case study: integrating service management processes to improve systems stability and reduce outages...

World®’16

CaseStudy:IntegratingServiceManagementProcessestoImproveSystemsStabilityandReduceOutagesandDowntimeQaneet Laher,HeadofServiceandOperationsWoolworthsSA

AMX11S

AGILEMANAGEMENT

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ForInformationalPurposesOnlyTermsofthisPresentation


AGENDA

WHOAREWE BESTPRACTICEDISCIPLINES&FRAMEWORKS

OURLANDSCAPE&QUICKWINS

WHATDOESOURSTRUCTURE LOOKLIKE

OURMATURITY JOURNEY

LOOKINGFORWARDONOURJOURNEY


I

CAPETOWN,SOUTHAFRICA

The world’s first heart transplantIN CAPE TOWN, DR. CHRISTIAAN BARNARD, 1967

Population54,000,0001

2

WADEVANNIEKERK4CAPITAL5 Pretoria,CapeTown,Bloemfontein

NELSONMANDELA3

BIGGEST6 TheCapeTownCycleTour,TheComradesMarathon

QANEETLAHERHEADOFSERVICE&OPERATIONSCERTIFIEDITILPRACTITIONER

18YEARSINSERVICEMANAGEMENTITILisaregisteredtrademarkofAXELOSLTD.



THEFIRSTWOOLWORTHSSTOREOPENEDITSDOORSTOTHEPUBLICINCAPETOWNINOCTOBER1931.ANDITWASFOUNDERMAXSONNENBERGWHOCAPTUREDTHEPUBLIC’SIMAGINATIONWITHDYNAMICSTOREPOLICIESTHATSETWOOLWORTHSAPARTFROMITSCOMPETITORS.

THREEYEARSLATER,ASECONDBRANCHOPENEDINDURBAN,WITHANOTHERTWOINPORTELIZABETHANDJOHANNESBURGAYEARLATER.ANDSINCETHENWE’VEBEENBUILDINGONOURREPUTATIONFORSUPERIORQUALITY,EXCITINGINNOVATIONANDEXCELLENTVALUE.

464 201

130 +24K

STORESINAFRICA

GLOBALSTORES

INTEGRITY

SERVICE

VALUE

INNOVATION

SUSTAINABILITY

ENERGY

QUALITY & STYLE

SYSTEMS EMPLOYEES

RSA AUSFOODS,C&GM,FINANCE

C&GM

WOOLWORTHSHOLDINGSLIMITED


WOOLWORTHS (PTY) Ltd


WOOLWORTHSITSERVICEMANAGEMENTORGANISATIONALSTRUCTURE

HEADOFSERVICEANDOPERATIONS

ServiceImprovementCoE

ServiceStrategyPractitioner

ServiceDesignPractitioner

Systems&TechnicalManager

APM&TestingTeam

ServiceDeskTeam

ServiceCatalogueTeam

ChangeControlManagement

ServiceDeliveryManager

ServiceManagerInternational

ServiceManagerProduct

ServiceManagerBI

ServiceManagerWFS

ServiceManagerSupplyChain

ServiceManagerMarketing

ServiceManagerBespokeApps

ServiceManagerFinance&HR

ChangeEnablementPractitioner

Operations&CallCentreManager

ProductionMonitoringTeam

CallCentreTeam


ServiceStrategy•DEMANDMANAGEMENT•StrategyGeneration•ServicePortfolioManagement•ITFinancialManagement

ServiceDesign•SERVICELEVELMANAGEMENT•ServiceCatalogueManagement•CapacityManagement•AvailabilityManagement•SERVICECONTINUITYMANAGEMENT•InformationSecurityManagement•SupplierManagement

ServiceTransition•TransitionPlanningandSupport•Changemanagement•RELEASEANDDEPLOYMENT•ServiceAssetandConfiguration•ServiceValidationandTesting•Evaluation•KnowledgeManagement

ServiceOperation•EVENTMANAGEMENT•INCIDENTMANAGEMENT•REQUESTFULFILMENT•PROBLEMMANAGEMENT•AccessManagement•OperationManagement

ContinualServiceImprovement•SERVICEMEASUREMENT•ServiceReporting•7-stepServiceImprovement

LIFECYCLE PHASES

“ITIL” is a registered trademark of AXELOS LTD.”

