page 2 agenda page 3 history –blue print, 2000 –gis process 1.2, 2001 (training only) –gis...
TRANSCRIPT
Page 2
Agenda
Page 3
History
– Blue Print, 2000
– GIS Process 1.2, 2001 (training only)
– GIS Process 2.0, 2003-4 (ITIL based - not implemented)
– Supply/Demand split
– ITS Process 1.0, 2005
Engage, Reuse, Build, Run, Support
– Running The Factory (RTF) initiative, 2006-7
Background
Page 4
What this initiative is about – ‘Putting Process into Practice’
Global Initiative by Heads of Production Services & Head of Infrastructure Services
Implement IT Service Management (RUN) processes in
IT Service Center Prague
IT Service Center Bonn
IT Service Center Scottsdale (USA)
IT Service Center Cyberjaya (Malaysia)
Running The Factory
Page 5
Global Process Model
The ITS Process is available to view @ http://itsprocess.dhl.com
Includes Change Mgmt &Configuration Mgmt
Includes Capacity Mgmt, Availability Mgmt & Continuity Mgmt
Page 6
R1: Release Management and Post Implementation Support
R2: Service Control Management
R3: Service Assurance
R4: Service Level Management
R5: Incident and Problem Management
R6: Service Finance and Supplier ManagementR6.1 Financial Management
R6.2 Supplier Management
R1.1 Release Management
R1.2 Post Implementation Support
R2.1 Production Configuration Management
R2.2 Production Change Management
R3.1 Information Security and Risk Management
R3.2 Capacity Management
R3.3 Availability Management
R3.4 IT Continuity Service Management
R3.5 Production Operations Management
R4.1 Develop SLA
R4.2 Develop OLAs and UCs
R4.3 Internal Service Review
R4.4 Customer Service Level Interface
R5.1 Incident Management
R5.2 Problem Management
Run Summary and Key Processes
Page 7
Objectives
Improve “Run” processes’ maturity by identifying and progressively closing gaps with industry best practices.
Ensure visibility of potential opportunities for process improvements and their benefits.
Eliminate inconsistencies across ITSCs within the same process; wherever variances in working practices need to remain, ensure that they are clearly visible.
Ensure visibility of process performance by monitoring through meaningful process KPIs.
Enable control of Process change and documentation.
Ensure that personnel are aware of their day to day responsibilities in respect of the “Run” processes.
Page 8
Deliverables
Common process model defined to detailed procedure level per each process
Definition and measurement of globally consistent process KPIs
Globally accessible library of
– process documentation to procedure level
– process KPI definitions
– process training materials
Global repository of process performance reports
Production Services teams trained and supported in procedures they will use day to day in respect of the “Run” processes
Alignment roadmaps that provide an ongoing record of ITSC and departmental variances by process
Continuous improvement policy and process
Page 9
The vision
SERVICE DRIVEN
PROCESSES
CONTINUOUS IMPROVEMENT
ENSURE THAT PERSONNEL ARE
AWARE OF THEIR DAY TO DAY
RESPONSIBILITIES IN RESPECT OF THE
“RUN” PROCESSES
IMPROVE “RUN” PROCESSES’ MATURITY BY
IDENTIFYING AND CLOSING GAPS WITH INDUSTRY
BEST PRACTICES
ENSURE VISIBILITY OF
PROCESS PERFORMANCES
THROUGH MEANINGFUL
PROCESS KPIS
REPOSITORY OF PROCESS
DOCUMENTATION AND TRAINING
MATERIALS
GAP CLOSURE AGREEMENTS TO
ENSURE VISIBILITY AND PROGRESSIVE
ALIGNMENT
PROCESS KPIs TO MEASURE PROCESS
PERFORMANCE
PROCESS PERFORMANCE
REPORTING INTRODUCED
PROCESSES DOCUMENTED TO
PROCEDURE LEVEL
BASELINE AGAINST WHICH DETAILED
PROCESS CHANGES WILL BE IMPLEMENTED
TRAINING AND PERSONAL ASSISTANCE
FOR DETAILED PROCESSES
IMPLEMENTATION
Benef
it
Del
iver
able
s
Obj
ectiv
es
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Relationship between ITS Process, RTF & Touch Points
ITS PROCESS
v1.2Summary & Key Process
Level
TOU
CH
POIN
TTO
UC
HPO
INT
TOU
CH
POIN
TTO
UC
HPO
INT
Interactions between
Business IT and ITS Process
Considered in Process Design if changes are
required
RTF provides procedures and detailed work instructions to
follow
Page 11
Agenda
Page 12
Approach overview
activitiesresult
Multiple ‘As-Is’
Descriptions
Single ‘To-Be’
Model
Gap Closure Agreement
Gap Closure Agreement fulfilled
‘As-Is’‘As-Is’ ‘To-Be’‘To-Be’ Gap Analysis
Gap Analysis ImplementationImplementation
A record by department of
process, procedures &
work instructions
currently used to achieve operational objectives
Review current working
practices against ‘To Be
model’, identify gaps and agree
on closure requirements.
