Architecture World ‘11<br />. Using the Zachman’s Architecture framework to realise ITSM Transformation at Tesco<br />Suku...
Overview<br />Tesco World Wide<br />Balancing Act – Tactical Versus Strategic<br />Building on the First Baseline with Upg...
Tesco World Wide<br />Architecture World ‘11<br />Tesco - Top Retailer in UK, operates retail business in 12 Countries. Do...
Need for Change – Business Drivers<br />The Retail Business is heavily dependent on IT for serving customers and winning i...
Service Operations – Some Facts(UK IT Services Data)<br />Each week we deal with around 21,000 contacts <br />We process 3...
SOM for Sustainable Change<br />The Objective of the Service Operating Model programme is to :<br />Change focus from Tech...
SOM Project Overview<br />The objectives of the programme are to update and consistently alignour people, process and tool...
ISO 20000: 05 International Standard for ITSM<br />Process Oriented Approach to culture Change<br />The Change Slope <br /...
Balancing Act –Tactical v/s Strategic<br />Pilot Release of BPM engine based Tool to replace existing Service Desk<br />Ar...
Strategic Phase<br />Tesco ITSM Journey<br />Change Ways of Working<br />Build Sustainability Phase<br />Nov 2010<br /><ul...
Use the Purpose Built Data Mining tool and conduct an Incident Profiling of the Service
Extract Sample data of Top 3 Incident Generators, conduct Audit and Identify Improvement Opportunities
Operate Problem Process for Quick Wins
Re-Work Classifications, Closure Code and roles and Responsibilities for L1,L2&L3
Operate Problem Mgmt. Governance</li></ul>Make Changes Phase<br />Sep 2010<br />Transparency Phase<br />Aug 2010<br />Tact...
Pilot the Wizard for Incident Capture with ITHD supporting UK HO
Scale Up the implementation by structured Addition of Infrastructure, and other business areas
Managed phased de-commission of Service Center using the Parking Lot concept
Roll Over entire Retail to ICCM
Progress to Group Countries; start with CE</li></ul>Nov 2010 – CE<br />Sep 2009 – Retail<br />Aug 2010 – Supply Chain<br /...
Project Phasing<br />Jan<br />July<br />May<br />Mar<br />Phase 2<br />Phase 1<br />Phase 3<br />Phase 4<br />Functional a...
Service Desk Related Lessons<br />Tickets Posted during the first week<br />Data collected from 6 agents has been used, ou...
Analyst wise tickets logged till 24th Nov 09<br />
The Handshake Process<br />The handshake process is very effective in ensuring that ownership of a given ticket is always ...
Lessons from the Pilot<br />Data used for the analysis is all tickets between 16/11/2009  11:31:17 AM and 24/11/2009  5:55...
Typical Silo Weekly Report<br />Clearly indicates very little opportunity for Improvement<br />First Time Fix Statistics R...
What is an Incident?<br />If we fix it first time it is a Service Request if we pass it on it’s an Incident<br />1623 call...
18<br />Segregated FTR <br />A very high percentage of the calls managed by the SD are to do with fulfilling Service Reque...
19<br />FTF : Service Request post Segregation<br />Resolved by L1<br />Vendor<br />Resolved by L2<br />
20<br />FTR : Incident Request post Segregation for L1<br />FTR<br />Revised First Time Resolved figures<br />
Incident Generator Rank not visible <br />Top Incident? Generators identified – How Do I and Password Reset. <br />
22<br />Segregation makes Incident generators Visible<br />Looking at Segregated Incidents shows a complete different Pict...
23<br />Drill down into Desktop Software.<br />Drilling down from Desktop Software exposes Office Tools 2000 and Ms Outloo...
24<br />Incident Classification Quality Issue<br />67% belongs to Generic Others and give no clue to the real problem<br />
25<br />Post Pilot Improvement of Classification<br />Desktop Software is now the second highest source of Incidents.<br /...
26<br />Dramatic Improvement in Others being selected!!<br />Data from 8 – 11th Mar<br />Dramatic Changes to the number of...
27<br />Findings are based on 55% data<br />Call Categorization Quality improvement<br />Data from 8 – 11th Mar<br />Data ...
28<br />Improvement provides Actionable Data<br />
29<br />Result of a Proactive Problem Management<br />
30<br />Impact on Password Reset SR Occurrence<br />
31<br />Impact on Authentication Incident Occurrence<br />
32<br />Impact on MS Outlook Incident Occurrence<br />
ISO 20000: 05 International Standard for ITSM<br />Process Oriented Approach to culture Change<br />Incident <br />Mgmt Pi...
