Capgemini Rightshore™ India

Maintenance Metrics for Large Engagement

2

Client Background

Large US Manufacturer in Automotive Industry

Business Objective − Lower IT Support costs− Migrate/Separate from previous owner

Total Team size of 230 resources split in 12 different groups− 85% in Application Management− 15% in Application Development

Technologies involved are− IBM Mainframe− Client Server (C, C++, Unix, Oracle)− Web (Java, .NET)− Packages like SAP, MFG-Pro

Work involves − 24 * 7 SLA based support− Enhancements, Preventative maintenance− Tactical, strategic projects

Relationship for last 5 years

Onsite-offshore model with 70% team in Mumbai

Strong processes and procedures for workflow

3

Categories of Matrix Captured

Staffing − Staffing− Attrition− Roll offs

Tickets (Production Problems) − Ticket volumes− Utilization− Backlog

Training

Productivity Improvements

4

Staffing Matrix

Staffing by − group/domain− growth by month− billability status− Technology− duration on the engagement− Level (designation)

Attrition by − month− by group/domain− reason− level/designation

Roll offs by− month− by reason

5

Reasons for Staffing Matrix

Monitor growth

Planning for roles and responsibilities for senior people

Retention planning

Transition planning

Pyramid monitoring

Billability and cost monitoring

6

Ticket (Production Problems) Matrix

Tickets − Total Volume by month, by group/domain− Volume by Severity by month − Volume by geography− Productivity (AET) by Severity− Average per person per month (ATP) − Average per person per month by group/domain

Utilization− Per person per month− By group/domain

Backlog− By month− By group/domain

7

Reasons for Ticket Matrix

Understanding client business demands

Understanding business criticality

Utilization monitoring

Understanding offshore’s contribution

Monitoring productivity

Backlog reduction planning

8

Training Matrix

Number of trainings conducted

Level-wise per person hours distribution− By training type (Role based, Soft skills, Technical)

Level-wise target and actual hours

9

Training Hours per Level by Training Type

2713

19

1713

18

815

20

227

13

177

16

0%

20%

40%

60%

80%

100%

Hour

s

AC C SC M SM

Levels

Level wise per Person Hours Distribution

Role Based Soft Skills Technical

10

Training Type Distribution

Training Type Distribution

Soft Skills28%

Technical39%

Role Based33%

Role Based Soft Skills Technical

11

Training Target v/s Actual by Level

0

20

40

60A

vg. H

rs

Levels

Level Wise Target and Actual Average

Average Target Hrs. Average Actual Hrs.

Average Target Hrs. 22.46 31.44 33.77 37.08 30

Average Actual Hrs. 45.04 37.77 38.36 29.25 27.25

AC C SC M SM

12

Reasons for Training Matrix

Monitoring training requirement fulfillment

Monitoring training target

Help in training plan preparation

13

Productivity Improvement (PI) Matrix

Process Compliance Index by month

OTACE (Customer Satisfaction Index) trend

14

Process Compliance Index (PCI) by month

Process Compliance Index

2.95

2.70

2.78 2.85

2.92

2.89

2.942.97

2.50

2.60

2.70

2.80

2.90

3.00

Apr'05 May'05 Jun'05 Jul'05 Aug'05 Sep'05 Nov'05 Dec'05

Duration

PCI

PCI

15

Customer Satisfaction Index (OTACE)

OTACE Ratings

3.233.62

3.91 3.99

0

1

2

3

4

5

Jan'04 Oct'04 Jan'05 Oct'05

Duration

OTA

CE

Ratings

16

Reasons for PI Matrix

Tracking compliance to QMS

Monitoring Productivity Improvements

Customer Satisfaction tracking

17

To sum it up…

Metrics help in tracking progress of four important parameters− People− Productivity− Cost− Customer requirements

Which helps in achieving− Higher Growth− Higher Profitability− Employee Satisfaction− Customer Satisfaction