attract them, standardization and automation is more than inevitable. As we all know, customized services are more expensive to produce than off-the-shelf products. For example a tailor made suit costs much more than one you would pay for a suit from the mall. Therefore automatization and standardization helps us to decrease prices but still keep the same level of quality. T-Systems International is forced to change its global strategy to keep up with future developments and to catch up trends of the current globalized market. However, these changes will also affect T-Systems Slovakia. What does Transformation 2015+ mean for us? 26 BUSINESS
- 27. To achieve thereasonable price for our customers, but still be profitable, the company T-Systems International needs to rethink its global strategy. We need to utilize existing platforms and its infrastructure in a more efficient way. “Our main contribution from T-Systems Slovakia to TSI is described and lived in the four pillars story. Delivering high and reliable Quality, living zero outage culture and consequent cost management brings highest input for the execution of the TSI strategy and makes us a reliable partner. The high customer satisfaction of 84 points, which is outstandingintheITmarketworldwidegivesusasTSIandT-Systems Slovakia the evidence, that we are aiming the right direction.” Thomas Bogdain, Managing Director of T-Systems Slovakia explains Thomas Bogdain ... The strategy of T-Systems International is already indicated in three key words – Grow, Transform and Stop. That means, profitability instead of growth at any price will be preferred in the future. Building up new business in growth areas and change our existing, traditional business to be more efficient and profitable is the direction we want to go. All the initiatives which are enabling TSI the change to positive profit are decribed in the TSI Masterplan 2015+. Many things were done already: cancelation of non - profitable contracts, only go for profitable contracts, critical check of all counties and LBUs, portfolio redesign,andmanymore.AsanextstepintheMasterplan2015+,TSI will in 2015 undergo the change from seperated sales and delivery organisation to an E2E responsibility in sales and production and therefore in revenue and cost in the areas of IT, Telecommunication and Digital areas. The new set up will be established until the end of 2015 in TSI. It will bring an IT-Devision, a TC-division and a Digital division as an outcome. All divisions are profit-loss responsible and have to show positive profit. Currently there is a project organization in TSI established. The final execution is planned for 2015. “Based on today’s knowledge, this fundamental change in TSI will hit T-Systems Slovakia only marginal. However, for changes in T-Systems Slovakia, we will have to wait until the new set up is fully in operation and we clearly see how we have to align T-Systems Slovakia to the new TSI set up. Telekom IT will not be touched by this change, but it will continue in their roadmap of cost reduction to international benchmark and quality increase,“ Thomas Bogdain remarked. Made in Germany with a strenght of our foreign partners T-Systems International as IT/TK-service provider will continue offering a complex portfolio of IT and TK services to its customers. However, to be cost efficient, we will not produce everything in house. The key to success is partnering. TSI will consequently strengthen partnerships that help us to deliver certain elements out of the market for our service portfolio. ”Lower costs, higher gross profit, more standards, more partner business, innovative customer solutions ... And if I keep on repeating this litany, it’s because we are rigorously continuing on our adopted path, refining our strategy as we progress.” Reinhard Clemens, CEO of T-Systems International 27TSSKNEWS 01
- 28. For example theglobal company Cisco will be forming an alliance with us for a global cloud strategy. “Made in Germany” is a sign of genuine quality in cloud business. That is why we as TSI have jointly agreed to create a high security cloud platform for Germany and Europe as a whole. The greatest advantage of this solution is that our customers will receive requested services from a single source with the usual high quality standard but with the lower costs. Being succesful means being united and committed The new divisions of TSI – IT, TK and DD will not act disconnected but very interlinked in targets and customer approach. T-Systems will only be accepting orders that can deliver on profitable terms - starting now. T-Systems will no longer sell the products exclusively through own sales unit, but also through partners and or directly over the Internet. Following these principles, processes will become leaner and simpler, thus becoming a lot faster and much more agile. The company would like to support growth in areas like intelligent networks, machine-to-machine (M2M), cloud products, business-to- business-to-customer (B2B2C), cyber security, big data and other highly standardized and platform-based offerings. The company T-Systems needs a small, agile unit that should have just a few hundred employees to act more flexible. That’s why “we will continue to align our organization set up strictly to the international business and finance blue print. For us it is important to be transparent and aligned 1:1 to the different global or national service lines. We will continue what we have started last year with our local initiative called 3rd Wave, “Thomas Bogdain said about the local strategy of T-Systems Slovakia. Decrease of Data Centers T-Systems International is planning to reduce the total number of data centers from 89 to 11 by 2018. However, the volume of work handled by them overall is rising steadily. How can we manage this? In 2013 alone, T-Systems concluded more than 2,300 cloud computing agreements with companies and now operates almost 40,000 systems in the cloud. That means our data center strategy is right in line with the trend. “High-Tech Fort Knox” – the new data center in Biere opened last year – will allow us to meet the rapidly growing demand for secure cloud services from Germany. At the same time, by closing four outdated data centers, we will achieve savings in operating and infrastructure costs. Transformation means more than cost-cutting Transformation is a question of focusing on priorities for Reinhard Clemens, CEO TSI. He expects quality as one of the top of shared priorities as the company. What does Thomas Bogdain expect? [ Thomas Bogdain, Ivana Kristinova ] “Our internal expectations to all employees, teams, departments and units are described in our 4 pillar story. I expect from everybody a 100 % focus on quality by living the Zero outage mind set as a differentiator towards competition. Maximal cost efficiency which includes the permanent drive of standardization and automation and driving innovation as a principle for permanent improvement. Last but not least strong customers focus in keeping the high level of 84 in our customer satisfaction.” 28 BUSINESS
- 29. Benefits for thePM community members PM community members have access to all project management trainings at the “advanced” level. They may regularly participate at community events and receive regular information on activities and access to trainings from the international environment. What can we look forward to in upcoming year? Sharing Circles Sharing circles will be informal meetings of PM community members, hosted on a rotating basis by PM community teams. The circles will be a ground for networking, introduction of PM community members & best practice sharing. Transition & Transformation Project managers working on customer projects need to understand all T&T standards within our company. How to face the customers? How to handle T&T projects? What are the news in T&T area in TSSK, or TSI? These are the areas of our interest in 2015, if we want to facilitate more demanding assignments. Focus on communication Effective communication with management, stakeholders, within international environment... Communication supports cooperation, and therefore we should concentrate on these topics. 20.08. 2015 Sharing Circle: DPS Project Delivery 12.11. 2015 3rd PM Community conference 26.11. 2015 Sharing Circle: TSS Projects Connectivity & Projects Operations This year will be the year of cooperation. Our company will be visited by the German project managers who‘ll share their many years of experience, as well as external speakers will present other interesting topics. Well, many things to look forward to. [ Zuzana Kanuchova, Lenka Zajacova ] Get to know the Project Management community Project Management community is not an unknown concept in the waters of our company anymore. Since its establishment it reached more than a hundred members. The main task is to grow by at least another thirty members, an encouragement of best practices sharing by increasement of professionalism of our project managers including external certification aimed towards achieving the highest Project Management quality work. From the variety of their activities we could pick for example an active team leaders cooperation of individual PM teams, Centre of Excellence expert support, where PM_2 team leader, Lenka Zajacova, covers adaptation and training plan, including development and coaching program, not excluding events for the community project management. And who actually is member of Project Management community? Project Management community MEMBERs Project management resources All TSSK employees with job title Project coordinator Junior Project Manager Senior Project Manager Head of units All HoX of Project Delivery teams All HoX who want to develop in the area of project management, or participate in PM community events Former project management resources TSSK employees who changed their position from project management resource, but want to continue developing in the area of project management Talent pool TSSK employees who want to become project management resources and meet the requirments (passed PM Basic training & PM assessment) 29TSSKNEWS 01
- 30. Hungary 78,49% Malaysia 85,14% Slovakia 88,26% Points of Production 83,07% Response Rate (%) 60 70 80 90 100 How do you feel at T-Systems? 76% 76% 79% 60 70 80 50 11/2013 05/2014 11/2014 I can understand the changes in our company. 57% 65% 68% 60 70 80 50 11/2013 05/2014 11/2014 Whatdoes lastyear’ssurvey sayaboutyou? According to the participation rate in the last Pulse Survey in November 2014, 88,26% of employees joined in. In comparison to 74% participation rate within T-Systems globally and the participation in other Points of Production, we achieved the best results. Thank you all for your great result contribution. HOW do you feel in TSSK? Despite the substantial changes in TSSK that we all faced in 2014, 79% of us feel great. 68% of our employees understand the need for changes in our company. In addition to this, the majority would be able to explain the strategy of Deutsche Telekom. We would like to thank all leaders who have done an excellent job in conveying the importance of changes to their teams and have made a contribution to this great result. 30 BUSINESS
- 31. What is more,our managers play an important part in recognition for performance at work. It is a very strong motivational factor and 62% of us believe that our efforts and achievements meet appropriate level of recognition at work. That is perhaps one of the reasons why 78% of us would recommend the company as a great place to work for. Even the amount of employees who see the opportunities for professional development has increased by seven percent. Due to our portfolio complexity and company size in TSSK (more than 3000 employees), we do many processes repeatedly but they are important because they describe how things are done and how they are done determines the outcome and its success. Sometimes, however, small improvement of a process can make a huge difference and 65% of us can see process improvements in their work. Our company offers sufficient training opportunities to support my professional development. 80% 60% 67% 60 70 80 50 11/2013 05/2014 11/2014 Considering all my efforts and achievements, I feel that I have received the appropriate amount of recognition at work. 52% 55% 62% 60 70 80 50 11/2013 05/2014 11/2014 I can clearly explain to others the strategy of Deutsche Telekom. 63% 69% 70% 60 70 80 50 11/2013 05/2014 11/2014 I can recognize specific process improvements in my working environment. 61% 64% 65% 60 70 80 50 11/2013 05/2014 11/2014 What are the challenges for 2015? The transformation and related changes will continue in 2015. We want to expand the business in the growth areas significantly in the Market Unit. In the other departments, we have to become more profitable and more competitive, and will therefore resolutely pursue the activities initiated in the Transform and Stop areas. What is the difference between Employee Satisfaction Survey and Pulse Survey? The Pulse Survey considers the strategic issues in the change process, as well as the ways in which the process is being understood and perceived. The Employee Satisfaction Survey (ESS) focuses on factors that centrally influence employee satisfaction and service performance (specific workplace, team, management styles, etc.). The ESS is thus sharply focused on team-related issues, and its results are used to define specific areas in which action is needed, and to derive specific measures, relative to such issues. The Employee Satisfaction Survey (ESS) is conducted at two-year intervals – the upcoming one is planned for 2015. By contrast, the Pulse survey is carried out at relatively short intervals, and thus provides a series of “snapshots”. Who is eligible to participate in the Pulse Survey? All of the company’s employees, excluding inactive employees, free lancers and employees working on agreement are e-mailed personal invitations to participate. The more employees who participate, the more representative of the actual situation the results will be. Each employee thus has the opportunity to contribute to the development of a common corporate culture. Still hesitating? Both surveys provide us with feedback from the whole DTAG. These kinds of surveys monitor not only the working environment but it also identifies a place for improvements to make us all feel great in TSSK. [ Ivana Kristinova ] Based on the latest results, we achieved good results but we should focus on process improvements and recognition this year. Thank you for your support. 31TSSKNEWS 01