Post organisation wide roll out for UK and Ireland Services to the Retail Business, a Formal HSC Wide Improvement Program ...
ITSM Transformation HPD Briefing<br />Mark Cripsey & Sukumar Daniel<br />Date: 25th August 2010<br />
Tesco Proprietary & Confidential<br />36<br />Background<br /><ul><li>The new strategic vision - HSC as the Provider of IT...
Increased complexity in managing a “Follow the Sun”  Service Delivery
Urgent need to ensure that End to End Service Management Framework is in place  before the convergence initiative kicks in
A Sound ITSM Foundation will be invaluable for transitioning services from various countries into HSC.
With the roll out of ICCM well underway the tool is in place to provide organisation wide support.
Need to transform to proactive ITSM framework in place with continual improvement at the core of the DNA.</li></ul>To do t...
37<br />An Iterative Milestone Plan (Applying Kotter’s Framework)<br />Consolidate gains and produce more change<br />Crea...
38<br />ITSM Transformation – What will Change<br />Service Transparency and management on an End to End basis instead of ...
Tesco Proprietary & Confidential<br />Summary of 100 Day Plan<br />Week 1 – 4 Establish Transparency<br /><ul><li>Create E...
Review and Improve Classification and Closure Categorisation
Perform Quality Review and Create Policy for Implementation and Compliance Assessment
Re-Do configuration in ICCM
Operate New Configuration</li></ul>Week 5 – 8 Make Changes<br />Week 9 – 12 Build Sustainability<br /><ul><li>Identify Top...
Identify Improvement Opportunities
Operate Problem Management Process
Implement Operational or System Changes
Operate Changed System
Verify Effectiveness of Improvement through reduction in incident trend or Turn Around Time
Identify Applicable Classifications for Knowledge Articles, Approved Work Around and Call Scripts and implement
Finalise Multilevel Service Oriented KPI Metrics and Apply
Establish Compliance Assessment</li></ul>39<br />
The Virtual Team concept(Example 2)<br />Shared Services<br />Service Desks<br />SDM<br />SOM Tools Group<br />Technical S...
Service Channel Name – Order & Distribute Stage 1 Report<br />ITSM Transformation InitiativeITMT Briefing<br />Prepared By...
Lessons Learnt from the Transparency Phase<br />Stock Control CR Service Channel Position 6 in Top 10<br />Retail – Incide...
Weekly Incident occurrence Trend for Order & Distribute<br />Note: The steep Starting Slope is caused by the Induction of ...
Break Up of Incidents by Services Provided <br />P3<br />P4<br />P0<br />P5<br />P2<br />
92% Tickets Resolved by L1, SHD HSC Replenishment Ops <br />
Resolution Closure Code Analysis<br />95% of tickets closed by L1 with Resolution code “SHD Resolved”<br />
Next Steps<br />Inferences<br />Top 3 Generator of Incidents <br />25% from SBO Sign on related Issues<br />20% from Deliv...
Service Improvements<br />Improvements achieved by Support Groups at Service Channel Level<br />Architecture World ‘11<br />
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Using the Zachman’s Architecture framework to realise ITSM Transformation at Tesco

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Using the Zachman’s Architecture framework to realise ITSM Transformation at Tesco

  1. 1. Architecture World ‘11<br />. Using the Zachman’s Architecture framework to realise ITSM Transformation at Tesco<br />Sukumar Daniel, Managing Consultant, Action Research Foundation<br />Abhiram Jayaram, Program Delivery Manager, Tesco Hindustan Service Center<br />
  2. 2. Overview<br />Tesco World Wide<br />Balancing Act – Tactical Versus Strategic<br />Building on the First Baseline with Upgraded Objectives<br />Architecture Makes a Difference<br />Architecture World ‘11<br />
  3. 3. Tesco World Wide<br />Architecture World ‘11<br />Tesco - Top Retailer in UK, operates retail business in 12 Countries. Dotcom in UK and other countries, Bank in the UK and Ireland, Malls in China, Malaysia <br />
  4. 4. Need for Change – Business Drivers<br />The Retail Business is heavily dependent on IT for serving customers and winning in the marketplace<br />Issues stemming from IT related problems can impact customer satisfaction and business outcomes, including direct financial loses<br />Management of IT services need to be improved to align IT to business needs and ensure that IT services perform in a reliable, dependable and consistent manner<br />However we are unable to measure our performance at all levels, from divisional to individual, consequently we can not manage the processes effectively<br />