ITIL BESTPRACTICE&DISCIPLINES


SERVICEMANAGEMENTWHEREWECOMEFROM

CHAOTIC

CHANGE APPROVAL BOARD (CAB)

SERVICE LEVEL MANAGEMENT

PROBLEM & ASSET MANAGEMENT

§ NODEFINEDINCIDENTMANAGEMENTPROCESS§ NO BUSINESSIMPACTASSESSMENT§ HIGH STAFFTURNOVER§ NO SUPPORTPROCESSMAPPED

§ MONTHLY CAB§ NOCHANGECATEGORIZATION§ ONEMANCAB§ NO FORWARDSCHEDULEOFCHANGES

§ NOSYSTEM&BUSINESSCAPABILITIES TIERED§ NOBUSINESSINPUT§ NO CLEARMEASUREMENT§ NO KPI

§ NOROOTCAUSEANALYSIS§ NOPROBLEMOWNERSHIP§ ASSETS TRACKEDBYFINANCEBUONMANUALSPREADSHEETS§ LOCATIONANDSTATEOFASSETSUNKNOWN


MANUALITASSETMANAGEMENT

SLM:TOPTIERSLADEFINITIONS

AUTODISCOVERYOFASSETS

BASICITILPROCESS(INCIDENT,REQUEST&CHANGEMANAGEMENT)

BASICSERVICEPROCESSMAPPING

STANDARDISEDEVENTANDALERTMANAGEMENT

RELEASE&DEPLOYMENTMANAGEMENT

SLM:SLA/OLAFRAMEWORK(TIER0,1,2&3)

INTEGRATEDITASSETMANAGEMENTPROBLEMMANAGEMENT

MATUREDITILPROCESSESINTEGRATEDWITHCMS

INTEGRATEDBUSINESSPROCESSMAPPING

MATUREDBSMENVIRONMENT

PREDICTIVEPROACTIVESTABLEREACTIVECHAOTIC

CMDB/CMSAUTOMATEDBUSINESSCOMMUNICATION

WEAREHERE

ü CAServiceDeskManagerü CAServiceCatalogü CAITAssetManagerü CAProcessAutomation

SERVICEMANAGEMENTMATURITYPROTOTYPE


SERVICELEVELMANAGEMENTFRAMEWORK

Ø WOOLWORTHSSASTRATEGY&PLANNINGCAPABILITIES• StrategyDevelopment• Planning(Group,Product,Store)

Ø WOOLWORTHSSACORECAPABILITIES• Sourcing• ProductDevelopment• ProductReplenishment• Distribution• FinancialServices

Ø WOOLWORTHSSAMARKETING,SALES&CUSTOMERCAPABILITIES• Sales• Marketing• CustomerServiceManagement

Ø WOOLWORTHSSABUSINESSSUPPORTCAPABILITIES• HumanResourceManagement• ITManagement• FinancialManagement• StakeholderManagement• FacilitiesManagement• Reporting

RECOVERYTIMEOBJECTIVE

SERVICELEVEL

AGREEMENT

BUSINESSCONTINUITY INFORMATIONTECHNOLOGYCONTINUITY

RISKCATEGORY

BUSINESSCAPABILITY

Ø IndividualApplication/SystemRecoveryTimeObjectives(RTO)

Ø OverallTierRecoveryTimeObjectives(RTO)

Ø FinancialRisk(F)Ø Legal/Compliance/RegulatoryRisks(LCR)Ø ImpactonourCustomer(IoC)Ø Health,Safety,Environment&QualityRisks(HSEQ)Ø EmployeeRelationsRisks(ER)

RECOVERYTIME

OBJECTIVE (RTO)

BUSI

NESS

CAP

ABIL

ITIE

S

WOOLWORTHS INTEGRATED SERVICE LEVEL CAPABILITY FRAMEWORK (iSLCF)