- 32. MichaelSchlitt- the manbehind Telekom IT Service management “Wewanttogrow inKosice” 32 BUSINESS
- 33. You worked forDeutsche Post as well as for DHL. What made you come to T-Systems? „I worked for Deutsche Post and DHL, if you’d like to put it that way, for more than 15 years which is quite a long time. So I’ve seen everything in the Deutsche post and DHL organization in Germany and also globally actually. I worked in demand IT, I worked in supply IT. So all the dimension that DHL or Deutsche Post wanted I had it all and I was looking for a new challenge actually after 14 – 15 years. There was one conversation I had with Markus Műller at that time he was about to become the Head of Telekom IT, he joined Telekom IT from Allianz, we have a big German cooperation actually, and he asked me Do you want to build up a new Service management department for all the Deutsche Telekom? That was something very challenging. I said, yes I’ve been doing service management for ten to twelve years in various areas but I never built up such a huge Service management department for a group like Deutsche Telekom. So that was the new challenge I was looking for, that why I decided, after Markus asked me, that I will join Deutsche Telekom and build up Service management.“ In other words, you were selected directly by Markus, which means he must have known you from before. „Yes, we knew each other through some consultancy relationship. Markus was previously in McKenzie, I know a lot of people from McKenzie, Deutsche Post likes to work with McKenzie so we have some joint relationships there as colleagues.“ You’ve been to Kosice many times before and I will not trouble you with the question if you like the city or not. I would be more interested what is your perception of T-Systems in Kosice generally? „I think T-Systems in Kosice is a big success story. I’ve learned from the days when TSSK was founded years ago, I had the opportunity to speak to Jozef Ondas and other people who were there at the time. My predecessor in the Service Management has a strong relationship to Kosice from the very beginning onwards. So what I understand it was created from nothing up rapid growth of 3000 employees nowadays. TSSK as Thomas told me is a huge success story. That’s something that is not easy to do. I think it is really a brilliant achievement for everybody working here. Not just for the managers but also for every employee contributing to that big success.“ Telekom IT is the internal IT department for the entire Deutsche Telekom group, Service management plays a central function within Telekom IT working with all the other bits and pieces that are relevant. I am leading that department in regards to computing services and telecommunication services.” “...it is very important to offer a career path to our people. Not just that they start at some function and they end up at that function for next ten years. We need to give them option so they can grow...” How about Telekom IT and T-Systems? Telekom IT here in Kosice is quite new. It celebrated year and half of its existence so what is your perception of Telekom IT here in Kosice? „When we started at Telekom IT in Germany we quickly found out that we have many colleagues here in Kosice working already for us and with us at all the different areas of Telekom IT, not just Service management but at other areas as well, and we thought it would be good if the joined Telekom IT as a team. Because at Telekom IT there is one major idea or concept where we want to have end to end responsibility for all the things we do. That’s what is important to make sure that everybody working for Telekom IT matters and is also a part of the team. That’s why we decided than together with Thomas and management here that we would like to establish a Telekom IT service line, a organization that we can call Telekom IT and all the people were working with us. We decided one and half years ago, we started a project where there was Juraj and other people to set up that service line here, just to make sure that we can really work closely together as one family, if you like it a Telekom IT family. It seems to work very well, I think Telekom IT is both integrated at TSSK and Telekom IT, the wider scope of Telekom IT so we have the best of the both words combine by our Service line.“ I remember the last time you were here the Telekom IT all staff meeting was held. What role in your opinion such a meetings play. Are they important? „I believe they are important. I think not because of the messages that are being delivered because everyone can read that on the intranet or read the slides, but it is important to establish on some personal contact between us as the management team coming from Germany and all the people here who need to know for whom they are working, who those people who run Telekom IT are, what they think, what is on their mind. And also I enjoyed people asking us a lot of questions when we were here for All staff meeting, questions that Vice President responsible for Service management at Telekom IT at T-Systems International comes to Kosice very often. What makes him to come here, what the plans with Telekom IT Service management are and what we should focus on? Read more in the following interview? 33TSSKNEWS 01
- 34. moved people obviouslybut were important for them and that the kind of direct contact, the direct conversation that we would like to establish more and more. I think it is important for people to see us, to hear us, to have the opportunity to speak to us and to see that we are a real people not just a guys sitting and writing emails and that’s something I like. And I think it is important to have direct contact.” You are back to Kosice. You came with all your management this time. What brings you here? “Why we are here now has a simple reason. My own department, Service management department, has already more than one hundred employees in Kosice. On the service like Telekom IT more than one hundred people working for Service management which makes it actually the biggest department or sub-department of Service management. I have five sub-departments in Germany and if you like number six are Kosice and it’s a biggest one now. So I have to be here more often I think personally because I have so many people working for me they need to see me, they need to have an opportunity to speak to me, secondly and more importantly I wanted to have my whole management board, the Service Management board here in Kosice speaking to people and making contact with people because we want to grow in Kosice. So one hundred ten –ish people currently here is not enough, I want to make it one hundred forty, one hundred fifty by the end of this year or beginning of next year the latest. In order to strengthen our cooperation even further. In order to make sure that people know what is to be expected of Service management and why they should work with Service Management I think we have to be here and make sure that people really know us and can speak to us.” When we are talking about growth hundred, hundred fifty we both know it is very difficult to get and find the qualified experts especially in IT field. What you think we should do to get those experts? “Yes, you are right. I think they have a lot of measurements or lot of different ways that we also discussed just yesterday with our management team here in Kosice, like fairs or going to universities and also talking to people in the larger scope of TSSK, Market unit part if you like, who want to join Telekom IT and use their experience to do something else. I think it is very important to offer a career path to our people. Not just that they start at some function and they end up at that function for next ten years. We need to give them option so they can grow within also Service Management. The larger we are, the better the opportunities for people to grow within, so without having to leave the organization and look for something else. I think they have a lot of things set up now and they will continue to do so in order to grow our organization here and be more attractive, if you like, for employees that are already in TSSK or want to join us from outside the organization.” The plan for Telekom IT is to grow and to get the experts. Where do you see Telekom IT in five years? “In five years I would say it should be at least half-half. So half in Germany, half in Kosice. That’s what I want.” “I would like to see more people taking ownership and responsibility for whole areas of work so we can rely on teams and department here in Kosice doing the stuff that needs to be done without us steering the day to day jobs actually.” Isn’t there an intention to build Telekom IT only in certain locations like it happened with Finance and their Near shore centre? Isn’t that going to happen? “I think we have more than one of Near shore of Offshore centre also for Telekom IT purposes because in a place like Kosice or any other place you can’t have all the experts across all the board. In number of thousands. That’s just not possible. Why? Because not a single city would be big enough and had to carry that load. Just think about Germany, in Germany Telekom IT is organized in more than one hundred locations; in one hundred cities in Germany you have Telekom IT people. So it is not just one place. We can’t rely only on one other city in Slovakia for example in order to build up our full team or our Near shore team. So we also need to have people in Hungary for example, or in Russia or in other places in the world in order to spread our base. But Kosice is one of the most important, maybe THE most important part, particularly when it comes to operational tasks, like application operation or service management but also our strongly moving into area of application management, SAP – we have a strong history now, I think last year of SAP and the application management and that’s the next big thing if you like, that we want to build up.” For sure there is always a room for improvement but if you can give us an advice what we as Telekom IT should focus on? “I think it is important to try and gain more responsibility for the tasks that people are doing already. Let’s say in the past years it was usual to use Kosice and other places as another part of the work bench, extended work bench model was the thing. I would like to see more people taking ownership and responsibility for whole areas of work so we can rely on teams and department here in Kosice doing the stuff that needs to be done without us steering the day to day jobs actually. I think that’s the model that we need to look into more and more. We have already areas where it works, smaller areas and that’s what I want to develop.” What’s your recipe for successful business? “I think the most important thing is to be close to your customer. And I think that accounts for every business. You are nothing without your customer. Be close to the customer, understand the customer, embrace the requirements and the experience that the customer has with you. And then of course take it from there and be very efficient and effective in establishing and executing the things that are good for your customer and then success will come.” [ Zuzana Kanuchova ] 34 BUSINESS
- 35. What is newin Compliance? Andrea wants to focus mainly on increasing of quality the case management as well as on maintaining and further improvement of the Compliance awareness within TSSK. Are you aware of new internal guideline on Notification of antisocial activities? The objective of the compliance management in TSSK is to guarantee compliance with legislative rules as well. As of 1st of January, 2015 new Act 307/2014 Coll. on certain provisions related to the notification of antisocial activities became effective. None of our employees should have any concerns about reporting serious antisocial activities that they learned about while carrying out their working duties. In TSSK we encourage you to speak out about wrongdoings by offering you certain protections. TSSK implemented an internal guideline on the Notification of antisocial activities to determine the procedures, rights and obligations of employees and the employer when reporting antisocial activities. The methods, in which reports can be submitted, are published and are described in the guideline and are available to all employees in the Process portal – Intranet. If you are not sure what it means to be compliant in your day-to-day work, check out http://compliance.telekom.de. In addition to this, e-learning programs about specific subjects are available on the Telekom internal learning platform https:// myawareness-academy.telekom.de/ We all should keep in mind our Code of Conduct, of which aim is to steer, guide and support you while performing your daily work in line with the values and requirements of Deutsche Telekom. Compliance–partof ourdailywork Can you remember a situation, in which you were not completely sure how you should act? A situation in which you cannot really remember the last information that was given regarding the Compliance. Have you heardaboutlatestnewsintheCompliance? As of December 1st, 2014 Andrea Csatlosova is the new Compliance Manager at our company. Are there any planned news in the Compliance world? What to do in case you want to give tips on incompliant behavior? If you are interested in reporting compliance related tip or hint anonymously, you can do so by using Compliance boxes. The Compliance boxes are situated in the entrances of TSSK buildings not monitored by the camera system. There is one box CBC I and another one in Tesla Building. Please use the boxes for compliance related topics only not to waste the time of the Compliance committee. You can send anonymous tips on an incompliant behavior also in the Slovak language directly to DTAG compliance intranet portal: Tell-me@ telekom.de You can easily get in touch with Andrea, if you got questions to compliance or you are not sure if your behavior is compliant, send an e-mail to sm_compliance_office@t-systems.sk. [ Andrea Csatlosova ] 35TSSKNEWS 01