  5. 5. Service Operations – Some Facts(UK IT Services Data)<br />Each week we deal with around 21,000 contacts <br />We process 350 changes each week, ranging from a simple code change to a major release<br />Around 70% of all incidents have no root cause fix documented<br />The average elapsed time documented to fix an incident is 46 man hours<br />A Hardware incident which requires an engineer visit is documented at 33 hours to fix<br />25% of records do not have any details on action taken<br />46% of Incidents are recurring issues<br />We produce 100’s of reports that do not help us operationally<br />18% of calls to the Retail Help Desk are for repeat issues<br />37% of all Store incidents are resolved outside of the service level <br />35% of calls to the Retail Help Desk are abandoned before getting through to an agent<br />Architecture World ‘11<br />
  6. 6. SOM for Sustainable Change<br />The Objective of the Service Operating Model programme is to :<br />Change focus from Technology Silo Management to an End to End Service Oriented Management<br />Transform our ways of working to be process driven with a focus on continual Improvement<br />Provide each individual in IT with clear objectives of their role in the process<br />Implement a tool set that enables the service desk and support staff to effectively manage incidents and proactively work towards improving services.<br />Establish Transparency in IT Service Delivery Quality and develop ability to demonstrate how IT contributes to the business<br />
  7. 7. SOM Project Overview<br />The objectives of the programme are to update and consistently alignour people, process and tools in order to deliver a step-changed IT service to the business. The programme will :<br />Deliver an integrated suite of service management processes and land consistently across IT<br />Deliver a best of breed tool which will give us the agility to respondto changing business needs, whilst maintaining control in order to make IT Work Every Day<br />Update our individual, team and organisational objectives to ensure they are focussed on delivering great service every day<br />Enable us to continually improve IT services through systematic improvement projects based on Data Analysis<br />
  8. 8. ISO 20000: 05 International Standard for ITSM<br />Process Oriented Approach to culture Change<br />The Change Slope <br />ITSM Process & Tools <br />A Foundation<br />Systematic Capability Improvement<br />ITSM<br />The SOM Project to establish a baseline<br />Improving Capability Maturity (COBIT)<br />ITIL V 3.0 Best Practice Guidelines for establishing ITSM<br />Stability in a Changing World<br />Changing Business Environment<br />
  9. 9. Balancing Act –Tactical v/s Strategic<br />Pilot Release of BPM engine based Tool to replace existing Service Desk<br />Architecture World ‘11<br />
  10. 10. Strategic Phase<br />Tesco ITSM Journey<br />Change Ways of Working<br />Build Sustainability Phase<br />Nov 2010<br /><ul><li>Setup a Core Group with SPOC from Each HPD Area and Identify one service as pilot
  11. 11. Use the Purpose Built Data Mining tool and conduct an Incident Profiling of the Service
  12. 12. Extract Sample data of Top 3 Incident Generators, conduct Audit and Identify Improvement Opportunities
  13. 13. Operate Problem Process for Quick Wins
  14. 14. Re-Work Classifications, Closure Code and roles and Responsibilities for L1,L2&L3
  15. 15. Operate Problem Mgmt. Governance</li></ul>Make Changes Phase<br />Sep 2010<br />Transparency Phase<br />Aug 2010<br />Tactical Phase<br />Tactical Phase – Roll out Tool<br /><ul><li>Setup Infrastructure and Train Teams
  16. 16. Pilot the Wizard for Incident Capture with ITHD supporting UK HO
  17. 17. Scale Up the implementation by structured Addition of Infrastructure, and other business areas
  18. 18. Managed phased de-commission of Service Center using the Parking Lot concept
  19. 19. Roll Over entire Retail to ICCM
  20. 20. Progress to Group Countries; start with CE</li></ul>Nov 2010 – CE<br />Sep 2009 – Retail<br />Aug 2010 – Supply Chain<br />July 2010 – HO Apps & Bank<br />Feb 2010 – Infrastructure<br />Nov 2009 – Pilot ITHD & DSS<br />Aug 2009 – ICCM Purchased<br />Mar 2009 – Study Commenced<br />
  21. 21. Project Phasing<br />Jan<br />July<br />May<br />Mar<br />Phase 2<br />Phase 1<br />Phase 3<br />Phase 4<br />Functional and Process Releases<br />
  22. 22. Service Desk Related Lessons<br />Tickets Posted during the first week<br />Data collected from 6 agents has been used, out of a total of 16 agents<br />Data was collected between the 16th and the 23rd of November 09<br />Blank selections have been excluded<br />A total of 172 incident folders have been used in the study<br />17 of the Incidents do not have data on Classification<br />Steps have been taken to improve data collection and the results will be reviewed after a period.<br />
  23. 23. Analyst wise tickets logged till 24th Nov 09<br />