RISK CATEGORIES


KEY TIER BUSINESSCAPABILITY ITCAPABILITY APPLICATIONS(CENTRALINFRASTRUCTURE)OVERALL

RTOTIER

0TIER

1

CUSTOMER

FAC

ING/TR

ADEIM

PACT

0–2HO

URS

2-6

HOUR

S

NETWORKCORE AIT

LINKSTOBANKS WAN AD

F5GTM

STORAGE

CAISSAC2

F5LTM

VCENTER VMM

ESX

HYPER-VINFRA.SQL

BIZTALK

PKIInternetAccess

ATGONLINE

SIMSSALESDATA RMS JDA

FULFIL

SUPPLIERPORTAL

STORAGE

POSTCARD

OM

AMOSREVERSEPROXYTOKENATOR

• LIMITEDWORK-AROUND• HIGHAVAILABILITYINDC1ONLY• RECOVERYCAPABILITYNOTLIKE-FOR-LIKE

(PERFORMANCE)

INDIVIDUALTIER1SYSTEMRTO'S• SALESDATARTO2HOURS• SUPPLIERPORTALRTO2HOURS• SIMSCENTRALRTO2HOURS• SUPPLIERPORTALRTO2HOURS• RMSRTO3HOURS• VISIONRTO4HOURS

ABILITYTOTRADEONLINEWITHWOOLWORTHSCARDSANDGIFTCARDS• WSACARDUSESPOSITIVEFILEINANOFFLINE

SITUATION.(GIFTCARDVOLUMEISLOW,HENCETHETIER2STATUS)

FOODSORDERINGPROCESSES• CREATEROQ(ORDERQUANTITY)• CREATESUPPLIERPO'SFROMROQ• SUPPLIERPORTALACCESS

STORESTOCKMOVEMENTSANDRECEIPTS• RTV'S,IBT'SANDSDN'S

ABILITYTOPROCESSMATRAT-LOGS(SALESPROCESSING)• ENABLESSOH

ASTORESABILITYTOSELL(INCLUDESONLINE)• DEBITANDCREDITCARDS• WSAONLINE(WWW)• WFS(WFSPRODUCTSELLING)

ABILITYTOSERVICETHECUSTOMER• INSTORE

- CUSTOMERQUERIES• CALLCENTRES

- WFS(WFSCUSTOMERQUERIES)- CUSTOMERSERVICECENTRE

ABILITYTORECEIVEANDDISPATCHPERISHABLESTOCK• RECEIVESUPPLIERS,PICKANDDESPATCH

TOSTORES

• HIGHAVAILABILITYWITHINTHEGIVENRTO• SERVICESWITHNOWORK-AROUND• UNINTERRUPTEDSERVICE• DC1&DC2REPLICATED(ACTIVE-ACTIVE)

DATA– ABILITYTOWRITETOBOTHDC’S• COREINFRASTRUCTURE/ARCHITECTURE• COREAPPLICATIONS• REPLICATED(ACTIVE-ACTIVE)DATA• APPLICATIONRECOVERYONLY

INDIVIDUALTIER0SYSTEMRTO'S• - POSTILIONACTIVE-ACTIVE• - C2RTO1HOUR• - CAISSARTO1HOUR POSTILION

VISION

COREAPPS

WW&WFSIMPACT

DIRECTTRADEIMPACT

INDIRECTTRADEIMPACTWOOLWORTHSITCONTINUITY

APPLICATIONTIERINGPRINCIPLES


BUSINESS CAPABILITY

SERVICELEVELMANAGEMENTCARDTENDERPROCESSEXAMPLE

STORE

SERVER

NETWORK

DATABASE STORAGE

NETWORK

SERVER

OLA

OLA

OLAOLA

OLAOLA

OLA

OLA

TOBEABLETOTRADEBYRECEIVINGDEBITANDCREDITCARDTENDERATALLTILLPOINTS

THEREISANOLAWITHTHENETWORKSERVICEPROVIDERTOPROVIDENETWORKCONNECTIVITYDURINGTRADINGHOURS.

THESERVERTEAMHASANOLATOENSURETHESERVERISAVAILABLEDURINGTRADINGHOURS.

THEDATABASETEAMHASANOLATOENSURETHEDATABASEDOESWHATITISSUPPOSEDTODODURINGTRADINGHOURS.

THESTORAGETEAMHASANOLATOPROVIDESTORAGEFORTHEAPPLICATION.