- 36. Currently there areso many IT businesses around the world it is really hard towinamongthemortogetnoticed. Whatisthekeytosuccess?Whattodoto be among the best, to balance the best quality and costs, and to communicate them efficiently to our customers? Tariff reshape is the answer. WiththeTariff Reshape projecttowards becominga servicecompany 36 BUSINESS
- 37. The Tariff Reshapeproject has started in early 2014 with an ambitious aim to help us formulate clear and transparent definition of services, a structured service catalogue and an objective service pricing model witin TSSK. It focuses on minimizing costs, service execution time and maximizing quality and yield. The motivation for this project is the market pressure on outsourcing which drives our prices down. Everything around this project is of course connected to the vision and mission of T-Systems Slovakia, as well as with our Four Pillars story. In this project we are blending all four pillars of high-quality definition of cost-efficient services and service components, with an innovative service catalogue of our ICT services we intend to use to improve our interaction with our customers worldwide. This is a simple and clear objective which fully complies with the goals of our company. However, the question arises here: how? Modern IT service management has to be used strategically to increase maturity of the IT organization, to improve and streamline service delivery and to communicate business value of provided services. IT service portfolio is essentially a public view onto our IT service management strategy that has to clearly show where and with what actions we provide highest benefit to our customer and how we can drive investment decisions of the customers. What are the key components needed for successful IT service management and how do they work together? Theimprovementsarehappeninginvariousfields.Forexample,theorder from a requestor (e.g., GxU) will be broken down into specific services and service elements as a part of its acceptance into operation. The local business creates more transparent acceptance protocols in a form of order translation into use cases/services from the TSSK catalogue. Then, there is an opportunity to improve proactivity of steering efficiency in our operation. Various aspects contributing to service costs can be analyzed and inefficiencies can be identified and resolved at the level of processes or service elements, rather than at the level of customers or technologies. Another benefit and advantage of a transparent catalogue is the automatic allocation of service costs to particulate processes. The model developed in the project estimates the number of events, incidents, problems or delivery orders. Service costs are defined as min/average/max to address costs of different departments delivering particular services. There is a transparent comparison between service costs and service prices. The use cases and internal service catalogue are used to better divide the availability, costs and effort of services to the final customers. Every offer of new services has to be as close to reality as possible to avoid under or overselling and to cover all the costs contributing to the service. All this can be used to boost the awareness of how well we manage service delivery, to implement controlling at various levels of operation. Furthermore, it is planned to establish a network of SPoC’s in every affected unit in TSSK (GxU’s, SL’s, Tel-IT, SSC FC) and a collaboration model between project team and SPoC’s in terms of management, prioritization, delivery and escalation known to all parties. The project is sponsored by our managing director Thomas Bogdain and is linked to global initiatives sponsored by Birgit Wahl (SVP PoPs) and Matthias Dressler (CSS). We all believe the project will help to deliver better service catalogue and later on an excellence in operation. [ Livia Galova] Why catalogue? It forces us to improve the structure of our cost base Flat rate tariffs are no longer competitive; they permit little differentiation between commodities and services with added value and poorly reflect markets With an ambition to be a service company we have to understand and communicate different values of what we are doing for our customers,andofcourse,startfocusingonthehighervaluelevels. Benefits Structured service catalogue throughout the whole TSSK Catalogue items are defined in terms of services, activity and process chains, taking in account different inputs, complexity, skills required, and type of involved resources. Transparent and objective understanding of the cost basis of the TSSK catalogue services Priorities Analyzing current mode of operation in SDE/FTE costing, pricing & ordering Defining/capturing service use cases offered in respective departments Identifying inconsistencies in similar services and/or service chains across lines Defining methodology and presentation form for the perspective service portfolio Creating a pilot of a service catalogue and scenarios for its usage Explicitly capturing methodology used to define costs and prices per service (incl. benchmark options, proposing process adjustments, responsibilities, and ownerships) The project is going to deliver – expected customers: Structured presentation model of service portfolio and catalogue within TSSK Service definitions that are mapped to market expectations and objective cost bases Competitive analysis of services from TSSK catalogue using price benchmarking Process model, roles & responsibilities for future maintenance of TSSK service catalogue Update of ordering process together with the definition of exception rules 37TSSKNEWS 03-04
- 38. To simplify thework of our colleagues we launched the project which aim was to standardize and automatize the processes and thequalityofchangeticketsfortheoperation within the Change management. Model changes were already used in the past. Anyone, who was a part of the managerial group, could create such a model in Cosima without need of any rights. According to the low quality of change tickets and unifying the process, S4S (Safe for Services) project raised a project for creation of Default pre-approved GDU SAP TS model changes which would follow all processes, quality and technical rules to standardize and automate the daily work. First models were born in December 2013. Model changes are integral part of the project Safe for Services, Project 30+ and Automation and Standardization. First of all Runbooks and documentations had to go throughout testing as well as model changes which were consistently adapted to the process. It was also necessary to collect the most common actions provided by SAP Unit from simple to complex changes. Designing the first RunBook was one of the most important steps within the morning phase of the project. Default GDU SAP TS pre-approved RunBook RunBook basically contains logical steps with its timeline divided into phases to help the implementer better organize the time and work during execution of the requested action. Following phases are known: Preparation phase, Execution phase, Test phase, Back-out Method, Post-execution phase and 4EP if required. Pre-approved Modelchangesare achievingsuccess atSAP 38 BUSINESS
- 39. Work simplification thanksto model changes Changes are executed faster - can act as a “Short Lead Time” that is definitely suitable for our customers. There is no more misunderstanding regarding processes, documentations, information, approvals. It is easy way how to effectively provide the services for our customers. The project is supported by Head of GDU SAP TS and Head of GBO. With help of Alexander Sinsig, Head of Departments, Team Leaders, SPOCs, members of ECG group and Operational teams the project could born, be tested and go life. Models were introduced to all our locations and its usage was also announced. We got a support and feedbacks from our colleagues and managers. The project is still ongoing and looking forward to the new models, colleagues, management and advantages that will might come with new options to improve our processes even more. The set KPS’s for 2015 are worth to be mentioned, 65% which were already achieved in March what predicted the project to be very successful and usefull. GDU SAP TS is the unit which is always open to new development possibilities, unit which is employing the real experts and unit which is definitely striving for perfection and is always ready to deliver the best of Quality for its customers and for T-Systems Slovakia. [ Lenka Marcinova, Adriana Tothova ] What is exactly Default GDU SAP TS pre-approved Model Change? Change model is a predefined template with attached ECG (Expert Competence Group) approved’ RunBook. Expert Competence Group within TSSK CSS connects the top experts, so called Operational Engineers, in one virtual organization. These experts are highly experienced, have strong technical skills and are capable of handling the critical situations. They assist other colleagues with the most complicated tasks and share their knowledge and experience, giving on-site training and guidance until a solution is reached. Model change in general is a repeatable way of dealing with a particular category of change. A change model defines specific pre- defined steps that will be followed for a change of this category. Steps and time lines are defined in each attached RunBook. In scope of pre-approved models there are all kinds of modifications on the status of service and configuration items all along change lifecycle and it’s adaption to the valid official processes of change management. Models are pre-approved by required CABs, Management and ECG (Expert Competence Group). Change management is the process of managing Changes to the active elements of the infrastructure or any aspect of services, in a controlled manner: Changes need to be managed by standardized methods and procedures to avoid any service disruptions and risks for our customers. CAB’s (Change Advisory Board) is the highest approval board for changes impacting the customer’s service and affecting any configuration items. At the moment we have 57 default and 133 customized model changes pre-approved. With our models we cover SAP Operation, Business Objects, Solution Delivery tasks, Security, Job Management, TOP25 customers, AppCom /Classic environment, MaxDB, and other topics which are used on a daily base. The models and the RunBooks are yearly reviewed and adapted to all official process adjustments. All Models are strictly controlled by Head of Global Business Operation Sascha Thierry. We are really quite happy to announce that Slovakia could take this initiative and became the very active part of the project within the testing and supporting steps. The main advantages of Model Changes: • Predefined Model Changes • Every process adjustments are adapted • Time and Cost Efficiency • Unification of the repeated actions • Pre-approved by all required quality, management and technical gates • Yearly reviewed of all Model Changes and RunBooks 39TSSKNEWS 01
- 40. Unusualhelp request From the leftup: Peter Jurcisin, Jozef Rajsky, Stefan Hancar, Lubomir Urban, Martin Petruska, Matus Mnich, Daniel Pola, Michal Demjanovic and Rastislav Micak. 40 BUSINESS