  24. 24. The Handshake Process<br />The handshake process is very effective in ensuring that ownership of a given ticket is always assigned to an individual or a triage of a support group.,<br />Tickets that cannot be resolved by the Offline group are re-assigned to the third level group Triage.<br />The team lead along with an alternate team member have been assigned this triage role, The Team triage has the option of accepting the ticket, by assigning to self or other team member or to Reject the ticket with due explanation.<br />Tickets rejected by Triages are returned to the Sending Queue Triage for further action.<br />Once assigned the ticket is managed by the owner and resolution action is updated.<br />
  25. 25. Lessons from the Pilot<br />Data used for the analysis is all tickets between 16/11/2009 11:31:17 AM and 24/11/2009 5:55:42 PM<br />
  26. 26. Typical Silo Weekly Report<br />Clearly indicates very little opportunity for Improvement<br />First Time Fix Statistics Ranges Between 85 and 87%<br />
  27. 27. What is an Incident?<br />If we fix it first time it is a Service Request if we pass it on it’s an Incident<br />1623 calls in the system between 16/11/2009 10:15:48 AM and 24/11/2009 6:04:17 PM<br />
  28. 28. 18<br />Segregated FTR <br />A very high percentage of the calls managed by the SD are to do with fulfilling Service Requests, <br />Service Requests, Vendor Calls etc, have been segregated from Incident Reports<br />
  29. 29. 19<br />FTF : Service Request post Segregation<br />Resolved by L1<br />Vendor<br />Resolved by L2<br />
  30. 30. 20<br />FTR : Incident Request post Segregation for L1<br />FTR<br />Revised First Time Resolved figures<br />
  31. 31. Incident Generator Rank not visible <br />Top Incident? Generators identified – How Do I and Password Reset. <br />
  32. 32. 22<br />Segregation makes Incident generators Visible<br />Looking at Segregated Incidents shows a complete different Picture, where “Desktop Software” becomes the Primary source of Incidents with “Issue With Your Equipment” following a close Second<br />
  33. 33. 23<br />Drill down into Desktop Software.<br />Drilling down from Desktop Software exposes Office Tools 2000 and Ms Outlook to be the top 2 Incident drivers<br />
  34. 34. 24<br />Incident Classification Quality Issue<br />67% belongs to Generic Others and give no clue to the real problem<br />
  35. 35. 25<br />Post Pilot Improvement of Classification<br />Desktop Software is now the second highest source of Incidents.<br />Is this an effect of better Segregation of Incident Reports and Service Requests?<br />Data from 1 – 15th Feb<br />Data from 8 – 11th Mar<br />
  36. 36. 26<br />Dramatic Improvement in Others being selected!!<br />Data from 8 – 11th Mar<br />Dramatic Changes to the number of Incidents classified as Others completely changes the profile of Classification<br />Data from 1 – 15th Feb<br />
  37. 37. 27<br />Findings are based on 55% data<br />Call Categorization Quality improvement<br />Data from 8 – 11th Mar<br />Data from 1 – 15th Feb<br />50% Reduction in Agent Error<br />Agents who need further training<br />
  38. 38. 28<br />Improvement provides Actionable Data<br />
  39. 39. 29<br />Result of a Proactive Problem Management<br />
  40. 40. 30<br />Impact on Password Reset SR Occurrence<br />
  41. 41. 31<br />Impact on Authentication Incident Occurrence<br />
  42. 42. 32<br />Impact on MS Outlook Incident Occurrence<br />
  43. 43. ISO 20000: 05 International Standard for ITSM<br />Process Oriented Approach to culture Change<br />Incident <br />Mgmt Pilot<br />Problem<br />Mgmt<br />Incident <br />Mgmt Full<br />Change<br />Mgmt<br />Scaling the Pilot across the enterprise<br />ITSM<br />The Pilot Was the First Step<br />Improving Capability Maturity (COBIT)<br />ITIL V 3.0 Best Practice Guidelines for establishing ITSM<br />Stability in a Changing World<br />The Change Slope <br />Changing Business Environment<br />
  44. 44. Post organisation wide roll out for UK and Ireland Services to the Retail Business, a Formal HSC Wide Improvement Program was launched<br />Building on the First Baseline With New Objectives<br />Architecture World ‘11<br />
  45. 45. ITSM Transformation HPD Briefing<br />Mark Cripsey & Sukumar Daniel<br />Date: 25th August 2010<br />
  46. 46. Tesco Proprietary & Confidential<br />36<br />Background<br /><ul><li>The new strategic vision - HSC as the Provider of IT Services across Tesco,
  47. 47. Increased complexity in managing a “Follow the Sun” Service Delivery
  48. 48. Urgent need to ensure that End to End Service Management Framework is in place before the convergence initiative kicks in
  49. 49. A Sound ITSM Foundation will be invaluable for transitioning services from various countries into HSC.
