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

Architecture World ‘11

. Using the Zachman’s Architecture framework to

realise ITSM Transformation at Tesco

Sukumar Daniel, Managing Consultant, Action Research Foundation

Abhiram Jayaram, Program Delivery Manager, Tesco Hindustan Service Center

Overview

Tesco World Wide Balancing Act – Tactical Versus Strategic Building on the First Baseline with Upgraded

Objectives Architecture Makes a Difference


Tesco World Wide


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

HSC

UK

Managed Service

Need for Change – Business Drivers

The Retail Business is heavily dependent on IT for serving customers and winning in the marketplace

Issues stemming from IT related problems can impact customer satisfaction and business outcomes, including direct financial loses

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

However we are unable to measure our performance at all levels, from divisional to individual, consequently we can not manage the processes effectively

Service Operations – Some Facts(UK IT Services Data)

Each week we deal with around 21,000 contacts We process 350 changes each week, ranging from a simple code change to a major

release Around 70% of all incidents have no root cause fix documented

The average elapsed time documented to fix an incident is 46 man hours

A Hardware incident which requires an engineer visit is documented at 33 hours to fix

25% of records do not have any details on action taken

46% of Incidents are recurring issues

We produce 100’s of reports that do not help us operationally

18% of calls to the Retail Help Desk are for repeat issues

37% of all Store incidents are resolved outside of the service level

35% of calls to the Retail Help Desk are abandoned before getting through to an agent


SOM for Sustainable Change

The Objective of the Service Operating Model programme is to :

Change focus from Technology Silo Management to an End to End Service Oriented Management

Transform our ways of working to be process driven with a focus on continual Improvement

Provide each individual in IT with clear objectives of their role in the process

Implement a tool set that enables the service desk and support staff to effectively manage incidents and proactively work towards improving services.

Establish Transparency in IT Service Delivery Quality and develop ability to demonstrate how IT contributes to the business

SOM Project Overview

The objectives of the programme are to update and consistently align our people, process and tools in order to deliver a step-changed IT service to the business. The programme will :

Deliver an integrated suite of service management processes and land consistently across IT

Deliver a best of breed tool which will give us the agility to respond to changing business needs, whilst maintaining control in order to make IT Work Every Day

Update our individual, team and organisational objectives to ensure they are focussed on delivering great service every day

Enable us to continually improve IT services through systematic improvement projects based on Data Analysis

ITSM

ITIL V 3.0 Best Practice Guidelines for

establishing ITSM

Process Oriented Approach to culture Change

ISO 20000: 05 International Standard for

ITSM

ISO 20000: 05 International Standard for

ITSM

ITSM Process & Tools A Foundation

Systematic Capability Improvement

The Chan

ge Slope

Changing Business Environment

Impr

ovin

g C

apab

ilit

y M

atur

ity

(CO

BIT

)

Stability in a Changing

World

The SOM Project to establish a

baseline

BALANCING ACT –TACTICAL V/S STRATEGIC

Pilot Release of BPM engine based Tool to replace existing Service Desk


Tesco ITSM Journey

Mar 2009 – Study Commenced

Aug 2009 – ICCM Purchased

Nov 2009 – Pilot ITHD & DSSFeb 2010 – Infrastructure

July 2010 – HO Apps & Bank

Aug 2010 – Supply Chain

Sep 2009 – Retail

Nov 2010 – CE

Tactical P

hase

Stra

tegi

c P

hase

Transparency PhaseAug 2010

Make Changes PhaseSep 2010

Build Sustainability PhaseNov 2010

Tactical Phase – Roll out Tool

• Setup Infrastructure and Train Teams• 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

Change Ways of Working• Setup a Core Group with SPOC from Each

HPD Area and Identify one service as pilot• 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

Project Phasing

Incident Management Change ManagementProblem

Management PortalITHD 1 3 4 2Desktop Support 1 3 4 2SHD 2 3 4 4Operations 2 3 4 3Retail 2 3 4 4Supply Chain 2 3 4 4Head Office 2 3 4 3Infrastructure 2 3 4 3Finance 2 3 4 3.COM 3 3 4 4Tesco Bank 4 4 4 4

Phase 1 Pilot of Incident Management in ITSD and DesktopPhase 2 Rollout of Incident Management to all IT teams and Stores Help DeskPhase 3 Incident Management in .Com, Change Management and Portal to Head Office UsersPhase 4 Portal to Retail and Supply Chain, Problem Management across IT and including of Tesco Bank

Functional and Process Releases

Jan JulyMayMar

Phase 4

Phase 3

Phase 2Phase 1

Service Desk Related Lessons

Data collected from 6 agents has been used, out of a total of 16 agents

Data was collected between the 16th and the 23rd of November 09

Blank selections have been excluded

A total of 172 incident folders have been used in the study

17 of the Incidents do not have data on Classification

Steps have been taken to improve data collection and the results will be reviewed after a period.