- 41. “Man, I oweyou a beer!”, “I owe you a chocolate my friend!” Does this also happen to you, that you hear similar words of thanks from your pals or colleagues? Being hit by the winning euphory after succesful handling of the sofisticated problem with the use of the others’ help can lead us to various kinds of promises to repay back. But let’s be honest - the chance of ever fulfilling these promises is kind of slender. However, sometimes those promises are fullfilled as our colleagues from DC Network Services and LAN Operations can confirm. They cooperated on the OneShell project and except of the common financial reward they were rewarded also with the unusual bonus. On 9th February 2015 the message of significant achievement withinT-Systems aboutShell servicedeliveryranthroughoutthe T-Systems company. As of this date, the Shell corporate website is being hosted by T-Systems. This whole project was carried under the name OneShell. This project was the first RFP and the first AMM contract for Shell Global Account within T-Systems, hence the high profile. It represents a key milestone for the T-Systems Shell Global Account as the Shell.com service is the firstApplicationsOperationsServiceinourportfolioforShell,for which we are taking a full end to end service responsibility. The Go-Live T-Systems now provides content for more than 50 Shell websites and also provides services for the Shell authors that produce content for the various platforms. Over 70 individuals did contribute to this project, from Budapest, Kuala Lumpur, Dresden and Hague. There were about 20 experts involved from Kosice from various teams of DC Network Services and LAN Operations departments under the leadership of Tomas Zolyomi and Martin Maruscsak. The financial compensation for a job done is common for each company. However, guys from DC Network Services and LAN Operations, in addition, were rewarded also with the unusual bonus. Just before the project was finished, an e-mail had came to my mailbox with an interesting subject - “Unusual help request”. It was sent by a Senior Project Manager from Munich - Barbara Kaltenegger, OneShell lead project manager. In the e-mail there was written: “I’d like to ask for your support with an unusual request... Your colleagues in Kosice did a fantastic job during the OneShell setting-up, and my DCP architect, Amzat, promised them some cake in November, I think! And I do agree! Cake is more than justified for these guys!” The budget was approved, the plan was clear, just its realization was needed to be done. And since the life is full of surprises, the project manager Zuzka Homolyova appeared in my office just at the right time and as an answer to my question whether she knewsombodywhocouldmakeadeliciouscake,sheanswered: Yes, I do. Me! And the decision was made! By agreement with Barbara, we planned a meeting on February 10th. The cake was excellent and the guys praised their unusual bonus. The financial compensation for a job done is common for each company. However, a cake, a chocolate or even a thank you e-mail as a form of thankfulness can add a significant value and a satisfactory feeling that somebody have really appreciated your hard work and that all of your expended effort really makes sense. [ Maria Balazova ] 41TSSKNEWS 01
- 42. TSSK Delivery QualityTargets in 2014 consisted from Strategic Delivery Quality Index aligned with Global Delivery Quality measurement and Operative Quality Index (PCI). First overall results in April achieved 97,36%. During following months focus on Quality and set up of improvement actions resulted in continuous increase of results till September reaching the highest value 101,65%. From October till the end of year we recorded slight decrease of target achievement. Year-end results reached the overall target achievement of 100,87% showing positive message, that we were able to fulfill set targets and even reach more than 100%. Looking back we can see that comparing the results from April till December, we improved by 3,51%. Unfortunately we recorded also 5 human errors last year. The first one occurred in January causing outage of SAP system impacting several customer applications for customer Everything Everywhere. Especially critical was month April when another 3 Human errors occurred. One for customer Everything Everywhere and two for customer Shell. In these cases errors were caused mainly by not following the processes and work instructions. The last one occurred in November for customer Daimler caused also by not following the process. To avoid the same situations from happening this year, we really need to stay focused and keep an eye on Quality during our daily work to sustain and even increase satisfaction of our customers. In October 2014 Central Internal Audit took place with focus on ISO 9001, 20000 and 27001. We consider this audit as very successful as 0 Non-Conformities have been identified, 20 recommendations were given and 15 Strengths were found by auditors from TSI. When talking about Document Management, Document Management Improvement Project (DMI) brought several benefits. Till the end of project in September 2014, approximately 500 from initially 28 000 identified documents were accepted as relevant for Document Management in our company and uploaded to Process Portal. Significant contribution of DMI project to high quality of T-Systems documents was especially recognized during Central Internal Audit from T-Systems International. Moreover project resulted in implementation of effective and well-functioning management of documents throughout the whole company fulfilling required standards. Thanks to Process Portal, paper form of document management was replaced by electronic form and granting of approvals became more effective. Numbers in the area of Process Trainings are also quite interesting. Last year, 1237 employees were trained for Production Processes (Basic & Advanced Training). Moreover also special trainings were conducted with additional participation of 382 employees – SM9 Training for CSS and Special DSC Change Management Training. Concept of Production Process Training – BASICS has been revised and updated version is being used since September 2014. Target group for the training are newcomers and the scope is focused on essential overview of processes ( DOM, SACM, EVM, INM, PRM, CHM ) and basic understanding of their content and terminology. Production Process Training ADVANCED was also reworked during 2014 and implementation of the new concept is planned for this year. Handover process of new services to operation gained considerable attention last year. In August 2014, BOD&Q started an initiative to monitor the technical handover of all incoming systems to assure the quality. Later on, cooperation with TSSK Project Management Office and TSSK Operation teams started to fix the detected gaps. Initiative brought improvement of results. Starting with the number of documented technical handover of systemstooperationonvalue1,29%inAugust2014 and continuous increase of results to value 80,04% in December 2014. Regular monitoring of technical handover of incoming systems to operation in CSS helped to reveal existing issues and gaps, which were not visible and therefore initiated actions for improvement. We are glad that this topic led to the increase of awareness thanks to management attention and also growing interest of employees. One of the valuable initiatives during last year was project CHaMP that resulted in creation of a central database of Change Models used in TSSK. The main benefit of the CHaMP database is that our employees have access to all available Change models located in one place and therefore can easily search for the model they need. Till now we have uploaded about 1000 Change models, which are currently being updated with their SM9 equivalents. [ Lubomira Smutkova, Stanislav Vosoust ] How was year 2014 in terms of Quality? Previous year brought lots of challenges and struggles but also several achievements in the area of Quality. 42 BUSINESS
- 43. There is adifference between bill and A bill Don’t forget to add not only the list of participating employees and their IDs but also number of Cost Center. You would not believe it, but about 10 percent of employees forget to do it. Would you like to reimburse an amount higher than 50 Eur? Always attach the confirmation e-mail from Procurement as well. There are differences between bills and bills. While in the IT world we have 1 and 0, in the financial one we distinguish cash bill, invoices and many other documents. We do not want a copy, keep it for yourself. The original is always just the one, so send for accounting archivation. Both sides of the form have to be printed and signed. We think ecological, but in this case we can not save the forests. Whether you sit on Tesla or CBC, use an official company address always for the invoices - you can find it written in your business card or in your email signature if you follow the correct template: T-Systems Slovakia s.r.o. Zriedlova 13 040 01 Kosice ID: 35 976 721 VAT number: SK2022127932 Measure twice and cut once. The total amount should be exactly the same as the sum of all bills attached. And up to two decimal places. Do not forget to add license plate of the vehicle when you ride a pool car or a company car. Unfortunately, some reimbursements will never come. If you purchased the item without the confirmation of internal IT, your direct superior, approval from the Procurement (over 50 Eur) or you used your private card in Metro, paymentwillnotbereimbursed.Nosignatureofyourboss-Nomoney,honey. To see the current process, visit the Process Portal - Statements of other expenses. We believe that this year we will learn together to write documents correctly and we can accelerate the whole process of payment together. [ Ivana Kristinova, Branislav Petrasko ] Imagine, you are waiting for payments of your company expenses and instead of money, you receive an unexpected post. You have to check the envelope with a fear. If you see there is Brano from the Finance Department signed, here it comes – a well-known form. You didn’t fill your request for reimbursement properly. Does this happen often? Well, Brano receives about 2000 requests for payments annually. However, approximately 20 percent (before Christmas even 30 percent) is filled incorrectly. To be more effective and innovative, Brano created his standardized form with common errors to send to us. What kind of mistakes do we do and how can we improve it? Did you know there are 10 types of documents to be used? RFP…Request for Payment SoT&R… Settlement of teambuilding and refreshment SoWS… Settlement of workshop SoBD/BL… Settlement of Business Dinner/Lunch SoCCC… Settlement of Company credit card SoSFC… Settlement of shell fuel card RfA… Request for Advance RFP of invoice (already paid by employee) RFP of invoice (to be paid by T-Systems Slovakia) RFP of invoice (paid by Company Credit Card) ( All necessary documents can be found on Process Portal. ) From: Branislav Petrasko, Accountant, Finance Subject: Corrections in an accounting form 43TSSKNEWS 01
- 44. Service Delivery Managementprovisioning in today‘s global economy is, no doubt, challenging. Service delivery professionals are faced with continuous strive for higher quality whilst reducing costs. Our customers want their Service Managers at T-Systems to consistently deliver high level of quality and require a proof of doing so. The Service Management Certification, internationally recognized within T-Systems, assesses the functions and the skill set of an SDM as Service Delivery Management requires strong leadership, managerial and techno-functional skills. The participation in the SM certification program helps the candidate on the path to a successful delivery management role and promotes the significance of this role within and outside of the company. The Service Management Certification for all service delivery managers of T-Systems is to become our new quality standard for service delivery provisioning and will continue to be a strong focus in future. The SM Certification recognizes a competence of an individual to: • understand the essential knowledge, processes and terminology needed for effective service delivery management performance • validate the ability to apply agile principles and practices of delivering information technology • remains a key pillar for stabilizing and improving quality at Service Management ServiceDelivery managerscertified Service Management Certification description The seminars focus on 15 knowledge areas - SDM Processes and their implementation, Sales-Service Cooperation, Deal Handling & Deal Office, Transition & Transformation/Deal Handover, Risk Management, Q-Gates (Quality-Gates), Claim Management, Commercial Steering of Contracts , Service Level Management, Escalation Management, Service - Production (SL) Cooperation, Quality Kit 4.0, Nearshore Steering, Security Management Service and Customer Satisfaction and Relationship Management. The candidates can prepare via eClassrooms, face-to-face sessions or self-study from Service Management Library accessed on Q-Base. The certification seminar session, which focuses in more detail on 3 of the 15 knowledge areas in scope, takes approximately 1 day and concludes with a final test. Entry criteria for SM Certification enrolment is an ITIL V3 Foundation Certification and SDM position owner. The certification requires retesting every 3 years. The International certification program for individual countries was launched from early 2013. The Service Management certification, together with ITIL certificate, has quickly become a reliable indicator of general managerial competence and potential in service management. TSSK is amongst the successful participating countries with an excellent pass rate. First pilot certification within TSSK took place in December 2014 and was led by trainers Herman Doll a Michael Dreyer from T-Systems International. 23 SDMs within TSSK from Service Management International Department lead by their HoD Zlatica Prochazkova took part in this pilot and all passed with an excellent pass rate. 18 SDMs out of mentioned 23 have met the entry criteria for certificate receipt, the certificates were awarded by the DQS -Deutsche Gesellschaft zur Zertifizierung von Managementsystemen. The benefits of The Service Management Certification for SDMs The most beneficial element of being Service Management Certified is the inclusion into the international SDM community, which opens a whole range of opportunities for knowledge sharing and international experience, where participation in special projects or regular conferences may be offered. The Certification is also a visible indicator of personal qualifications and experience and furthermore demonstrates personal commitment to self-development. The TÜV (German Technical Inspection Association) is also expected to confirm this qualification, which would give the certificate significance far beyond the boundaries of T-Systems. [ Lenka Bodnarova ] 44 BUSINESS