  50. 50. With the roll out of ICCM well underway the tool is in place to provide organisation wide support.
  51. 51. Need to transform to proactive ITSM framework in place with continual improvement at the core of the DNA.</li></ul>To do this we will leverage on Tools, Processes, People and Partnerships.<br />
  52. 52. 37<br />An Iterative Milestone Plan (Applying Kotter’s Framework)<br />Consolidate gains and produce more change<br />Create Vision for Change<br />Director to Identify Key Message<br />Why we need to Change<br />what we need to Change<br />What Happens if we don’t Change<br />Anchor new approaches in the culture<br />Generate short-term wins<br />Conduct ITMT<br />Publish Vision & Strategy<br />Establish Urgency<br />Establish Governance<br />Get HPD Buy in for Director’s Vision<br />Communicate Plan<br />Finalise ITMT Message<br />Identify 30% for phase 1<br />BAU <br />Identify Key Groups<br />Train and Mentor in CI Process<br />ITMT 2 <br />Empower employees for broad-based action<br />Repeat for Balance 70% Groups<br />Embed Training Program as Mandatory Induction<br />Review CI Process Periodically<br />Establish Internal Audit Process<br />Operate Continual Improvement Process<br />Publish Results<br />Announce Award Scheme<br />Training Programs<br />Core Group for Balance<br />Communicate the change Vision<br />Identify & Train 30% Core Groups<br />Develop a Vision and Strategy<br />Four Step Process<br />1. Establish Transparency and Data Validity<br />2. Identify SIP<br />3. Run SIP<br />4. Publish Results<br />ITMT 1 <br />Identify Key Groups<br />Create Core Group & Train in CI Process<br />Create the guiding coalition<br />Prepare ITMT Comm. <br />Establish a sense of urgency<br />HPD Briefing<br />Planning<br />
  53. 53. 38<br />ITSM Transformation – What will Change<br />Service Transparency and management on an End to End basis instead of Technology Pillar focus.<br />“Service Oriented Metrics” instead of Technology Pillar Performance<br />“Boundary less behaviour” in managing services by all levels and groups involved<br />“Elimination of Waste” through streamlining service flows<br />High Rate of First time Fix with a “Reducing Incident Occurrence and Turn around time Trend” instead of a Flat or Increasing Trend.<br />L1 Keeps fixing the same problem again and again<br />Knowledge Library, Approved Work around and Call script capability used to improve TAT<br />L3 teams will be engaged to Identify and eliminate the Underlying Causes to Reduce / Eliminate Incident Occurrence<br />Proactive Problem Management (Continual Improvement) instead of Transaction Based Reaction<br />Focus on systematic elimination Top 3 Incident Generators<br />Management reviews based on Improvements instead of Post Mortem<br />Focus on control and effectiveness of Changes <br />
  54. 54. Tesco Proprietary & Confidential<br />Summary of 100 Day Plan<br />Week 1 – 4 Establish Transparency<br /><ul><li>Create End to End Service Map
  55. 55. Review and Improve Classification and Closure Categorisation
  56. 56. Perform Quality Review and Create Policy for Implementation and Compliance Assessment
  57. 57. Re-Do configuration in ICCM
  58. 58. Operate New Configuration</li></ul>Week 5 – 8 Make Changes<br />Week 9 – 12 Build Sustainability<br /><ul><li>Identify Top 3 Incident Generators
  59. 59. Identify Improvement Opportunities
  60. 60. Operate Problem Management Process
  61. 61. Implement Operational or System Changes
  62. 62. Operate Changed System
  63. 63. Verify Effectiveness of Improvement through reduction in incident trend or Turn Around Time
  64. 64. Identify Applicable Classifications for Knowledge Articles, Approved Work Around and Call Scripts and implement
  65. 65. Finalise Multilevel Service Oriented KPI Metrics and Apply
  66. 66. Establish Compliance Assessment</li></ul>39<br />
  67. 67. The Virtual Team concept(Example 2)<br />Shared Services<br />Service Desks<br />SDM<br />SOM Tools Group<br />Technical Support<br />DSS Support <br />Groups<br />SDM<br />Q Group<br />Technical Support<br />Service Quality <br />Monitoring Group<br />Application <br />Support Groups<br />SDM<br />E Learning<br />Training Program Development<br />Learning & Development Training Program Management (CDM)<br />Infrastructure <br />Support Groups<br />SDM<br />Change is usually easier to achieve when those affected by the change are involved<br />