Tickets Posted during the first week

Analyst wise tickets logged till 24th Nov 09

The Handshake Process

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.,

Tickets that cannot be resolved by the Offline group are re-assigned to the third level group Triage.

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.

Tickets rejected by Triages are returned to the Sending Queue Triage for further action.

Once assigned the ticket is managed by the owner and resolution action is updated.

Lessons from the Pilot

Data used for the analysis is all tickets between 16/11/2009 11:31:17 AM and 24/11/2009 5:55:42 PM

Typical Silo Weekly ReportManagement I nfo 43 44 45 46 47 5W Tnd

IRs Raised 7309 8176 9436 10630 10475

Open IRs - - 1300 5455 5770

Pulse Entries 18 11 15 10 23

MIMP's 0 0 0 0 0 —

Changes Implemented 93 103 315 416 446

Change Board 41 32 59 66 64

I TSD

Calls into x59222 1011 543 2274 2195 1850

Calls Answered (%) 99 99 98 87 96

First Time Fix (%) 87 83 88 88 85

Abandoned Calls 24 8 57 333 55

I TSD Top Problems

USD 20 9 47 28 62

How Do I 140 44 247 154 205

Password Resets 157 133 451 227 224

24hr Ops Calls

SSO 1349 1786 1653 1911 666

Mainframe 386 393 333 394 211

RSO 616 645 489 538 142

UNX Alerts

TB 1925 2281 2115 3829 3834

EOD 1235 1781 1092 1289 1313

NG 8505 5700 6336 6910 7439

RS6000 3514 3695 3585 3362 3424

No of re assignments >=4 371 242 334 422 543

Stores > than 10 IRs open 3 14 8 11 10

First Time Fix Statistics Ranges Between 85 and

87%

Clearly indicates very little

opportunity for Improvement

What is an Incident?

1623 calls in the system between 16/11/2009 10:15:48 AM and 24/11/2009 6:04:17 PM

If we fix it first time it is a Service Request if we pass it on it’s an Incident

18

Segregated FTR

Service Requests, Vendor Calls etc, have been segregated from Incident Reports

A very high percentage of the calls managed by the SD are to do with fulfilling Service Requests,

19

FTF : Service Request post Segregation

Resolved by L1

Resolved by L2

Vendor

20

Revised First Time Resolved figures

FTR : Incident Request post Segregation for L1

FTR

Incident Generator Rank not visible

Management I nfo 43 44 45 46 47 5W Tnd

IRs Raised 7309 8176 9436 10630 10475

Open IRs - - 1300 5455 5770

Pulse Entries 18 11 15 10 23

MIMP's 0 0 0 0 0 —

Changes Implemented 93 103 315 416 446

Change Board 41 32 59 66 64

I TSD

Calls into x59222 1011 543 2274 2195 1850

Calls Answered (%) 99 99 98 87 96

First Time Fix (%) 87 83 88 88 85

Abandoned Calls 24 8 57 333 55

I TSD Top Problems

USD 20 9 47 28 62

How Do I 140 44 247 154 205

Password Resets 157 133 451 227 224

24hr Ops Calls

SSO 1349 1786 1653 1911 666

Mainframe 386 393 333 394 211

RSO 616 645 489 538 142

UNX Alerts

TB 1925 2281 2115 3829 3834

EOD 1235 1781 1092 1289 1313

NG 8505 5700 6336 6910 7439

RS6000 3514 3695 3585 3362 3424

No of re assignments >=4 371 242 334 422 543

Stores > than 10 IRs open 3 14 8 11 10

Top Incident? Generators identified – How Do I and Password Reset.

22

Segregation makes Incident generators Visible 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

23

Drill down into Desktop Software.