- 45. Why do somany improvement attempts fail? Is there some trick to successfully implementing a change in an organization? Resistance is futile natural Coming to a team or department with a proposal of change will almost always be met with resistance. People don’t want to change the way they work, they don’t want to switch to a different toolset, or different communication style. Furthermore, the team members will typically already have an experience with previous changes which might have ended badly, or did not achieve the benefits originally promised. Therefore, anyone who wants to make a successful change in the organization needs a toolset that will make it possible. In this article, I’d like to explain the eight steps of successful change, and explain how they work. This is part of the Green Belt toolset which we teach during Green Belt trainings. Getting ready Before the change can begin, the project manager typically needs to convince people to get on board. This is best accomplished by Creating a sense of urgency – and we use the “Burning Platform” tool for this. Burning platform is essentially an allegory: “We” stand on a platform that is catching fire. For now, we still have places on the platform where the flames have not yet reached, but couple of months from now, the entire platform will be engulfed in flames, and if we are still on it, then we will die. So, we need to use the available time to build a bridge to another solid surface, perhaps a shore or another platform, and move there. The fire in this allegory can represent our competition which is cheaper or has better quality, and explains why we have to improve our quality or reduce our costs even though the customers are not yet complaining. The next step is Building a Powerful Coalition – making sure that all stakeholders who can veto the change agree with the necessity and support the change. Once this is done, we have to Create A Vision of the future, and Communicate the Vision in a convincing way to ensure most people like it. Catchy slogans, powerful visuals, presentations during which the project manager radiates enthusiasm are all part of this step, and watching legendary keynotes of Steve Jobs and other entrepreneurs can provide examples of what “convincing way” means. If you are counting, you might have noticed that that’s already 4 steps, and we haven’t even started executing the change… Implementing the change Since the change is probably going to take some time to achieve, it is important to begin the effort with two quick steps: Removing obstacles, in which any barriers that make the change impossible are moved aside or eliminated, and Achieving Quick Wins. Quick Wins are the much needed first victory, some comparably smaller success that everyone can be proud of and that give people confidence in the project manager. Only after all this comes the main part of the change. What is important then is to Allow building on the change – that means, making sure that future improvements can take advantage of what this change already achieved. And finally, the result of the change should be Solidified in the organization – the success and the new standards, rules and functionality needs to be communicated and must become “part of the company DNA”. This consists of many activities, but one very visible support activity for this are the ever-present posters on the walls of our offices and corridors, reminding everyone of our core beliefs, rules, and past achievements. Comprehension test: Which of the eight steps do the following recent events fit to? 1. Thomas Bodgain’s “From 45° to flat” presentation regarding our growth 2. “No flash for a bad stash” posters Correctanswer: 1.Presentation“From45°toflat”couldbeeithera “Burningplatform”or“CommunicatingaVision”. 2. “Noflashforabadstash”helpsremindeveryoneofClean deskpolicy,andassuchisanexampleof“Solidifyinginthe organization”. Burning platform Not much time Why: Create urgency (Competitors, Poor rating by customers) FMO = SafetySerious threat [ Pavel Drotar ] Learn on your break Change Implementation Tools „The change“ 45TSSKNEWS 01
- 46. BOD&QLocal Whoweare? Your partner forQuality, Processes and Business Operations 46 PEOPLE
- 47. Scope of ourteam activities consists of various topics. At firstplacewecoverlocalimplementationandmaintenance of Integrated Management Systems (IMS), Process Management and guidance for Process & Quality topics at TSSK. Our TSSK Process Managers for Operational Delivery Processes manage local implementation of TSI Reference Processes, provide Process Management trainings for TSSK employees, consultancy for Process topics and process improvement activities. Next area of concern is Audit Management. We are responsible for Local Internal Audits to ensure compliance with all relevant standards and processes. Moreover we coordinate all activities needed for preparation and realization of TSSK certification as a part of overall TSI Umbrella certification for relevant ISO standards (Quality management system, IT Service management system, Information security management system). In our area of responsibility there is also setting and reporting of TSSK Quality Targets, thanks to which we monitor improvement of our performance and support for Business Excellence Projects (known as Green Belt Projects). We provide quality support for Delivery in terms of Handover to Operation and governance of Document Management System where we ensure compliance of TSSK documents with required standards. Besides we steer and coordinate regular update of database containing Assignment groups used in TSSK, which simplifies access to the lists of Assignment groups needed for quality reports and ensure Quality Review reporting on MB Delivery. Important core area of our team is Resource Management. Main scope is to track the PoP demand planning which manages and reports on all types of businesses such as new demand, transition and volume increase. With capacity forecasts deriving from PoP demand planning, Managers, Controllers and Human Resources can plan better and take hiring and budget measures. This improves, among other things, cost transparency and efficiency targets fulfillment. Next area of our scope is Performance & Efficiency Management. The aim of the operational performance & efficiency management is improvement of the company’s productivity and support of the managerial decisions in terms of new business and efficiency increase. The related ongoing project Operational Performance Management at TSSK (OPfM@TSSK) will provide the 360 degree performance overview of the delivery units (CSS, TSS, Service and BOD&Q) for the entire managerial levels. With aim to share with you all the important information about our activities and news we prepared Qbase page “Quality Point @ TSSK” where you can easily find relevant information based on your area of interest. We would like to use this channel to communicate to you all updates and ongoing activities from the area of Quality & Process Management steered by our team. [ Lubomira Smutkova, Stanislav Vosoust ] From the upper-left: Denisa Simcakova, Lenka Cuperova, Inez Havrilova, Jan Sust, Michal Susko, Gabriela Bolcova, Tomas Francak, Pavel Drotar, Erika Verebova, Carsten Schiller, Kristyna Brinzikova, Klaudia Tothova, Viktoria Levicka, Daniel Lenko, Michaela Kujanikova, Martina Lengyelova, Stanislav Vosoust, Martin Lesko and Lenka Strbikova. 47TSSKNEWS 01
- 48. Hello World! We arethe DPS Project Delivery (DPS PD-SK), one of the recently formed Project management teams within the TSSK DPS family. DPS PD is part of the Global DPS Project Delivery organization which is managed by one of the DPS Management Board members, Angelos Kirianes, Global Head of DPS Project Delivery. The development of DPS PD-SK was a result of a strategic decision to reinforce the already existing DPS PD team in Germany. This was needed due to thecontinuouslyrisingnumberofnewinternationalprojectsandlack of project managers. In the same time, another two DPS PD teams are being formed in Brasil (DPS PD-BR) and Malaysia (DPS PD-MY). Such geographical distribution of team locations will support the “Follow the Sun” concept, meaning, that projects can be managed / supported by local project managers within local time zones. The early days of DPS PD-SK started in mid of 2014 by onboarding the first team members. DPS-PD in TSSK was settled and led by Julia Camajova, Head of Project Delivery DPS, who was active in her position untill the end of March 2015. As Julia has decided for new career opportunities outside T-Systems, Gabriel Jakab took over this role effective from April 2015. At the moment the team is already staffed with seven PMs, two PMOs. The DPS PD project managers are involved in DPS Infrastructure, Research and Development (R&D) as well as Transition and Transformation (T&T) projects. The scope of the infrastructure projects is to build the Data Center (DC) infrastructure so that it is ready and capable to host ICT products developed by R&D projects. R&D projects deliver the products developed as a reaction to recent market and technological demands. Those products are finally rolled out to customer via T&T (Transition & Transformation) projects. As many of the DPS technological teams are located in TSSK, DPS PD-SK will mainly focus on R&D project management. All the projects in the responsibility of DPS PD are managed according to the PMI project management methodology and T-Systems standards described in the T-Systems PMbook. In general a project manager is responsible first for defining the project scope according to product requirements, identifying and involving key stakeholders (e.g. particular engineering teams, security, business operations, etc.), defining the project management plan, acquiring and managing the project team during the product development process, monitoring and controlling the work performance and project quality and finally making sure the product is properly handed over to operations. The team is strongly focusing on continuous improvement of its skillset by attending PM trainings and certifications (CAPM- Certified Associate in Project Management / PMP- Project Management Professional), which are highly recognized PMI Certifications not only in our company but also worldwide. In addition, the role of a program manager was defined in order to set up and lead a Program Management Office to support (coordinate) all DPS related R&D projects. Currently the team consists of ten members, namely, Anton Mudrak, Vladimir Koral, Viktor Murga, Veronika Dudova, Samuel Benik, Gabriel Jakab, Martin Tomasik, Stefan Pircak, Rafael Szabo and Theodore Souris. The members joined the team from various working environments with different level of knowledge, experience and skills. We believe this level of diversity will bring many useful ideas for successful team development. We have decided to introduce our team members in a different way than it is usually done. Not only from professional point of view but also like individuals who are very special and with their characters contribute to success and building the reputation of the new DPS PD Team. Have you ever asked yourself where the products sold to the customers and operated by T-Systems are coming from and what is the way how they are implemented? Project DeliveryDPS Kosice 48 PEOPLE
- 49. Stefan enthusiastic photographer, camefrom DCNO department where he worked as a network administrator. What he found interesting there were the transitions and migrations. He realized that it is high time for change and the project management was the first choice. Julia often relaxing with her dog Falco, accepted the challenge to build up the Project Delivery Team after she was leading the P&TM1 (Rollout Management Team) at TSS service line. For her, it is fascinating to deal with similar topics in completely new and different environment. Gabriel who is known as a fan of a green tea, started as a network specialist in the DCNO Customer Firewall Operation. Later on he was promoted to the Head of Customer Firewall Operation team. Later on he worked as a project manager for TSS in the T&T program, where he built a Security Operations Center for the European Commission. Currently, Gabriel is responsible for leading the R&D Program Office. Veronika who has the biggest handbag in the world, worked as a process specialist in the Telecom IT service line. She is currently working on PMO duties for the DPS projects and preparing herself for CAPM exam. Samuel one the most technical guys here, surrounded by lot of plants at his working place, worked as a network administrator for the DCLAN international team. In his new role of a project manager he wants to use the knowledge he got from the previous team and gain experience in the project management. Martin workedasanICToperatorwithintheSharedOperations Services team. He sees the project management as a rather big challenge yet is prepared to learn and gain knowledge and experience in the field. Unless he makes a career in the music business he wants to be fully committed to the area of project management. Rafo who is older than he looks, worked as an ICT administrator within a T-Systems company for 5 years. He first met with Project Management two years ago. After gaining experience with internal projects he realized he should change the way where his career is heading to. Anton who likes ironing, worked as a quality manager on a unit level. His aim as he says is to become a “Top Gun” in project management. He thinks it is a great opportunity to gain experience and sees the project management as a kind of a challenge yet he is ready and prepared to deliver successful projects to the end customer. VladimIr who enjoys playing squash and jogging, worked as a lead incident manager within the Business Operations Delivery & Quality unit. Vlado already gained experience in project management in the past so he is definitely looking forward to new challenges within the PD team. Viktor the tallest member of the team, able to reach unreachable, came from quality area as a quality lead of the DPS unit. After his participation in several projects as a sub-stream lead, he realized that project management suits him the best and decided to join the Project Delivery team. [ Julia Camajova, Gabriel Jakab, Martin Tomasik ] 49TSSKNEWS 01
