Critical Facilities Operations Process: Explanations and illustrative examples. For training videos, please visit https://m.youtube.com/channel/UCYw2fG4p7buyhJD0EYHahuQ

1. Coromatic Academy
Open Compute Project, Critical Facilities Operations Framework
Functions: Delivery Support
Rev 2020-08-10
Information classification: Public

2. Contents
• Overview of functions
• Lessons learned / customer experiences
• Final notes

3. DELIVERY SUPPORT
OCP Critical Facilities Operations Framework

4. Site Operations
Integration
Terms &
Conditions
OCP CFOPS Delivery model
Incidents
Work Orders & Projects
On-site Access
Service Levels
Organization
KPI Monitoring
& Reporting
Lifecycle &
Financial
Mgmt
On-site
services
Security &
Access
Maintenance
In / outdoor
FM
Site
assistance
Site Inspection
Audits and
Compliance
Site Management
Delivery Support
Service Level
Mgmt
Lifecycle &
Financial
Mgmt
WO & Project
Mgmt
Monitoring &
Reporting
Governance
and BCP
Advisory and
Benchmarking
Supply Chain
and Sourcing
Service Desk
24/7
Incident Mgmt
Team &
Suppliers
Capacity
Mgmt &
Optimization
Document
Mgmt
Compliance
Mgmt
Service
Improvements
Asset List
Border List
Customer
Managed
Operating
Center
Source: OCP CFOPS 2019 v1.4

5. Delivery Support
MindMap Overview Summary
Delivery support
Instead of managing each site as an isolated team effort, there are
shared support functions to drive cost efficiency and quality gains.
Service Desk 24/7/365
The sites should be serviced by a full-time service desk. It manages the
incoming alarms as well as service requests. Work should be performed
in English and in local languages.
Typical features include:
• Accessible via web, e-mail and phone
• Provides site management and customer access to service records
It is a vital part of the incident process as it ensures technical specialists
are dispatched to site and service records are collected and stored to
fulfill service level obligations.
Source: OCP CFOPS 2019 v1.4

6. Lessons learned / Customer experiences
“Having a Service Desk that is available 24/7 is
vital for our site operations.
It is so important to us, that we have agreed a
service level with penalties in case there is too
long reaction time…”

7. Delivery Support
MindMap Overview Summary
Governance
To help the parties collaborate and evolve the services over time, as
well as managing incidents and resolve potential conflicts, the
governance structure is established and documented also above the
operational level.
It should tie in with existing delegations of authority and business
continuity plans for both the customer and the site management
supplier. Preferably, representatives from the customer and the
supplier can resolve issues together before they escalate to Tactical
level or Strategic level.
The Business Continuity Plans of the supplier and the customer
should be aligned, including escalation points, to ensure proper
handling of site incidents or disasters.
Source: OCP CFOPS 2019 v1.4

8. Lessons learned / Customer experiences
“The most impressive handling of Business
Continuity Planning I have experienced in my
professional years, is the global ICT company
that holds quarterly review meeting with its
stakeholders to validate escalation points and
contact details for all involved organizations…”

9. Delivery Support
MindMap Overview Summary
Advisory Services support with management advice in several areas:
Site strategy and site portfolio management cover, e.g. strategies for
energy and environmental improvements, financial analyses and
business cases for investments. Planning of transformation programs
that range from transition, change of ownership or decommission of
sites and advising management on site portfolio optimization over a 3-
10-year period.
Risk management includes, e.g. Business Impact Analysis of site failures,
formal compliance audits and reviews, business continuity and risk
mitigation for processes and technology to improve site robustness and
organizational resilience.
Performance improvements and cost reductions – execution of
transformation programs that range from transition, change of
ownership or decommission of sites. Energy optimizations for improved
climate footprint and cost reductions. Trainings, benchmarking
programs and implementation of management KPIs to drive measurable
performance improvements are also provided.
Source: OCP CFOPS 2019 v1.4

10. Lessons learned / Customer experiences
“Getting professional support from experts that
not only understands the financials, but also
masters the underlying infrastructure has been
essential in our decision to revamp our site
portfolio strategy for the coming period…”

11. Lessons learned / Customer experiences
“Risk management is getting more complex
every day and having advisory consultants help
our board of directors to run the annual risk
analysis and refresh our Business Continuity Plan
accordingly makes me sleep better at night…”