Drilling down from Desktop Software

exposes Office Tools 2000 and Ms Outlook to

be the top 2 Incident drivers

24

Incident Classification Quality Issue

67% belongs to Generic Others and give no clue

to the real problem

25

Post Pilot Improvement of Classification

Data from 1 – 15th Feb

Data from 8 – 11th Mar

Desktop Software is now the second highest

source of Incidents.

Is this an effect of better Segregation of Incident Reports and

Service Requests?

26

Dramatic Improvement in Others being selected!!



Dramatic Changes to the number of Incidents classified as Others

completely changes the profile of Classification

27

Call Categorization Quality improvement



0

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1.5

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in\xb88 in\xd21 in\xx69 in\xi70 in\xk03 in\xk54 in\xp13

Tertiary Call categorization - Agent Error

Findings are based on 55% data

50% Reduction in Agent Error

Agents who need further training

28

Improvement provides Actionable Data

Pareto Analysis

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29

Result of a Proactive Problem Management

30

Impact on Password Reset SR Occurrence

31

Impact on Authentication Incident Occurrence

32

Impact on MS Outlook Incident Occurrence

Incident Mgmt Pilot

ChangeMgmt

ProblemMgmt

ITSM

ITIL V 3.0 Best Practice Guidelines for establishing

ITSM

Process Oriented Approach to culture Change

ISO 20000: 05 International Standard for ITSM

ISO 20000: 05 International Standard for ITSM

Incident Mgmt Full

Scaling the Pilot across the enterprise

The Change S

lope

Changing Business Environment

Impr

ovin

g C

apab

ilit

y M

atur

ity

(CO

BIT

)

Stability in a Changing

World

The Pilot Was the First Step

BUILDING ON THE FIRST BASELINE WITH NEW OBJECTIVES

Post organisation wide roll out for UK and Ireland Services to the Retail Business, a Formal HSC Wide Improvement Program was launched


ITSM Transformation HPD Briefing

Mark Cripsey & Sukumar DanielDate: 25th August 2010

Tesco Proprietary & Confidential36

Background

The new strategic vision - HSC as the Provider of IT Services across Tesco, 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.

To do this we will leverage on Tools, Processes, People and Partnerships.

37

An Iterative Milestone Plan (Applying Kotter’s Framework)

Planning

HPD Briefing

Prepare ITMT Comm.

Establish a sense of urgency

Create the guiding coalition

Develop a Vision and Strategy

Communicate the change Vision

Identify & Train 30% Core Groups

Empower employees for broad-based action

Generate short-term wins

ITMT 1

Operate Continual Improvement Process

ITMT 2

Consolidate gains and produce more change

Anchor new approaches in the culture

BAU

Four Step Process1. Establish Transparency and Data Validity2. Identify SIP3. Run SIP4. Publish Results

Publish ResultsAnnounce Award SchemeTraining ProgramsCore Group for Balance

Repeat for Balance 70% GroupsEmbed Training Program as Mandatory InductionReview CI Process PeriodicallyEstablish Internal Audit Process

Identify Key GroupsCreate Core Group & Train in CI Process

Conduct ITMTPublish Vision & StrategyEstablish Urgency

Identify Key GroupsTrain and Mentor in CI Process

Establish GovernanceGet HPD Buy in for Director’s VisionCommunicate PlanFinalise ITMT MessageIdentify 30% for phase 1

Create Vision for ChangeDirector to Identify Key MessageWhy we need to Changewhat we need to ChangeWhat Happens if we don’t Change

38

ITSM Transformation – What will Change

Service Transparency and management on an End to End basis instead of Technology Pillar focus.

“Service Oriented Metrics” instead of Technology Pillar Performance “Boundary less behaviour” in managing services by all levels and groups involved “Elimination of Waste” through streamlining service flows

High Rate of First time Fix with a “Reducing Incident Occurrence and Turn around time Trend” instead of a Flat or Increasing Trend.