Create detailed plan and implement change to working
practices.Provide Formal Training and
Implementation Support
Develop single model
referencing current model
and ‘As-Is’ descriptions
Page 13
RTF timescales for 2006
Implementation will continue for 2-3 months and then become part of BAU activities
April2006
May2006
June2006
July2006
August2006
September2006
October2006
November2006
December2006
As - Is
Gap Implementation -
Gap Implementation -
Change
Configuration
Gap Implementation -
Problem
January2007
Capacity
To-BeAvailability
February2007
March2007
April2007
Gap Implementation -
Gap Implementation -To-Be
Gap
May2007
SLM To-Be
As - Is To-Be
June2007
As - Is
As - Is
As - IsAbbreviated
As-Is
Business As Usual
Business As Usual
Business As Usual
BAU
BAU
As - Is To-Be
To-BeAs - Is
Implementation
Page 14
RTF staged approach
* = some of the less developed processes will not go through a full As-Is investigation
YearSummary Process Process
Work Starts
Implementation Starts
R2 CHANGE Jul-06R2 CONFIG Jul-06
R4SERVICE LEVEL MGMT *
Mar-06 Aug-06
R5 PROBLEM Apr-06 Q4-06R3 CAPACITY Aug-06 Q2-07R3 AVAILABILITY * Nov-06 Q1-07
R5/R1 INCIDENT & PIS 2007 2007R1 RELEASE 2007 2007R6 FINANCE 2007 2007R3 CONTINUITY * 2007 2007R6 SUPPLIER 2007 2007R3 PROD OPS * 2007 2007
2006
2007
Page 15
Agenda
Page 16
Project Roles
Global Project Manager
Global Process Leads/Product Leads
ITSC Process Owners
ITSC Process Analysts
Process Implementation Managers
Trainers
Process practitioners
Page 17
Global Process Leads & Prague Process Owners
Process Global Process
LeadPrague Process
OwnerChange Management Gary Wright Lubomir LukacConfiguration Management Gary Wright Lubomir Lukac Service Level Manageemnt Kaye-Shelle McRay Christophe VreekeProblem Management Ron Weber Ladislav TomasekCapacity Management Nilesh Patel Jose Maria del OlmoAvailability Management Kaye-Shelle McRay Christophe Vreeke
Note:- only processes for 2006 are shown
Page 18
Prague – Process Implementation Managers (PIM)
CHG CFG SLM PROB CAP AVAILOperations Chris Williams Jan Moravec
Vaclav Kares Martin Ezr Steve Purdie Stanislav Kral
Telecoms Rolf Simonis Tony Burgon Christian Reimann
Solution Support David Henderson Mark Trubl Roman Albrecht Ian Hill
Zdenek Soukup FES Luc Van Hoof Jeff Leamer Service Desk Lenka Kulhava Ian Pinnock
Jiri Nesvadba Martin Doskocil
Production Services Program Mgmt Dennis Deane Majid Abes
2006PROCESSES INVOLVED IN
ManagerDepartment
Process Implementation
Manager
Note:- only processes for 2006 are shown
Page 19
RTF organization
IMPLEMENTATIONGAP ANALYSISAS-IS/TO-BE
Robert BevertonGlobal Project
Manager
CBJITSC Process Analyst (SM)
CBJImplementation
Managers
Andrew BrettleQuality
Assurance Manager
PRIMARY RESPONSIBILITY FOR DELIVERY BY PROJECT STAGE
Ladislav CervenyProject
Coordinator
CBJHR/Training Dept
PRGITSC Process Analyst (SM)
PRGImplementation
Managers
PRGHR/Training Dept
SCXITSC Process Analyst (SM)