  68. 68. Service Channel Name – Order & Distribute Stage 1 Report<br />ITSM Transformation InitiativeITMT Briefing<br />Prepared By: Chandrashekar Rukmangada and Sukumar Daniel<br />Date: 7th Oct 2010<br />
  69. 69. Lessons Learnt from the Transparency Phase<br />Stock Control CR Service Channel Position 6 in Top 10<br />Retail – Incident Pareto for Period 6 & 7 (Aug 1st to 1st Oct 2010)<br />
  70. 70. Weekly Incident occurrence Trend for Order & Distribute<br />Note: The steep Starting Slope is caused by the Induction of ICCM<br />Peak due to delay in bringing up the Mainframe after Outage<br />
  71. 71. Break Up of Incidents by Services Provided <br />P3<br />P4<br />P0<br />P5<br />P2<br />
  72. 72. 92% Tickets Resolved by L1, SHD HSC Replenishment Ops <br />
  73. 73. Resolution Closure Code Analysis<br />95% of tickets closed by L1 with Resolution code “SHD Resolved”<br />
  74. 74. Next Steps<br />Inferences<br />Top 3 Generator of Incidents <br />25% from SBO Sign on related Issues<br />20% from Delivery Related Issues<br />10% from CR Count Related Issues <br />92% of Tickets resolved by L1 SHD HSC Replenishment Ops<br />95% of Closure Codes marked as “SHD Issue Resolved”<br />Unable to Analyse closure action because of Above<br />Planned Action <br />Set up a Team of L1 & L3 to do a detailed audit of Tickets and Identify appropriate Closure Codes<br />Update ICCM Configuration & Collect fresh Data<br />Operate the Problem Process to Identify Root Cause<br />Take Actions to eliminate Root Cause and Verify Effectiveness<br />Time Lines will be as per 100 day plan stage II<br />
  75. 75. Service Improvements<br />Improvements achieved by Support Groups at Service Channel Level<br />Architecture World ‘11<br />
  76. 76. Architecture World ‘11<br />A year ago<br />Primary Logistics service<br /><ul><li>60% FTE involved in manual activities - low morale of the team
  77. 77. Batch delay on 30% days and 5% orders either were not auto-scheduled or were missed
  78. 78. Frequent daily application downtime & low performance - unhappy users</li></ul>Business Impact<br /><ul><li>Delays in order/ shipment/ appointment creation - impacting DC productivity
  79. 79. Manual intervention needed to continue transport planning & operations
  80. 80. Business KPI affected severely</li></li></ul><li>Architecture World ‘11<br />What we did<br />Applied Lean principles to improve service<br />The new classifications/ closure codes helped bring in transparency<br />Data provided right focus to the right area <br />Improvements to IT process<br />27 tasks automated, incl:<br /><ul><li>Performance monitoring
  81. 81. Business report generation
  82. 82. Event logging &Alerting
  83. 83. Order & Shipment Reconciliation</li></ul>Improvements to Business Process<br /><ul><li>Provided cloning features to simplify business process
  84. 84. Single window scheduling board for all DC’s
  85. 85. More online screens for seamless operation
  86. 86. 11 new features introduced</li></ul>Improvements to system availability<br /><ul><li>Identified & Tuned Top10 worst performing SQLs
  87. 87. Archival Logic
  88. 88. Replaced Python Reports with SQL Reports
  89. 89. Introduced security & configuration</li></li></ul><li>Architecture World ‘11<br />Today<br />Primary Logistics Service<br /><ul><li>100% availability, service is green in last 9 months
  90. 90. Only 5% is manual activity - improved team morale
  91. 91. No delays - auto reconciliation in place
  92. 92. No downtime - happy business
  93. 93. Automated report generation & alerting</li></li></ul><li>Exposing the Need for Organisation Wide Structural Changes<br />Structural Improvements<br />Architecture World ‘11<br />
  94. 94. PFS Service Incident Generation Rank (P6 and P7)<br />Multiple Entries in the Service Channel Level make it difficult to estimate the Correct Incident Generator Rank<br />PFS Fore Court generated the 5th highest number of incidents (7865)<br />PFS Till generated the 7th highest number of incidents (5611)<br />
  95. 95. Resolution Ratio – HSC (L1, L2 & L3) To Vendor<br />PFS Till<br />PFS Forecourt<br />
  96. 96. 90 % resolved by Gilbarco<br />INC Rank 5,Fuel Pump (VendorSupported Service)<br />L1 Only A Post office No Possibilities for Value Addition<br />100 % Closure Code = Others<br />#1 Incident Generator = Pump Hardware 53%<br />#2 Incident Generator = Pay at Pump 40% <br />Working With Vendor to improve Closure Categorisation can enable Value Addition<br />