- 50. EVA SavesOur Ship Today, theautomation is the most used word in all sectors. It is not only about processes, but also about providing services. In T-Systems we talk about the automation for a long time. If we said nothing has been done for last eight years we would lie. We have improved a lot of things, what makes us one of the best within Point of Productions. We are proud to contribute in improving the results of Deutsche Telekom. 50 PEOPLE
- 51. By following theglobal trends in the IT Industry, we were still missing one project. The project, which would help real to automate tasks and services that we provide. Although, the costs of acquiring new technologies go down, on the other hand, they need bigger support. Customers enjoy increasing quality, shorter solution time of renewal the services. They expect us to provide more and more for less and less. Under the aegis of Thomas Bogdain, last summer we managed to put together the group of hardworking people, who keep the speeduntiltoday.Sincethenaheavyloadofworkhasbeendone (analysis, definition, development, meetings, explaining)…..and some parts were partially implemented already. At the beginning, everyone focused on monitoring department, today’s Shared Operation Services, where the biggest potential for automation is. The analysis found out, that from huge amount of messages, which are coming to monitoring console, an operator creates only 20 per cent of unique incidents. 80 per cent of them are correlated. Why is this so? Firstly, requests for relevant change of monitoring is possible to make officially only twice per year and German engineers are responsible for it. Further, there is only a single monitoring model for different platforms. Nevertheless, what is important for classics servers is not necessary so much for virtual ones. According to the processes each event has to be processed. EVA is suddenly able to help. EVA = event automation. Basically, just monitoring console is processing events itself on the base specified conditions. Every single message as before is recorded and processed. However, with one difference, messages are correlates by machine. So, with this action, we were able to relieve the operators from not very sensual work and saved resources at the end. Already now, we reached 90 per cent correlation by EVA on appcom environment. It doesn’t mean this initiative is a benefit for SOS department only. Mentioned setting conditions can be used also by teams with higher level of support for messages, where no tickets need to be created for events. It can help to reduce the number of incidents. Of course, there is an approval process is needed in order to ensure the four eyes principle. Overall, the project is divided into three phases. The first was described above. In the second phase we will deal with setting up automatic and addressing incidents to the responsible group. The step requires correct data in our global database. The third phase will require the cooperation of all of you. We will automate more complex task. From several simple tasks, where scripts already exist to those that still need to be collected. Your initiatives are more than welcome. Since December, the project team members meet with representatives of the OS and application teams. There was detailed explains what to expect from the project, as tool EVA works and what it is capable. The implementation requires deep analysis. A careful analysis with assistance of responsible groups is basement for creation of rules for proper EVA work. We hereby want to thank the teams who have attended those meetings, for their time and really good cooperation and help. After expert explanation, majority of you were excited about this idea. Therefore, I believe that you will sense spread the benefit of this project among your colleagues. Now we focus on the standard environment. There is still a lot of work ahead of us, big challenge to automate other tasks. Therefore, I would like to thank to all project team: Shared Operation Services – Martina Buhlova, Lucia Benova, Bibiana Hola, Martina Hudymacova, Petra Pavlova ASIC – Martin Hasicek, Matus Vojtko, Jan Stasko, Marian Toth Project manager – Maria Gurbalova First of all thank you for the work done so far. At the same time I wish to all people working on the project to carry on in the same speed and believe in this project. May the ones who still have doubts and say it can’t be done not to discourage you. “Where there’s a will there’s a way.” [ Lucia Beňová ] From the left: Martin Hasicek, Jan Stasko, Lucia Benova, Martina Buhlova, Bibiana Hola, Petra Pavlova, Martina Hudymacova, Matus Vojtko and Viktor Nemes. 51TSSKNEWS 01
- 52. USFUELSGO LIVE Roman Kusnirik fromSAP SHELL operation center had the opportunity to travel to US Houston and be a part of one of the most complex projects for Shell. 52 PEOPLE
- 53. First comes thepreparation GDU SAP team got involved in the project in mid 2013. Within the provided support by T-Systems, first a replacement of old hardware with new hardware was required, to enable the potential addition of new capacity to the GSAP landscape (capacity safeguarding). During this stage of the project, operating systems required additional upgrades to enable full utilization of the new capacity that was going to be added to the landscape (OS Upgrade) – an exciting challenge for all colleagues involved! Project Scope The go live represented the last major milestone within the overall GSAP Program for Shell Downstream, aiming to put a global SAP system in place for this Shell business. This business needed to be integrated into the global Shell operations model to align its working model with global Shell processes. 6000 additional Shell US Fuels users were introduced to the GSAP landscape, bringing the total global number of users to 37.000 - the largest ECC (ERP Central Component) system in the world was “born”. The total global T-Systems team supporting Shell with the go live consisted of colleagues from the US, the Netherlands, the United Kingdom, Germany, Slovakia and Malaysia. This truly international team worked together 24/7, supporting the project from an operational and project perspective. The project was a true joint effort with T-Systems delivering the infrastructure services, SAP providing SAP support and IBM delivering application support. The project also requested the on-site presence of one of our colleagues: Roman Kusnirik,fromtheShellOperationCenterDepartmentinSK,toprovideonsitesupport in Houston from a T-Systems infrastructure, architecture and SAP perspective. Roman travelled to the US on June 28 for a two week support period. Go live On July 1 2014, Shell US Fuels went live in GSAP. The two most crucial tests were the month end closure at the beginning of August and the quarter end closure at the beginning of October. These activities confirmed that the GSAP system could effectively handle the additional users and load that were added through the US Fuels go live. At the beginning of October 2014, it was confirmed that the month and quarter end closures were executed successfully on the GSAP system. . On July 1 2014, the Shell business US Fuels went live in the Shell Global SAP landscape, one of the world’s largest SAP environments, also known as GSAP. T-Systems supported Shell with the go live preparations over a period of 12 months, including some of our colleagues from the Global Delivery Unit (GDU) SAP in Slovakia. These types of projects require colleagues involved to display professional communication skills, have comprehensive SAP knowledge and be ready to deal with fast developing topics in an international environment. Let’s take a look at what this was like for one of our colleagues: Roman Kusnirik. 53TSSKNEWS 01
- 54. What was yourrole in the project? “My role was to steer overall performance and health of the systems over the whole period of the go live phase. Also, I reported to the business on crucial Key Performance Indicators, provided analysis on changes in trends and helped in case of issues, to deep dive into the applications and infrastructure to speed up restoration time”. What types of challenges did you face during the project? “During the project itself we came across minor hiccups on the infrastructure site, with a filer issue and Sabrix stability, load balancing issue. Both items got quickly resolved with no impact on the overall project and operations, thanks to the T-Systems hypercare team and the joint effort of the T-Systems operations team”. What additional benefits/ knowledge did you bring to the project? “I think a global view on the infrastructure of our hosting platform (AppCom), the way T-Systems works and supports our customer Shell, and close contact with the operational teams. This means that once you see the Key Performance Indicators or performance deviating, you know where to look at, which parts of the infrastructure or application to check, what needs to be checked and at the end who to ask to take a look and provide you with the information that you can put together and compile into a Root Cause identification’’. Can you describe what it was like to work together with Shell? “All people I met within both Shell and T-Systems were very friendly and open so I got a chance to experience the “Team together - Team apart” principle in reality which was a great experience. A special pearl about Shell: every single colleague who is lucky to come and join their work premises for a while will get a great dimension on what “Health & Safety” in the workplace means. Shell very well enforces their Life Saving rules in the workplace which I very much appreciated.” Did you have chance to visit some nice places during your stay in Houston? “Once during the weekend I could go for a trip to see the ocean (thanks to the T-Systems DS Service Delivery Manager for the long car drive), and I visited the Houston Space Center at NASA. I also got a chance to be a witness of the unforgettable 4th of July USA Independence Day, including mega fireworks and happy smiling people all around.” What did this experience bring to you personally? ‘’Cooperating with all sorts of global colleagues, managers and the customer directly, meant to me a great responsibility and a huge experience”. At the end of the project, appreciation was received from Rahmi Bayraktar, T-Systems Global Service Delivery Manager Shell Downstream: “All colleagues involved in the project showed great dedication, focus and exemplary teamwork from day 1. This has definitely contributed to the successful completion of the project. I would like to extend my special thanks to the following T-Systems teams who went the extra mile during the project: the Global Customer Unit Shell, the Project department, the SAP team in Slovakia, the Sabrix team in Slovakia, the Technical Account Managers (TAM’s) for Shell Downstream, the engineering department and the Dynamic Platform Services (DPS) team.” Thank you to: Del Gill – T-Systems Deploy Lead and Roman Kusnirik – T-Systems SAP Lead for Downstream. All colleagues from the USA, the Netherlands, the United Kingdom, Germany, Slovakia and Malaysia. Rahmi Bayraktar – T-Systems Global Service Delivery Manager Shell Downstream. [ Rahmi Bayraktar, Lenka Marcinova, Roman Kusnirik ] . Interview with Roman Kusnirik about his part in the US Fuels go live project, and his stay in the USA 54 PEOPLE
- 55. Imagine a letter addressedto you arrives to the company you work for. It makes you stop for a while, perhaps even shiver and then feeling a bit tense you start opening the envelope from which a familiar customer logo pops out. You start reading the first line of the letter and your face expression turns all of the sudden to smile of satisfaction. Your job is worth it and brings results. Now you have it written officially… That is the scenario our colleague Jan Vachal went through. Thanks to his hard work the name of T-Systems Slovakia earned great points. Delivering business excellence is always a challenge and in order to delight our customers we commit ourselves to demanding targets, month after month, year after year. To achieve them, we need to constantly develop ourselves and in doing so, receiving positive appraisals, boosts our motivation as well as providing crucial feedback when we do things well. 2014 was a challenging year for the SCC1 team within the TSS GCS department and our customer BP has now signed a new contract with T-Systems. Despite organizational changes (Colleagues and Managers) in the team one individual has continued to delivered great service. Jan Vachal has managed to improve the service for BP and worked tirelessly towards the resolution of a couple of long term persistant painpoints accross worldwide sites. His work has been praised within a Thankyou letter sent by Shaun Baker Head of Global Network Services at BP and Service Delivery Managers from T-Systems USA and UK. “I want to thank you (and the entire Firewall Team) as well for the excellent work in FY2014, in support of the GHNS Services to our customer.“ Lisco Scott, Service Delivery Manager, T-Systems North America “As if you did not already know...you make Lisco and I two very proud SDMs, and we thank you (and the entire Firewall Team) for the excellent work in 2014, in support of the GHNS Services to our Customer.“ Adele Levitt, Service Delivery Manager, T-Systems United Kingdom Congratulations ! Letter of Thanks the best of the best JAnVachaL [ Jozef Benedik ] 55TSSKNEWS 01