L1 Keeps fixing the same problem again and again Knowledge Library, Approved Work around and Call script capability used to improve

TAT L3 teams will be engaged to Identify and eliminate the Underlying Causes to Reduce /

Eliminate Incident Occurrence Proactive Problem Management (Continual Improvement) instead of

Transaction Based Reaction Focus on systematic elimination Top 3 Incident Generators Management reviews based on Improvements instead of Post Mortem Focus on control and effectiveness of Changes


Summary of 100 Day Plan

Week 1 – 4 Establish Transparency

• Create End to End Service Map

• 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

Week 5 – 8 Make Changes

• Identify Top 3 Incident Generators

• Identify Improvement Opportunities

• Operate Problem Management Process

• Implement Operational or System Changes

• Operate Changed System

Week 9 – 12 Build Sustainability

• 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

The Virtual Team concept(Example 2)

ModuleSPOC

ModuleSPOC

Service Facilitator

Shared Services

SOM Tools GroupTechnical Support

Q GroupTechnical Support

E LearningTraining Program Development

Learning & Development Training Program Management (CDM)

ModuleSPOC

ServiceSPOC

Service DesksSDM

ServiceSPOC

DSS Support GroupsSDM

ServiceSPOC

Application Support GroupsSDM

ServiceSPOC

Infrastructure Support GroupsSDM

ProblemManagement

Group

Governance - HPD

Change Management

Group

Service Quality Monitoring Group

Change is usually easier to achieve when those affected by the change are involved

ITSM TRANSFORMATION INITIATIVEITMT BRIEFING

Service Channel Name – Order & Distribute Stage 1 Report

Prepared By: Chandrashekar Rukmangada and Sukumar Daniel

Date: 7th Oct 2010

Lessons Learnt from the Transparency Phase

Stock Control CR Service Channel Position

6 in Top 10

Retail – Incident Pareto for Period 6 & 7 (Aug 1st to 1st Oct 2010)

Weekly Incident occurrence Trend for Order & Distribute

Note: The steep Starting Slope is

caused by the Induction of

ICCM

Peak due to delay in bringing up the

Mainframe after Outage

Break Up of Incidents by Services Provided

P5

P3P4

P2

P0

92% Tickets Resolved by L1, SHD HSC Replenishment Ops

Resolution Closure Code Analysis

95% of tickets closed by L1 with Resolution code “SHD Resolved”

Next Steps

1. Inferences1. Top 3 Generator of Incidents

1. 25% from SBO Sign on related Issues

2. 20% from Delivery Related Issues

3. 10% from CR Count Related Issues

2. 92% of Tickets resolved by L1 SHD HSC Replenishment Ops1. 95% of Closure Codes marked as “SHD Issue Resolved”

2. Unable to Analyse closure action because of Above

2. Planned Action 1. Set up a Team of L1 & L3 to do a detailed audit of Tickets and Identify appropriate

Closure Codes

2. Update ICCM Configuration & Collect fresh Data

3. Operate the Problem Process to Identify Root Cause

4. Take Actions to eliminate Root Cause and Verify Effectiveness

5. Time Lines will be as per 100 day plan stage II

SERVICE IMPROVEMENTSImprovements achieved by Support Groups at Service Channel Level



A year ago

Primary Logistics service

• 60% FTE involved in manual activities - low morale of the team

• Batch delay on 30% days and 5% orders either were not auto-scheduled or were missed

• Frequent daily application downtime & low performance - unhappy users

Business Impact

• Delays in order/ shipment/ appointment creation - impacting DC productivity

• Manual intervention needed to continue transport planning & operations

• Business KPI affected severely


What we did

Improvements to IT process

27 tasks automated, incl:

• Performance monitoring

• Business report generation

• Event logging &Alerting

• Order & Shipment Reconciliation

Improvements to Business Process

• Provided cloning features to simplify business process

• Single window scheduling board for all DC’s

• More online screens for seamless operation

• 11 new features introduced

Improvements to system availability

• Identified & Tuned Top10 worst performing SQLs

• Archival Logic

• Replaced Python Reports with SQL Reports

• Introduced security & configuration

Applied Lean principles to improve serviceThe new classifications/ closure codes helped bring in transparency

Data provided right focus to the right area


Today

IM trend

0

50

100

150

200

250

P4 P5 P6 P7 P8 P9 P10 P11 P12 P1 P2 P3

PeriodCo

unt

Incident Count Emergency Fixes

Batch failures

65% 83% 38%Primary Logistics Service

• 100% availability, service is green in last 9 months

• Only 5% is manual activity - improved team morale

• No delays - auto reconciliation in place• No downtime - happy business• Automated report generation & alerting