  97. 97. INC Rank 7 (HSC Supported Service) – PFS Till Software<br />47% generated by Till Software<br />
  98. 98. Top 3 Symptoms in PFS Till Software<br />Improvement Opportunity for Reducing Calls Filling Stations<br />
  99. 99. Resolved by groups in the End to End Service Map<br />For every ‘One ticket’ resolved by L3, L1 resolves 7.5 tickets, Vendor resolves 3.5 Tickets and L2 resolves 1.25 tickets<br />
  100. 100. Closure Codes not useful for analysis<br />SHD Issue Unresolved !! Does this mean that tickets are being marked as resolved but in reality no resolution has been provided, what happens to these calls, do they become repeat calls? Do they generate new incidents when the stores calls back?<br />
  101. 101. Actions Recommended <br /><ul><li>System Improvement Opportunities
  102. 102. Re-Design of Incident and Service Request Services and relevant Classification and establishing Roles, Responsibilities and Authorities
  103. 103. Defining relevant closure code to facilitate Problem Management
  104. 104. Re-Casting the L3 Role for owning Problem Management
  105. 105. Improve Vendor Resolution Codes</li></li></ul><li>architecture makes the difference<br />Create an IT Service Management Framework <br />61<br />
  106. 106. EA – What, How, Where, Who, When & Why<br />Strategists theorizeabout how executives can own What the Architects Design and how engineerswillbuildthe solutions that allow techniciansto implementit so workerscan participatein using the systems that all of them thought about<br />Source: Home page in www.zackmaninternational.com<br />62<br />
  107. 107. ITSM an essential foundation for Enterprise Architecture<br />ITSM<br />Business Enterprise Owned by Shareholders and Operated by Business Executives and their Staff<br />ICT<br />ICT<br />ICT<br />Enterprise Architecture / Architect<br />ICT<br />ICT<br />ICT<br />CIO’s Office – Enterprise IT Service Provider<br />63<br />
  108. 108. John Zachman’s – Enterprise Architecture, Periodic Table<br />64<br />
  109. 109. ITSM Service Delivery Model Service Oriented Management Architecture<br />Customer Side<br />Enterprise Business Organisation<br />Purchasing<br />Distribution<br /> Finance<br />Marketting<br />Business Area<br />Business Area<br />Business Area<br />Locations<br />Locations<br />Locations<br />Locations<br />The Service Desk – Single Point of Contact for IT users<br />Supply Side<br />CIO’s Organisation/s – IT Service Provider/s to the Enterprise<br />Application Support Services<br />Desktop Support Services<br />L1<br />L1<br />Service Channel<br />Service Channel<br />App<br />Srv<br />App<br />Srv<br />App<br />Srv<br />Desk T o p<br />E <br />Ma I L<br />L2<br />Of fAuto<br />L2<br />App Supplier<br />App Supplier<br />App Supplier<br />App Supplier<br />L3<br />L3<br />Infra Supplier<br />Infra Supplier<br />Infra Supplier<br />Infra Supplier<br />Process support<br />Process support<br />Process support<br />Process support<br />Shared Network Infra<br />Shared DC Infrastructure<br />65<br />
  110. 110. Types of Service Channels<br />IT Help Desk*– Help Desk providing SPOC for Personal Computer Services <br />End User Desktop Application Service Channel * – Desktop / Laptop / communication devices Software; supporting Office Automation software suites such as Email, MS office, Citrix, etc. and Communication software for Black Berry etc.,<br />End User Infrastructure Service Channel * – Providing support to End User personal Computers and Peripherals (mainly consisting of Vendors)<br />Business Application Software Service Channel * – Providing support to business users not directly involved with Stores Operations.<br />External Customer Help Desk* – Help Desk Providing SPOC services to external customers<br />Operations Software Service Channels * – Support technical and or Operations Management Software Services<br />Stores Operations Hardware Service Channels* – Providing Stores related Infrastructure support such as Tills, Petrol Filling Stations, PC Scales etc., (Mainly Vendors)<br />Shared Infrastructure Channel** – Providing support to shared infrastructure such as Unix Servers, Data Base Servers, Web Servers, WAN, LAN, etc.<br />* Customer Facing ** Internal IT Facing<br />66<br />
  111. 111. Aligning Business to IT<br />Architecture World ‘11<br />