- 56. New initiative alreadybringing results Areyoureadyfor WorldClassIT? 56 PEOPLE
- 57. About WCM In Manufacturing,the concept of World Class Manufacturing (WCM) is a proven approach to waste reduction - for several decades now. In WCM, a group of experts analyses the processes to identify waste, and then develops solutions that get rid of this waste. These solutions must then be rolled out in all locations which use that particular process. The solutions are divided into steps, and in WCM, there are 7 steps overall (for each process) that lead to a process without waste. As you can imagine, implementing a solution (such as assembly line reorganization) in all factories around the world can be very expensive and slow – to the point that some of the WCM Steps take years to implement. WCM is used in many companies and it brings substantial efficiency gains. How could “World Class” work for IT? The situation in IT (or, at least, in T-Systems International) is different from Manufacturing. We don’t have few highly standardized products; instead,weoftenprovidehighlycustomizedservicesforeachcustomer, with many exceptions from the reference processes, and because IT landscapes are not standardized either, often implementing a change requires a lot of analyzing, surprising discoveries and even a bit of pure genius to work with the particular setup of a given machine. This became clearly visible when we analyzed Change Management in November 2014 in the pilot environment: nearly 50% of working time is spent preparing for implementation, getting all the information needed, readying our tools – in other words, doing “Value Enabling” work. Only 20% of working time is actually spent doing what the customer asked for – changing something on the target system, installing a patch, backing-up a database or adding new network connections. As such, it became apparent that focusing only on Waste reduction would limit our options for efficiency gain. Therefore, when devising the 7 steps of World Class IT, we decided to target Waste during the first 3 steps, and then shifting our attention to Value Enabling and even Value Adding work. Coming up with ideas When we analyzed our findings from November 2014, we focused on “sources of waste” – activities that were going on when the waste occurred. We noticed inefficient communication, wasteful reporting, and tool failures, just to give a few examples. With this, we could calculate potential efficiency gain from eliminating these sources of waste, and plan the sequence of steps. Then, the project team started coming up with ideas for the items of the 1st step. The brainstorming and design of these solutions took several weeks and involved writing up new documentation, preparing posters and presentations and even a bit of programming. Implementation As I’m writing this article, we have just finished implementing the solutions of the first step in the pilot environment, and this resulted in approximately 6% efficiency gain –above our target of 5%. If these results are approved by stakeholders, we intend to proceed with rollout of the solutions to the entire Operation, while at the same time going to Step 2 in the pilot organization. The project team None of this would be possible without the valuable contribution of the entire project team and support from stakeholders. I would especially like to thank Alexander Sinsig for allowing us to run the pilot in SAP, and toMonikaPoussardforcoming up withthe conceptand assuming overall responsibility for the project. [ Pavel Drotar ] From the left: Lenka Strbikova, Patrik Fedor, Anna Banoova, Katarina Galajdova, Adela Kobulnicka, Zuzana Chovanova, Martina Hudymacova and Pavel Drotar 57TSSKNEWS 01
- 58. Do you knowyour colleagues well? Kynological rescuers … or the evidence of a dog beingthe best friend of a person.Our colleagues Erika andMarek from Kosice kynologicalrescuing brigade know what itmeans. 58 PEOPLE
- 59. What are yourpositions in T-Systems? Erika: I am in the position of a database administrator. I’ve been here since 2012 for the second time already, as I had been working in T-Systems some time ago. Marek: I am an ICT operator in LAN team for Munich. Not everyone has probably heard about kynology. Could you explain to our readers what it is and what is your scope of work as kynological rescuers? Erika: Kynology is a discipline about dogs. Rescuing kynology uses dogs for rescue of people’s lives. How does the rescue of people differ when using dogs? Erika: A dog has more sensitive smell; he is able to search faster and to find even if a person is snowed under a fallen building. There was a case when a dog found a living person lying under a dead one. This process saves time and it is really on-time rescue. When questing in forests, a so called swarm is formed by which several tenths of people stand next to each other and in rotation research the location. This may take several hours, when using a dog it’s often just several minutes. How many members does your association have? Erika: We have regular members, approximately 10-15. Then there are external ones, counting them the number is doubled. Two members have already departed to western Slovakia where they launched a western division of our brigade. That division has ca 10 members. How did you start doing this? Erika: For me personally there wasn’t any kynological club in Kosice I could be a part of. I had to find something because for my dog walking is not enough (laugh). I hit upon the KEKZB at that time. There is a great group of dog handlers. Marek: I’ve been doing the rescuing since 2010. During the floods in 2010 I helped in Nizna Mysla where I know some people. Because of the floods there were earth slides. Approximately 120 houses were hit by the slides and had to be evacuated. One of my friends asked me to help him by moving because his walls started to Marek Kula crack. At that time nobody knew what was going on. This was the first house to be moved in the village. Since then we didn’t stop. We helped everyone who asked for it. Some were hit by the slides, others by floods from Hornad. The group helping in the village formed a volunteering firemen body. Later I departed because I started a study extension of a health rescuing. What do you like about this work? Erika: A dog handler has to think a lot, is always learning although everything is done by a dog. We have to learn what could be influenced by a smell and also how to motivate and work with other dogs as we do figurants and these are the most important part when training a rescuing dog. A dog handler sets up a whole training and orders a dog to search, however, a figurant has to reward the dog for him to enjoy and to do it likewise next time as well. It is important for everyone of us to learn how to work with all the dogs. We have to educate in rescuing field too, it means providing of first aid, react in crisis situation, process-ing of individual steps. Our health workers help us with this. Erika Zdilova Vinceova 59TSSKNEWS 01
- 60. How does itall look like? Erika: We operate mainly during weekends, on Saturdays we have training and on Sunday we meet at various locations around Kosice – dilapidated buildings, surrounding forests. It is often not easy for figurants as they have to climb trees, boxes, wardrobes, have themselves buried etc. Few times a year we perform also workshops or other co-activities with trainers from Bratislava, we prepare the scene together with firemen and rescuers to learn the procedure. Firemen have to approve our entry into the location in case of explosion. By actual action we wait for instructions from the action captain (a policeman responsible for the search). A specific place is allocated by him and this place we divide into quadrants. We use tablets already; these help us with large areas in forests. The route of a dog handler went though is recorded into a tablet and the captain can see which locations have been searched already. Marek: We operate on the call of police or Ministry of Internal Affairs. We participate mainly in searching for lost. We operate 24/7. Who is able, the one goes. We operate in whole Slovakia, some abroad too. When going live, there is cooperation with other associations, mainly with police which coordinates whole action. We work as a team or in a pair – a dog handler and a health rescuer. If the lost is found, we inform the captain and he then coordinates our next steps. The handler fixes the location and finds the closest way for the ambulance while rescuer secures life functions of a person, communicates with the lost one and passes the information. Is there any other similar association? Are you called to all the accidents places? Erika: We are the only active kynological rescuers in the Eastern Slovakia. We cooperate with other brigades, e.g. Complex central rescue service in Gabcikovo. Various regions in Slovakia have various number of brigades, there are several around Zilina, two in Bratislava. We are called to the accident places still more and more often. We hope to be on the level of our Czech colleagues soon, who operate under the Ministry and are called directly from the head office. Does every rescuer use his or her own dog? Should it be any specific type of dog? Erika: Yes, everyone uses his own dog which is his pet too. There are various types – German shepherds, malinois, poodle, bastard. My Speedy is a mix of cocker and who-knows-what (laugh). I adopted him, he is very active so it is used properly for such activities and a lot of trainings. However, every dog is different. There is a difference in their temperament, behavior towards a person. Some like forests, others buildings, some bark, others not. The most important is a willingness to work and for a dog handler to increase a dog’s motivation. Can you describe some interesting cases you’ve experienced? Erika: Respecting the privacy of the people it is obvious I will not describe specific cases. Regarding trainings, the most interesting for me was to take part on Gelnica Rescue, a 5-day co-training activity with all the volunteers from Slovakia and Czech Republic. The organizers prepare various scenarios: explosion in factory, mass plane accident, fall of plane. The controllers were there too evaluating the duration of the whole simulating activity. There was an unexpected situation of a simulated accident. At that time I realized what is the difference between the course when being calm 60 PEOPLE
- 61. and without timepressure and vice versa - when stressed and tired. By all the activities we use many different props - a “collection” of arms. Nothing for weak stomachs until you realize it’s just artificial. Marek: There have been many, and not all of them had a happy ending. Floods have been the most interesting for me because I got to know many people I had never met without such situations. I have to ask why are you doing it even though you are not rewarded? What are the benefits, personal or other? Erika: It’s a feeling of satisfaction that I can help somebody. It may seem like a cliche but such a feeling is not worth any money. It’s an intelectual learning and when you see how your dog gets better, it’s great. I did not study vet but I do have an interest in it of course. As every hobby, this one costs something too. We get money from 2 per cent of tax or other volunteering contributions, sponsors, grants, we are pro-vided by a place too (University of veterinary medicine in KE). We have to pay many things from our own pockets. We train every weekend and everything costs some money - petrol, accommodation, workshops. This year we are heading to the training in Malacky, Brno, Jazberenyi. Marek: It’s more about the belief. Person goes to bed differently when he had helped to find a lost child or a relative. Are there any competitions in rescuing? Erika: Yes. With my Speedy I won two years ago a prize of a referee at Cassovia Cup organized by our brigade. Last year we took part at Memorial of O.Kralova Mistrikova at Donovaly, these is the interna-tional race with exams. Marek: There happen trainings mostly. Exercising one’s skills is very important for everyone who had started doing it. People perceive us as professionals. Therefore it’s crucial for us to exercise like this. Continuous training eliminates mistakes. That’s why many people meet at trainings as well as actual events too. Thanks to Erika and Marek for the interview. If you wish to know more about a kynological rescuing, visit the website www.kekzb. sk and you may join rescuing of people’s lives. As they said, they welcome new figurants for the dogs to learn to work with various types of people. Do not hesitate and contact them. [ Livia Galova ] 61TSSKNEWS 01
- 62. Abetterlifein EasternSlovakia Thanks to theDonation fund of T-Systems Slovakia “T for all, all for T” our company is for second year supporting various projects whose aim is to develop the community. 25 different organizations from Eastern Slovakia were competing for financial support for their volunteer projects. After grand ceremony, which was held on February 11, 2015 it is now likely that 8 of them are changing their plans into reality. 62 COORPERATION