THEINTEGRATIONTEAMHASANOLATOPASSFILESTOTHEBANK(OVERTHENETWORK)WITHINASPECIFIEDTIME

TOENSURETHEPOSTILLIONAPPLICATIONSERVERISUPANDRUNNINGDURINGSTORETRADINGHOURSSLA

BANK


QUICKWINSANDTIPS

ITILcertifiedServiceManagers

PEOPLE

20%

AllIncidents,problemsandChangeslinkedtoSLA’s

INNOVATION

5%

Sample text

UnderstandSystemTieringandPrioritisation

PROCESS

50%

Riskaversionandmitigation

IT GOVERNANCE

25%


INCIDENTMANAGEMENTPROCESSCOMPLETE

INCIDENT FORM(Self Service)

INCIDENT CLASSIFICATION

COMPLETEINCIDENT FORM

(Call Centre)

DATA ANALYSIS COMPETENCY TEAM RESOLUTION TREND ANALYSIS

RESOLUTION ACTION INITIATED

KNOWLEDGE LIBRARY UPDATED

INCIDENT CLOSURE

FINAL CLASSIFICATION

o SIMPLIFIEDINCIDENTMANAGEMENTPROCESSWITHTHEFOCUSBEINGON

FASTACTIONSERVICERESTORATION.

o INCIDENTDATAANALYSIS(SERVICEANALYSTS)COMPETENCYHASENSURED

THATWEDODEEPDIVEANALYSISONOURBIGGESTINCIDENTCATEGORIES.

o THROUGHTHISFUNCTIONWEHAVE:

§ THROUGHTHEANALYSISWECOULDPICKUPTRENDS AND

PROBLEMSWHICHRESULTSINUSBUILDINGHITTEAMSWITHTHE

SOFTWAREENGINEERS,BUSINESS/SYSTEMSANALYSTSAND

PROGRAMMERSTORESOLVETHEROOTCAUSEOFTHE

INCIDENTS.

§ WEHAVESEENASHIGHASA20%REDUCTIONININCIDENTS

LOGGEDINOURTOP5BIGGESTINCIDENTCATEGORIES.

o ANANNUALINCIDENTCATEGORYRE-CLASSIFICATIONISDONETOENSURE

OURCATEGORIESMATCHTHEORGANISATIONALDESIGN.

TECHNOLOGYUSED CA Service Desk Manager

CA IT Asset ManagerCA Service Catalog


QUICKWINSANDTIPS

Thebestprocessstillneedstobeadheredto

PEOPLE

20%

CreateanOMNIchannelforUserstointeractwithSupport

INNOVATION

20%

Sample text

Focusonservicerestoration(1st lineresolution).

PROCESS

50%

HastocatertoCybersecuritytypeincidents

IT GOVERNANCE

10%


PROBLEMMANAGEMENTPROCESSPROBLEM TICKET

INITIATEDINCIDENT ANALYSIS

PROBLEM TICKET INITIATED

SERVICE PROVIDER

PROBLEM TICKET INITIATEDPROACTIVE

PROBLEM REVIEW&

CATEGORIZATION

DATA ANALYSIS COMPETENCY HIT TEAM

PROBLEM DIAGNOSIS

IMPLEMENT WORK-AROUND

IMPLEMENT ROOT CAUSE SOLUTION

INCIDENTMANAGEMENT

PROCESS

CHANGE MANAGEMENT

PROCESS

PROBLEM POST RESOLUTION

REVIEW

PROBLEM CLOSURE

o PROBLEMTICKETSGETCREATEDTHROUGHTHEFOLLOWINGWAYSINOUR

ORGANISATION:

§ SERVICEANALYSTSASARESULTOFINCIDENTDATAANALYSIS

§ SERVICEPROVIDERCOMMUNICATIONOFAKNOWNPROBLEM

§ PROACTIVEPROBLEMTICKETLOGGEDBASEDONRESOURCE

KNOWLEDGE/EXPERIENCEANDSTATISTICALDATAANALYSIS

o PROBLEMSTHATHAVEBEENLOGGEDAREREVIEWEDBYTHEPROBLEMMANAGER

ANDTHESERVICEANALYSTS.

o CROSSFUNCTIONALHITTEAMSAREBROUGHTTOGETHERTOINVESTIGATEAND

DIAGNOSETHEPROBLEM.

o WORKAROUNDSAREIMPLEMENTEDTORESTORESERVICESTOCRITICALBUSINESS

FUNCTIONS(INCIDENTMANAGEMENTPROCESSINITIATED).

o ONCETHEROOTCAUSERESOLUTIONISDEVELOPEDANDAPPROVED,THECHANGE

MANAGEMENTPROCESSISINITIATED.

o ALLPROBLEMSTHENGOTHROUGHAPOSTRESOLUTIONREVIEW(PRR)AND

DOCUMENTED.