  112. 112. Tesco Proprietary & Confidential<br />What, How, When, Who, Where & Why<br />DSS Vendors<br />MS Server OS<br />Fire Wall<br />WAN<br />Email Service<br />End User<br />Outlook Client <br />& Local Mailbox<br />LAN<br />MS Outlook<br />Server<br />MS SQL <br />Server<br />Spam <br />Filter<br />Anti Virus & <br />Mentoring<br />Server Clusters &<br />Shared Storage<br />MS IIS <br />Server<br />Network Support<br />Off Line SD<br />On Line SD<br />24 Hour Ops.<br />DSS Application <br />Support<br />Network Equipment <br />Providers<br />Hardware Vendors<br />WAN Providers<br />DSS Server Support<br />Asset Manager<br />SLA<br />OLA<br />OLA<br />OLA<br />AMC<br />SPOC<br />Business Service<br />App Services<br />Network Services<br />Asset Management<br />DC Infra Services<br />UPC<br />L1 & L2 Support<br />L3 Support<br />L3 Support<br />L3 Support<br />3P Vendors<br />68<br />
  113. 113. An Integrated framework for Incident Classification and Resolution Categorisation<br />Resolution Action<br />Classification Captures User Details and Symptom Experienced or Service Request of the caller (End User)<br />IT Service<br />Incoming Call Classification<br /><ul><li>Identifies the Source Business Organisation of the Caller
  114. 114. Identifies the Business Area within the Business Organisation
  115. 115. Identifies the IT Service Channel Owning the Service pertaining to the call
  116. 116. Identifies the Service Pertaining to the call
  117. 117. Identifies the Symptom that the Caller is experiencing</li></ul>Point of Failure<br />Component of Point of Failure<br />Incident Resolution Data Capture<br />
  118. 118. Tesco Proprietary & Confidential<br />WT6<br />RT6<br />WT5<br />RT1<br />WT4<br />WT3<br />RT3<br />WT1<br />WT2<br />RT2<br />WT4= Wait time for 3rd Level Engineer to Reject or Re-Assign L3<br />RT3 = Resolution Time for 3rd level Engineer to Resolve L3<br />WT5 = Wait time First L3 Group Engineer to Re-Assign L3<br />WT6 = Next L3 Triage to Reject / Assign<br />RT6 = Resolution time for Next L3 Engineer to Resolve L3<br />RT1 = Resolution time for FTR by Online Analyst L1<br />WT1 = Wait time before Assigning to Offline Triage L1<br />WT2 = Wait time before Offline Triage Assigns to Analyst L2<br />RT2 = Resolution time for Offline Analyst to Resolve L2<br />WT3= Wait time For Offline Analyst to Assign to 3rd Level L2<br />IM Lifecycle Milestones<br />Resolve<br />Start<br />Group Engineer L3<br />Group Triage L3<br />Group Engineer L3<br />Contact Agent FTR L1<br />Group Triage L3<br />Offline Triage L2<br />Offline Analyst L2<br />Total Turn Around Time (TAT) <= SLA<br />70<br />
  119. 119. Template for Gathering Globally Converged Service Inventory<br />Architecture World ‘11<br />Technology Physics – Identified by the Symptoms Column along with the Resolution Framework<br />Business Concepts Row – Identified by Service Channel (Supply Chain) Column. <br />Scope Contexts Row – Identified by the IT organisation Column. <br />System Logic Row – Identified by Country, Assignee Group, Priority<br />
  120. 120. Instantiating the Inventory in the BPM Service Desk Tool<br />Architecture World ‘11<br />Component Assemblies – Process Maps in BPM Service Desk<br />Operations Classes – Incident Management and Problem Management Modules<br />
  121. 121. Deliverable – Information Mining Capability<br />Resolution Framework<br />Classification Framework<br />Select Business / Country View Service Channel<br />Extract Sample Data for RCA<br />Select Component View Actions<br />Select Service Channel View Service IR<br />Select Logical CI View Component<br />Select Service View Symptoms<br />Select Service or Symptom View Logical CI<br />
  122. 122. Architecture World ‘11<br />Summary<br />The concept of End To End Service Oriented ITSM Framework is well embedded into the fabric of the organization due to the inclusive methods used<br />It took six months to design, communicate, collect, review, approve and implement the necessary changes to the Service Desk Tool and the Foundation Data. This includes Global Set of Classification and support Organisation structure for the converged world.<br />Post the roll out, an organisational operational objective has been set for each Service Channel to operate the pre-defined Service Improvement Process and demonstrate 20% Incident reduction from the baseline year.<br />
  123. 123. Thanks and Best of Luck<br />Architecture World ‘11<br />With Best Compliments from ………..<br />

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