SCXImplementation
Managers
SCXHR/Training Dept
CBJ ITSC SM
Process Owner
PRG ITSC SM
Process Owner
SCX ITSC SM
Process Owner
BONNITSC SM
Process Owner
GLOBAL GOVERNANCE Sponsor – Gary Clark/Lloyd BargerBoard – PS Directors/J O’Donoghue
Program Mgr – R BevertonCommunications – R Beverton
PRG IMPLEMENTATION
Sponsor – John Sowerby
Board - Dept ManagersStream Lead (SM)
SCX IMPLEMENTATION
Sponsor – Jeff StammBoard - Dept Managers
Stream Lead (SM)
CBJ IMPLEMENTATION
Sponsor - Yeap Seng Pey
Board - Dept ManagersStream Lead (SM)
BONN IMPLEMENTATIONSponsor – Michael
WoersdoerferBoard - Dept ManagersPM – Heinz Groepler
CORE PROJECTSponsor – J O’Donoghue
Board – Heads of Service ManagementProj Mgr – R Beverton
Program GovernancePSONE
Organization of RTF Streams
Global Process Leads
CHG – G WrightCFG - G WrightCAP – N PatelINC – R WeberPROB – R Weber REL – J O’DonoghuePIS – J O’DonoghueCONT – TBAAVAIL – TBASLM – K McRayOPS – TBAFIN – K McRaySUP – TBA
RUNNING THE FACTORY ORGANIZATION
Training Product LeadMichal Hanus
Repository Reqs Product LeadMartin Matejka
Continual ImprovementProduct Lead
Martin Matejka
KPI ImplementationProduct Lead
Martin Matejka This organization is repeated for each process
BONNITSC Process Analyst (SM)
BONNImplementation
Managers
BONNHR/Training Dept
Page 20
Agenda
Page 21
Processes will be implemented in enough detail that they can help you in your daily job
It builds upon ITS process and increases its value
Common ways of working will improve communication and efficiency, both locally and globally
You will receive specific process training, based on your role – CBT, Classroom, and on the job
Process training will be incorporated into Induction and Transfers
Key Performance Indicators will provide measurable feedback on Process Performance
Your suggestions will be actively sought and incorporated into the Continuous Improvement program
How will RTF benefit me?
Page 22
Agenda
Page 23
RTF website: rtf.dhl.com
– Collaborative tool. The team members working on the project can access the website to download templates or deliverables, find contacts, report risks, etc
– Informative tool. All other staff interested in the project can obtain general information and updates about its status
Reporting: to maintain visibility and keep track of achievements, monthly reports will be published.
Feedback mechanisms: an email address - [email protected] is available as a means of collecting your requests, queries, and comments.
Point of contact: Service Management Department – Lada Dundekova
Communication
Page 24
Agenda
Page 25
Next steps
Key Project Roles to be identified in each department
– List of Process Owners and Process Analysts to be finalized and published
– List of Process Implementation Managers to be finalized and published
Kick off workshops to be scheduled
The above information will be published on rtf.dhl.com
Page 26
Questions
Any Questions?