TECHNOLOGYUSED CA Service Desk Manager

CA IT Asset ManagerCA Service Catalog


QUICKWINSANDTIPS

Becomepredictablyconsistent

PEOPLE

15%

CentersofExcellenceinIncidentAnalysisprovidedkeyinsights

INNOVATION

10%

Sample text

Firstmeasurewhatyouaredoingagainstindustrybestpractice

PROCESS

50%

UnresolvedProblemsposeasignificantBusinessrisk

IT GOVERNANCE

25%


INCIDENT CHANGE

INITIATED

o WEHAVETHEFOLLOWINGCHANGECATEGORIZATIONS:

§ MAJORCHANGES

§ CARDDATAENVIRONMENT(CDE)CHANGES

§ SIGNIFICANTCHANGES

§ STANDARDCHANGES

§ MINORCHANGES

o WEHAVEADAILYCHANGEAPPROVALBOARD(CAB)FORALLMINOR,STANDARD

ANDSIGNIFICANTCHANGES.THESECHANGESHAVEA 2DAYLEADTIME.(ANYTIME

SHORTERRESULTSINANEMERGENCYCHANGE)

o AWEEKLYCABISHELDFORALLMAJORCHANGES.THESECHANGESAREREVIEWED

BYABOARDTHATINCLUDES:

§ INFRASTRUCTUREITLEAD

§ NETWORKITLEAD

§ HEADOFSERVICE(INCLUDINGALLSERVICEMANAGERS)

§ INFORMATIONSECURITYOFFICER

§ ENTERPRISEARCHITECTURE

TECHNOLOGYUSED

PROBLEM CHANGE

INITIATEDPROJECT CHANGE

INITIATEDUSER REQUEST

CHANGE INITIATED

COMPLETE RFC FORM

AGREE WITH SERVICE MANGER

CATEGORIZE / PRIORITIZE

RISK ASSESSMENT

PLAN & SCHEDULE

ASSIGN ROLES & TASKS

DEVELOPMENT TESTING

SCHEDULED INTEGRATION

TESTING

USER ACCEPTANCE

TESTINGCHANGE

APPROVAL BOARD (CAB)

IT & BU MANAGEMENT

SIGNOFF

CHANGE IMPLEMENTATION

POST IMPLEMENTATION

REVIEW

CHANGE CLOSURE

CA Service Desk ManagerCA IT Asset ManagerCA Service Catalog

CHANGEMANAGEMENTPROCESS


QUICKWINSANDTIPS

EnsureeverybodyunderstandstheChangeprocess

PEOPLE

15%

ForwardScheduleofChangesandapprovalbyemail

INNOVATION

10%

Sample text

Easytologachange,difficulttogetapproval

PROCESS

50%

ForwardScheduleandpre-definedmaintenanceslots

IT GOVERNANCE

25%


EVERYJOBISASELF-PORTRAITOFTHE

PERSONWHODOESIT.AUTOGRAPHYOUR

WORKWITHEXCELLENCE

PROCESSES5 CONTINOUSIMPROVEMENT

21

45

3

GOVERNANCE, RISK, COMPLIANCE & SECURITY

PROBLEM MANAGEMENT

CONFIGURATION MANAGEMENT SYSTEM (CMS)

RELEASE & DEPLOYMENT

IT ASSET AUTO DISCOVERY AND MANAGEMENT

PROCESSES5WE’REDOINGWELL

4

23

5

1SENTIMENT - BUSINESS & IT PEOPLE

REQUEST FULLFILMENT

INCIDENT MANAGEMENT

CHANGE MANAGEMENT

SERVICE LEVEL MANAGEMENT

“”

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case study: integrating service management processes to improve systems stability and reduce outages...

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