12. Lessons learned / Customer experiences
“Performance Improvement is all about getting ‘more bang for the
buck’, but it needs to be done in a determined and structured way to
ensure the results really stay with the organization.
If not, you end up with a project that creates a lot of activities and
positive feelings, but the results fade away quite quickly.
That’s why we start by assessing current state of delivery and establish
KPIs for measuring the wanted performance levels. Based on that we
drive change management initiatives to provide both quick wins and
meet the performance targets over time – and keep them there…”

13. Delivery Support
MindMap Overview Summary
Service Improvements
Continuous improvements are based on a systematic quality management
work to drive cost efficiency and reliability improvements in the services.
With the support from across the supplier organization, identified
problems and possible improvements are shared as lessons learned and
recommendations between the different site services teams.
• Problem Management – incidents are followed up and reported on,
including root-cause analysis, to reduce any future site impact.
• Knowledge Management – the supplier should provide regular
trainings and certifications of its team members. It should gather,
analyze and share information to keep abreast of development.
• Benchmarking – assessing site performance against reference data
from other sites operated by the supplier, or within the customer’s
own portfolio of sites, can be performed by Advisory experts.
The improvement approach used for process improvements is based on
the PDSA (Plan-Do-Study-Act).
Source: OCP CFOPS 2019 v1.4

14. Lessons learned / Customer experiences
“Problem management is so much more than just identifying the root-
cause to an incident. It helps us mitigate risks of having the same
problem at other site
We had an incident with a defective fire prevention system. It turned
out to be the valve for a particular type of unit that was badly
manufactured during a certain period.
Based on our problem management, we were able to identify the batch
of valves together with the manufacturer and claim warranty
exchanges.
This was not only in the site where the incident occurred, but in all
critical facilities we were responsible for…”

15. Lessons learned / Customer experiences
“We strive to leverage the expertise of our site
operations team by rotating the team members
between different sites, at least a few weeks each year.
Thereby they can share their experience with each
other and learn what works well and not so well in
different types of critical facilities…”

16. Lessons learned / Customer experiences
“Establishing a framework for benchmarking our
cost and quality levels for site operations with
anonymized data from other comparable
organizations have been key to us in raising the
bar for the services we deliver, but also keeping
our costs under control…”

17. Delivery Support
MindMap Overview Summary
Governance
Handling mission critical functions and critical facilities require
not only high standards within your own organization. This
commitment should also cover suppliers and products used to
perform services.
Supply Chain drives selection of strategic suppliers of services
or products by setting common baselines to meet, e.g. Cost,
Quality, Environment, Security and Corporate Social
Responsibility (CSR).
Warehouse & Logistics can be handled for the customer. This
often covers access to critical spare parts on site, but can also
include access to centralized warehouses or logistics hubs
with dedicated resources for the customer.
Source: OCP CFOPS 2019 v1.4

18. Lessons learned / Customer experiences
“A Critical Facility-as-a-Service has been contracted for a 10+
year period. The Customer pays a fixed quarterly fee to cover
all Site Operations, its required materials and any asset risks.
To ensure opportunities to improve margins are considered,
the Site Management function continuously considers
challenging suppliers with more cost-efficient options.
A joint project with the corporate Supply Chain Manager
resulted in an annual reduction of costs for technical cleaning
with 12 percent…”

19. Delivery Support
MindMap Overview Summary
Governance
Sites may be operated remotely to a much larger degree than
only a few years ago, enabling remote expert support for
several processes, e.g. capacity management, risk
management, optimization and energy use improvements.
A Managed Operation Center (MOC) enables the Site
Management function to asses, analyze and improve
performance of the technically monitored site systems
components, e.g. UPS, chillers, power meters, auxiliary
systems, as well as CCTV or in-rack equipment, from individual
power strips to servers.
Furthermore, this opens up for predictive maintenance and
many other benefits.
Source: OCP CFOPS 2019 v1.4

20. Lessons learned / Customer experiences
“With active remote monitoring we have been
able to reduce the amount of time spent on site.
This has saved us transportation between
different locations, which has not only reduced
some of our costs, but more importantly it has
reduced our carbon footprint…”

21. Final notes
• Site Operations should not be considered “an
isolated island”. It is vital to assess what delivery
support is available to the site management team
to ensure effectiveness in the services delivery
• Improvements to support functions are
recommended to be based on Plan-Do-Study-Act

22. Questions?
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