- 63. Non-profit companies dividedmore than 13,000 euros. Employees of T-Systems Slovakia contributed their bit as well. During the Garage sale and Year-end-Teambuilding event – the Great Gatsby collected over 700 EUR and some of employees are also involved in projects as volunteers. “I am very pleased that Donation Fund has continued financial support to those who need it. I also like that helping others is not foreign for our employees willing to help and support a good cause often at the expense of their free time,“ concludes Thomas Bogdain. [ Katarina Holopova ] Dedinka 1 464,00 Euro Centrum Liberta 2 000,00 Euro Enjoy the Ride 2 000,00 Euro Collegium Myssle 1 934,40 Euro Domka 2 000,00 Euro Priatelia trstenskej prirody 2 000,00 Euro Detske ARO Kosice 360,00 Euro Santiago 1 288,78 Euro 13 047,18 Euro Santiago opens Sariswood Civil Association of Velky Saris is trying to enthuse children and adults for a theater through the project Sariswood. This time is about to rehearse the musical tale and to involve amateur musicians, artists, and especially different generations of inhabitants of the city. Children ARO increase the safety of pediatric patients InKosiceChildren’sUniversityHospitalinthefieldof ENT and thoracic and abdominal surgery annually operates about 1,400 children. Every single patient receives anesthesia before surgery. Thanks to the administration of the grant will be safer. Children ARO buys pressure gauges cuff endotracheal tube to ensure that pediatric patients at surgery enter the body always just the right amount of oxygen and anesthesia. Domka wants to solve people’s problems Association of Salesian Youth Domka received a grant for education and awareness activities. For members of their communities, but also the general public, plans to assist in various life situations, give them space to express themselves and make the ability to communicate with experts. Civic organization Dedinka revitalizes the garden Voluntary non-profit organization from Kostoľany nad Hornádom sets out the plan to change the municipal and school supplies on a publicly accessible rest area. Using volunteers and financial support organization will transform unused area suitable for kindergarten. Afterwards, Dedinka will be able to organize social and sports events for residents and visitors of the village. Centrum Liberta helps disabled children Kosice rehabilitation center works mostly with children with severe cerebral palsy. Through the project „Come with me outside“ Centrum Liberta wants to bring the event focused directly on disabled children and youngsters. Since the events of this kind aren’t very familiar in our region, Center Liberta believes this will allow children and their families get back together more easily, while positively stimulate the development of their patients. Priatelia trstenskej prirody seeded Lime Alley Morethan70kilometerslongpavedbiketrailKošice - Sárospatak was completed in the summer of 2013. The surroundings is planned to be beautify by unique lime alley by NGO from Trstená pri Hornáde. Pleasant shade is attracting more tourists, joggers and cyclists, lime blossom attracts bees, which beekeepers’ enjoy. NGO involves general public into planting which builds a positive relationship to trees and nature. Collegium Myssle opens the gate to the Bronze Age Nizna Mysla is one of the major sites of the Bronze Age in Central Europe. International asociation Collegium Myssle operating since 1995 is presenting the studies that are underway to the public. Through the project „Enter the gate to the Bronze Age“ wants to bring visitors to the archaeological complex of ancient history by replicas of dwellings and fortifications, workshops and expert lectures. Natural heritage village full of monuments should faithfully imitate life people, this area. EnjoytheRidebuildsabettercycling area The team of young recreational and racing cyclists Enjoy the Ride has been working since 2013 to build a public cycling area - Dirtpark Drábova on the outskirts of KVP. Fundamentals are already built and with the help from the grant, the areal will look even better. Cyclists will seed a green area wth plants and trees, place educational charts, baskets for waste separation and expanded seating for implementing environmental education activities and sporting character. 63TSSKNEWS 01
- 64. The main aimof the IT Valley is to create the best conditions in IT technologies and telecommunications and give opportunity to young people to get better education and jobs as well as to develop the eastern region. How it started Milan Stevkov, Head of SAP MPHS&EMEA department within IT Valley Kosice is representing T-Systems Slovakia and he took his new challenge without any concern. Milan wanted to create a team of experts with huge amount of knowledge in SAP landscape who will be able to prepare own training and pass over their experience for those who are interested in IT technologies and SAP landscape. Milan is an experienced manager who use to walk in the same shoes as a SAP Administrator. Gained knowledge within SAP brought him success and he became one of the main Managers at SAP Unit. Why SAP Academy For SAP department trainings and education programs are it’s necessary part , because the successful implementation of SAP in the field of technology , a comprehensive knowledge of information technology , incorporates the diversity of operating system, database platforms and third-party programs and are all acting as one entity. Every customer dispose specific combination of those elements SAP Unit is proudly part of IT Valley Kosice SAP Academy is learning program, which went live on January 2014 in cooperation with SAP Slovakia, IT Valley, University of Pavol Jozef Safarik in Kosice and with other representatives of Universities and Colleges in Kosice. T-Systems Slovakia is a long term partner of Kosice IT Valley. Our colleagues from GDU SAP told us about beginning of the training, its execution and about future plans. SAPUnitraisedits ownqualifiedtrainers forSAPAcademy From the left: Slavomir Prusak, Peter Jutka, Milan Stevkov, Tomas Marcinko and Jan Durisin. 64 COORPERATION
- 65. and this factwasn’t included in external trainings. Another problem that we had to face is that when new versions of SAP components are requested from customers its immediate implementation is needed. It means that market is having hunger for trainings like this and to implement trainings to their portfolio takes a lot of time. In contrast of this fact in T-Systems, people already have rich knowledge with those components. Another disadvantage of external training is not enough practical exercises. Therefore we decided to build from SAP Academy specific training by exactly defined requirements which react on changes within SAP and focus on practical theory, demonstrated on practical tasks gained within daily operational work. Last and very important factor is that project SAP Academy brought significant saving on education for T-Systems Slovakia. First training within SAP Academy Kick-off meeting took place on the 20th of August where the whole projectwaspresentedbyMilanStevkov.InthesametimeTransformation project was running in the company. Within the project was needed to restructure the Departments including SAP Unit and as an effect of this change new Customer Operation Center was established. Newly created COC gave space for SAP newcomers who first needed to be trained. Therefore SAP Academy could prepare its first training for them. Opening training took a place on 9th of November with 12 participants and lasted 9 working days. During those days extremely busy agenda was scheduled which required proper concentration and professionalism from the side of trainers. Participants went throughout the several fields in SAP environment: • Administration based on SAP NetWeaver AS ABAP • Practical knowledge in start and stop SAP System • Basic user administration in SAP • Setup and administration of remote connections • Maintenance of SAP Components • Definition and integration of printers in SAP System • Settings and optimization of background processing in SAP System • Setting up System monitoring • Structured troubleshooting Course ended with the final test, which examined theoretical and practical knowledge of participants. Successful completion of the course was set to 70% from the average of theoretical and practical part of the test. Troubles within the SAP Academy During the preparation and realization of the training under the slopes of T-Systems Slovakia we had to face still facing many problems. Some were resolved and some are still looking for solutions. First we had to fight in the stage of preparation when training materials were created. External trainers are using licensed materials from SAP AG. Our documentation is touched by same materials but it was needed to get approval from SAP AG. This agreement was successful confirmed, thankstoMr.JozefOndas,whoinitiatedbirthofSAPAcademyinKosice. Another issue on which we hit is hardware in training room. Computers were initially equipped with 8 GB of RAM , which is insufficient for correct operation of the SAP system for training purposes . After an agreement with provider of the training room, which is UPJS , was memory increase to 16GB. A related problem was that in the computer we couldn’t reinstall the operating system , so we had to virtualize the training environment and pass it as a virtual operating system. Within the pending issues for which we are searching for solution belongs as well licensing of SAP software which is used for educational purposes. This question is currently communicated with SAP Slovakia. Other facing issue is booking of training room. SAP academy comprises of several companies and schools so the room is constantly occupied. Therefore it is really hard to obtain reservation several months before the planned course. This issue occurred also during courses of T-Systems in November and December, when the training room BELL at Moldavska premises was used instead of training room of UPJS. Availability as well as possibility of the room using in UPJS is under the discussion. What are the future plans with SAP ACADEMY? T-Systems Slovakia is the biggest provider of SAP Administration in Kosice and therefore more trainings are planned. Trainings will focus on the fields which people are using in every day work. We will try to cover the whole area of basis administration, which besides of own maintanence of SAP systems will also include the implementationtasks.Allourtrainingswillperformpracticalknowledge and experience which we gained throughout the years, working with SAP Technology. We also would like to focus on theoretical part which will be for participants high - quality preparation for SAP CERTIFIED EXAMS. Words from Milan Stevkov, Head of MPHS&EMEA Department I would like to express big “Thank you” to all colleagues who participatedincreatingSAPAcademyfromtheinitialconceptualphase till the actual training implementation. The whole initiative is confirmed by excellent results, which shows that in Kosice we have built together the organization able to educate SAP specialists who provide highest quality services. This is confirmed by a customer satisfaction survey which greatly exceeds results of our direct competitors. This is not the end of the story... We will continuously work on the optimization of ongoing trainings as well as the preparation and implementation of further training in the future. Guys, Thank you for your amazing performance, long-working hours and for representing SAP Unit in the way which shows our huge potential on the competitive market. SAP Trainers: Jakub Mlynarcik – SAP ICT Engineer, SAP EMEA 1 Team Peter Jutka – SAP ICT Consultant, SAP Project Delivery 2 Team Tomas Marcinko – SAP PCI Engineer, SAP Project Delivery 2 Team Tomas Torbik – SAP ICT Administrator III. SAP MPHS 2 Team Slavomir Prusak - SAP ICT Engineer, SAP EMEA 1 Team Jan Durisin - SAP PCI Engineer, SAP Project Delivery 2 Team . [ Lenka Marcinova, Tomas Torbik ] 65TSSKNEWS 01
- 66. A PLACE TOCONNECT AND WORK. STARTNOW! More than 25.000 colleagues are allready in. Join us on TSN T-Systems Slovakia group. www.tsn.telekom.de Coming soon TSN T-Systems Slovakia Group Facebook T-Systems Slovakia Linkedln T-Systems Slovakia Security Quiz The second year of the most successful Security campaign is already being prepared. Better prize for the whole competing team, quiz game in a form of TV show, a lot of useful information and fun! Follow the intranet not to miss the registration! AjTy Senior It all starts in April. After the Easter time off the seniors from Kosice and surroundings are going to learn how to communicate in the modern era way – using email, Skype, internet. The teachers are our employees themselves! Fingers crossed for both parties! Floorball tournament After the first very successful tournament last year there comes the second one already this summer. Another year of floorball tournament is ready for you at the beginning of this summer. Getting fit in IT? Now it’s the best time. T-Systems Slovakia prepares the summer full of fun in the form of training for the International Peace Marathon under the lead of a professional runner! Follow the intranet, you will get the newest information. Svet Prace 2015 One of a few job fairs to be joined by T-Systems Slovakia in 2015, but all the more intensive! Svet Prace is going to take place in Steel Arena on the 5th and 6th June. Let’s start the summer time with new challenges and let’s show off the professionals! tsn_sk_a5.pdf 1 12.08.2014 14:30:07 C M Y CM MY CY CMY K 66 RELAX
- 67. Updatedrulesfor PROFISARELOOKING FORPROFIS arepublished! To find outhow to get 1.000 EUR, reward click on the intranet.