STRUCTURAL IMPROVEMENTS

Exposing the Need for Organisation Wide Structural Changes


PFS Service Incident Generation Rank (P6 and P7)

Multiple Entries in the Service Channel Level make it difficult to estimate the Correct Incident Generator Rank

PFS Fore Court generated the 5th highest number of incidents (7865)

PFS Till generated the 7th highest number of incidents (5611)

Resolution Ratio – HSC (L1, L2 & L3) To Vendor

PFS ForecourtPFS Till

INC Rank 5, Fuel Pump (Vendor Supported Service)

#1 Incident Generator = Pump Hardware 53%

#2 Incident Generator = Pay at Pump 40%

90 %

res

olve

d by

Gilb

arco

100

% C

losu

re C

ode

= O

ther

s

L1 Only A Post office No Possibilities for Value Addition

Working With Vendor to improve Closure Categorisation can enable Value Addition

INC Rank 7 (HSC Supported Service) – PFS Till Software

47% generated by Till Software

Top 3 Symptoms in PFS Till Software

Improvement Opportunity for Reducing Calls Filling Stations

Resolved by groups in the End to End Service Map

For every ‘One ticket’ resolved by L3, L1 resolves 7.5 tickets, Vendor resolves 3.5 Tickets and L2 resolves 1.25 tickets

Closure Codes not useful for analysis

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?

Actions Recommended

• System Improvement Opportunities• Re-Design of Incident and Service Request Services and

relevant Classification and establishing Roles, Responsibilities and Authorities

• Defining relevant closure code to facilitate Problem Management

• Re-Casting the L3 Role for owning Problem Management

• Improve Vendor Resolution Codes

ARCHITECTURE MAKES THE DIFFERENCE

Create an IT Service Management Framework

61

EA – What, How, Where, Who, When & Why

Strategists theorize about how executives can own What the Architects Design and how engineers will build the

solutions that allow technicians to implement it so workers can participate

in using the systems that all of them thought about

Source: Home page in www.zackmaninternational.com

62

ITSM

ITSM an essential foundation for Enterprise Architecture

Business Enterprise Owned by Shareholders and Operated by Business Executives and their Staff

CIO’s Office – Enterprise IT Service Provider

Enterprise Architecture / Architect

ICT

ICT

ICT

ICT

ICT

ICT

63

John Zachman’s – Enterprise Architecture, Periodic Table

64

Shared Network Infra

Shared DC Infrastructure

ITSM Service Delivery Model Service Oriented Management Architecture

PurchasingMarketting FinanceDistribution

The Service Desk – Single Point of Contact for IT users

Custom

er Side

Supply S

ide

AppSrv

L3

L1

L2 Desk T o p

E Ma I L

Service Channel

Desktop Support ServicesApplication Support Services

AppSrv

AppSrv

App Supplier

Infra Supplier

Process support

App Supplier

Infra Supplier

Process support

L1L2

L3

Of fAuto

App Supplier

Infra Supplier

Process support

App Supplier

Infra Supplier

Process support

CIO’s Organisation/s – IT Service Provider/s to the Enterprise

Enterprise Business Organisation

Business Area

Business Area

Business Area

LocationsLocations Locations Locations

Service Channel

65

Types of Service Channels

1. IT Help Desk* – Help Desk providing SPOC for Personal Computer Services

2. 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.,

3. End User Infrastructure Service Channel * – Providing support to End User personal Computers and Peripherals (mainly consisting of Vendors)

4. Business Application Software Service Channel * – Providing support to business users not directly involved with Stores Operations.

5. External Customer Help Desk* – Help Desk Providing SPOC services to external customers

6. Operations Software Service Channels * – Support technical and or Operations Management Software Services

7. Stores Operations Hardware Service Channels* – Providing Stores related Infrastructure support such as Tills, Petrol Filling Stations, PC Scales etc., (Mainly Vendors)

8. Shared Infrastructure Channel** – Providing support to shared infrastructure such as Unix Servers, Data Base Servers, Web Servers, WAN, LAN, etc.

