bruce callow

8/8/2019 Bruce Callow

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Enterprise System Support

or

How to make life easy whenwe have clients


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Bruce CallowAssociate Director ITSGriffith University


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Today

The Challenges

The Demands Possible Support Models

A Possible Model


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What is the Future of the System?

Stay at a steady state. Not apply anyupgrades, no consolidated developmentwork etc.

More into a continual improvement mode

A combination


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What Systems?

Business Systems

Teaching & Learning Systems


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Payback Review

MoreUsers

Upgrades

ExpandScope

Life Cycle Stages

Require-mentsDefinition

Testing

Project and Change Management

Acquisition Implementation

BusinessCase

Integration/Interfacing

End-User Training

Custom Modifications

Infrastructure Set-up

Parameter Configuration

GapAnalysis

Data Designand Migration

Operation +Extension

Go Live !!!Go Live !!!

Selection


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Life Cycle Challenges

Maintaining good system performance and availability

Reacting quickly to new demands for system enhancements,

e.g. new operational reports

Managing major upgrades, patch application and their costs

Managing the ongoing expenditure on external consultancy

Maintenance of business processes


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More Life Cycle Challenges

Managing total Life Cycle costs for projects spanning

multiple business units

Experienced Business & Technical people are in demand

everywhere

Retaining your expert resources who know how your processes

work and how the systems have been configured to support them

Moving to user independence


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Changing Support Demands Integration of systems

Integration of Business Processes

Multi-skilled technical & business staff Configuration Management

Continual Improvement

e-business focus

e-access

CRM


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SUPPORT MODELS SUPPORT MODELS

In House Outsourced with on-site dedicated resources Outsourced with off-site dedicated resources Multi-client with single support site location

Collaborative sourcing through jointarrangement

New support entity via joint venture


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BUSINESS UNIT

BUSINESS UNIT

IS

IS

ISISBUSINESSUNIT APPLICATION COMPETENCY CENTRE

TRADITIONAL MODEL

PARTNERSHIP MODEL

COMPETENCY CENTRE MODEL

Business

ProcessSupport

User

InterfaceSupport

Application

FunctionalSupport

Application

DevelopmentSupport

Application

OperationsSupport

Infrastructure

Support

Source: Gartner Post-Implementation Package Support: Organization Models - V. Mirchandani

In House Variations


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The Application CC Vision

An Application Competence Centre allows scarceAn Application Competence Centre allows scarceresources to be pooled and access shared across allresources to be pooled and access shared across all

parts of the Business.parts of the Business.


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Potential Functions of a CC

Support Desk: 1st level support, single contact point for problem management

Contract Administration: central license & contract management

Development request co-ordination

Knowledge Centre on the application

Business support: owning all group standards for processes, templates and master data

Technical Support: optimising system administration

and application customisation


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Functions cont

Ongoing development: of the applications for new businessprocesses, interfaces, Internet, etc

Internal training: for all users on processes and topics Testing of new patches and releases

Project assistance for implementation & upgrade projects

Access administration

Workflow administration Administation of batch operations


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Potential Benefits from an Application CC Potential Benefits from an Ap plication CC

Real system ownership from the business: by establishing the shared visionof building long term business differentiation

Increased retention of key project staff: by senior managementcommunicating this vision and making the CC a prestigious place to work

Increased leverage of application knowledge: by sharing key knowledgeacross the business

Greater opportunity for business collaboration: from standardisation of configurations, data and business processes

Reduced dependence on (expensive) external Consultants: through greater use of internal resources

Ability to react faster to business change requests


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Help

Desk

1stLevel

2ndLevel

Desktops

Data Centre Facilities

Servers

Networks

Process & Data Support

FunctionalSupport andMaintenance

Vendor Level Services

Application

Manage ment

Infrastru cture

Management

BusinessSupport

ApplicationSupport

OperationalSupport

Business Process Management

Key User

Application CC Positioning

ABAPSupport

SUPPORT

Customisation

Enhancementsand Changes

TechnicalProjects

ABAPDevelopment

ApplicationImplementation

Business ProcessReengineering

DEVELOP

Configuration/

Customization T uni n

g & T

e s t i n

g


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Organisational IssuesOrg anisational Issues Reporting line: to the Business or ITS ? Dont create an Ivory Tower .. One centre, or a virtual organisation ? Representation from all Business Units ? Number of resources depends on systems complexity and the range of

services needed What is the best funding mechanism ?

Critical to have a dynamic leader, with strong skills in: peoplemanagement, internal selling, internal politics


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I T

Business

Business

Unit 1

Business

Unit 2

Business

Unit 3Business:

Support Develop-ment

Application CCOrganisation:

I T:Infrastructure

Shared Model


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Roles within the Support Model

Support Management Customer Service

End User Support Training Applications Maintenance

Application Development Operational Support Help Desk


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ITS -HelpDesk /

Desktop Spt

ITS -TechnologyInfrastructur

e

BusinessProcessOwners

ITS -Information

SystemsSupport Group

Clients / Users

Expert Network

C u s t o m e r

S e r v

i c e

Help Desk Support

Training and OLST Support

Business Process Support

Application Development Support

Infrastructure and Desktop Support

Application Operational Support

SupportModel

Support GroupManagement


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Team Model Frontline Team

Fin CoreTeam

OperationsTeam

Development Team

Project Teams

HR/Pay CoreTeam

Student CoreTeam

Changeand Training Team

ESMGMngtTeam

ESMGGovernanceCommittee

ESMG Model

Teaching &Learning

Core T eam


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Management of Centre

Objective is to achieve Business and ITInvolvement and Support Integration


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Application CC Efficiency Measures ?

SupportMeasu res:System SLA-Act ual availability, outages, causes, Callresolution- Volumes, responserates,fix rates

Development Measures:Reduction in(expensive) %ESPconsult ing:initia l vsongoingMeeting management demands for operational reportingAudit-ability of businessprocesses anddocumentation

OverallEf fectiveness Measures:CCoperatingexpenses, Actual vsTargetStaff retention: headcount attrition,Cumulative person-years applicationexperience retainedUser satisfaction, Quality ethic


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bruce callow

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