* Customer Facing ** Internal IT Facing66

Aligning Business to IT



What, How, When, Who, Where & Why

SPOCBusiness Service

App Services Network Services

DSS Application Support

Outlook Client & Local Mailbox

LAN

Network Support

Network Equipment Providers

WAN Providers

WAN

Off Line SD

On Line SD

DSS Vendors

Email ServiceEnd User

DSS Server Support

Fire Wall

24 Hour Ops.

Server Clusters &Shared Storage

Asset ManagementDC Infra Services

MS Server OS MS OutlookServer

MS SQL Server Anti Virus &

Mentoring

MS IIS Server

Spam Filter

Hardware Vendors

Asset ManagerL1 & L2 Support L3 Support L3 Support

L3 Support

SLAOLA OLA OLA AMC

UPC

3P Vendors

End to End Service Map –MS Outlook Email Service

Fire Wall

Local Area Network

Wide Area Network

Outlook Client

Database Server

Exchange Server

CablesReplaced Cable

Changed ConnectorNetwork Card

Replaced Network Card

Cables

Replaced Cable

Changed Connector

Replaced Mother Board

SwitchReplaced Switch

Re Booted Switch

Outlook Client ProfileRe-Created Profile

Corrected Profile Setting

WAN Component

Closure Action

Web Server

An Integrated framework for Incident Classification and Resolution Categorisation

Incoming Call Classification• Identifies the Source Business Organisation of the Caller• Identifies the Business Area within the Business

Organisation• Identifies the IT Service Channel Owning the Service

pertaining to the call• Identifies the Service Pertaining to the call• Identifies the Symptom that the Caller is experiencing

Classification Captures User Details and Symptom Experienced or Service Request of the caller (End User)

Incident Resolution Data Capture

IT Service

Point of Failure

Resolution Action

Component of Point of Failure


IM Lifecycle Milestones

Offline Triage L2

Offline Analyst L2

Contact Agent FTR L1

WT1

WT2

RT1

RT2

Group Triage L3

WT3

Group Engineer L3

RT3

Total Turn Around Time (TAT) <= SLA

WT4

Group Triage L3

Group Engineer L3

RT6

WT6

WT5

RT1 = Resolution time for FTR by Online Analyst L1WT1 = Wait time before Assigning to Offline Triage L1WT2 = Wait time before Offline Triage Assigns to Analyst L2RT2 = Resolution time for Offline Analyst to Resolve L2WT3= Wait time For Offline Analyst to Assign to 3rd Level L2

WT4= Wait time for 3rd Level Engineer to Reject or Re-Assign L3RT3 = Resolution Time for 3rd level Engineer to Resolve L3WT5 = Wait time First L3 Group Engineer to Re-Assign L3WT6 = Next L3 Triage to Reject / AssignRT6 = Resolution time for Next L3 Engineer to Resolve L3

Start

Resolve

Template for Gathering Globally Converged Service Inventory


Scope Contexts Row – Identified by the IT organisation Column. System Logic Row –

Identified by Country, Assignee Group, Priority

Business Concepts Row – Identified by Service Channel (Supply Chain) Column.

Technology Physics – Identified by the Symptoms Column along with the Resolution Framework

Instantiating the Inventory in the BPM Service Desk Tool


Component Assemblies – Process Maps in BPM Service Desk

Operations Classes – Incident Management and Problem Management Modules

Deliverable – Information Mining Capability

0

20

40

60

80

100

Srv Chn 1 Srv Chn 2 Srv Chn 3

Incident Rank - Service Channel

INC Count SR Count

Select Business /

Country View Service Channel

0

20

40

60

80

Service 1 Service 2 Service 3

Incident Rank -IR for Services In Channel

IR / SR Count

Select Service Channel View

Service IR

0

20

40

60

80

Symptom 1 Symptom 2 Symptom 3

Incident Rank - Symptoms in Service

IR / SR Count

Select Service View

Symptoms

Select Service or Symptom View

Logical CI0

20

40

60

80

Application App Srvr DB Srvr

Incident Rank - Logical CI from Service

IR / SR Count

Select Logical CI View Component

0

20

40

60

80

Module 1 Module 2 Module 2

Incident Rank - Logical CI from Service

IR / SR Count

Select Component

View Actions

0

20

40

60

80

Application App Srvr DB Srvr

Incident Rank - Closing Action Performed on Component

IR / SR Count

Extract Sample Data for

RCA

Classification Framework Resolution Framework


Summary

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

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.

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.

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