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Agenda

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BackgroundHistoryBlue Print, 2000GIS Process 1.2, 2001 (training only)GIS Process 2.0, 2003-4 (ITIL based - not implemented)Supply/Demand splitITS Process 1.0, 2005Engage, Reuse, Build, Run, SupportRunning The Factory (RTF) initiative, 2006-7

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Running The FactoryWhat this initiative is about Putting Process into PracticeGlobal Initiative by Heads of Production Services & Head of Infrastructure Services Implement IT Service Management (RUN) processes inIT Service Center PragueIT Service Center BonnIT Service Center Scottsdale (USA)IT Service Center Cyberjaya (Malaysia)

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Global Process ModelThe ITS Process is available to view @ http://itsprocess.dhl.comIncludes Change Mgmt &Configuration MgmtIncludes Capacity Mgmt, Availability Mgmt & Continuity Mgmt

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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 ManagementR6.2 Supplier ManagementR1.1 Release ManagementR1.2 Post Implementation SupportR2.1 Production Configuration ManagementR2.2 Production Change ManagementR3.1 Information Security and Risk ManagementR3.2 Capacity ManagementR3.3 Availability ManagementR3.4 IT Continuity Service ManagementR3.5 Production Operations ManagementR4.1 Develop SLAR4.2 Develop OLAs and UCsR4.3 Internal Service ReviewR4.4 Customer Service Level InterfaceR5.1 Incident ManagementR5.2 Problem Management Run Summary and Key Processes

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ObjectivesImprove 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.

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DeliverablesCommon process model defined to detailed procedure level per each processDefinition and measurement of globally consistent process KPIsGlobally accessible library of process documentation to procedure levelprocess KPI definitionsprocess training materialsGlobal repository of process performance reportsProduction Services teams trained and supported in procedures they will use day to day in respect of the Run processesAlignment roadmaps that provide an ongoing record of ITSC and departmental variances by processContinuous improvement policy and process

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The vision SERVICE DRIVEN PROCESSESCONTINUOUS IMPROVEMENTENSURE THAT PERSONNEL ARE AWARE OF THEIR DAY TO DAY RESPONSIBILITIES IN RESPECT OF THE RUN PROCESSESIMPROVE RUN PROCESSES MATURITY BY IDENTIFYING AND CLOSING GAPS WITH INDUSTRY BEST PRACTICESENSURE VISIBILITY OF PROCESS PERFORMANCES THROUGH MEANINGFUL PROCESS KPISREPOSITORY OF PROCESS DOCUMENTATION AND TRAINING MATERIALSGAP CLOSURE AGREEMENTS TO ENSURE VISIBILITY AND PROGRESSIVE ALIGNMENTPROCESS KPIs TO MEASURE PROCESS PERFORMANCEPROCESS PERFORMANCE REPORTING INTRODUCEDPROCESSES DOCUMENTED TO PROCEDURE LEVELBASELINE AGAINST WHICH DETAILED PROCESS CHANGES WILL BE IMPLEMENTED TRAINING AND PERSONAL ASSISTANCE FOR DETAILED PROCESSES IMPLEMENTATIONBenefitDeliverablesObjectives

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Relationship between ITS Process, RTF & Touch PointsTOUCHPOINTTOUCHPOINTTOUCHPOINTTOUCHPOINTInteractions between Business IT and ITS ProcessConsidered in Process Design if changes are requiredRTF provides procedures and detailed work instructions to follow

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Agenda

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Approach overviewAs-IsTo-BeGap AnalysisImplementationA record by department of process, procedures & work instructions currently used to achieve operational objectivesReview 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 SupportDevelop single model referencing current model and As-Is descriptions

activitiesresultMultiple As-Is DescriptionsSingle To-Be ModelGap Closure AgreementGap Closure Agreement fulfilled

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RTF timescales for 2006Implementation 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-Be

Availability

February2007

March2007

April2007

Gap

Implementation -

As - Is

Gap

Implementation -

To-Be

Gap

Implementation

May2007

To-Be

Business As Usual

Business As Usual

Business As Usual

BAU

SLM

BAU

As - Is

To-Be

To-Be

As - Is

To-Be

June2007

As - Is

As - Is

As - Is

Abbreviated As-Is

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RTF staged approach* = some of the less developed processes will not go through a full As-Is investigation

Sheet1

YearSummary ProcessProcessWork StartsImplementation StartsFast-TrackPRGCBJSCX

2006R2CHANGEJul-06YesYesYes

R2CONFIGJul-06YesYesYes

R4SERVICE LEVEL MGMT *Mar-06Aug-06YesYesYesYes

R5PROBLEMApr-06Q4-06YesYesYes

R3CAPACITYAug-06Q2-07NoNoYes

R3AVAILABILITY *Nov-06Q1-07YesNoNoYes

2007R5/R1INCIDENT & PIS20072007NoNoYes

R1RELEASE20072007NoNoNo

R6FINANCE20072007NoNoYes

R3CONTINUITY *20072007YesYesYesYes

R6SUPPLIER20072007NoNoNo

R3PROD OPS *20072007YesNoNoNo

Sheet2

Sheet3

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Agenda

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Project RolesGlobal Project ManagerGlobal Process Leads/Product LeadsITSC Process OwnersITSC Process AnalystsProcess Implementation ManagersTrainersProcess practitioners

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Global Process Leads & Prague Process OwnersNote:- only processes for 2006 are shown

Sheet1

ProcessGlobal Process LeadPrague Process Owner

Change ManagementGary WrightLubomir Lukac

Configuration ManagementGary WrightLubomir Lukac

Service Level ManageemntKaye-Shelle McRayChristophe Vreeke

Problem ManagementRon WeberLadislav Tomasek

Capacity ManagementNilesh PatelJose Maria del Olmo

Availability ManagementKaye-Shelle McRayChristophe Vreeke

Sheet2

Sheet3

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Prague Process Implementation Managers (PIM)Note:- only processes for 2006 are shown

Bonn

ITSCBONN

DepartmentManagerProcess Implementation ManagerPROCESSES INVOLVED IN

20062007

CHGCFGSLMPROBCAPAVAILINCRELFININCSUPPR. OPS

Operations

Telecoms

Solution Support

FES

Service Desk

Production Services Program Mgmt

Service Management

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&L&"Arial,Bold Italic"&9&F-&A printed on &D&C&"Arial,Bold Italic"&9Page &P of &N

Cyberjaya

ITSCCYBERJAYA

DepartmentManagerProcess Implementation ManagerPROCESSES INVOLVED IN

20062007

CHGCFGSLMPROBCAPAVAILINCRELFININCSUPPR. OPS

Operations

Telecoms

Solution Support

FES

Service Desk

Production Services Program Mgmt

Service Management

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Prague

ITSCPRAGUE

DepartmentManagerSub-DeptProcess Implementation ManagerPROCESSES INVOLVED IN

20062007

CHGCFGSLMPROBCAPAVAILINCRELFININCSUPPR. OPS

OperationsChris WilliamsOpsJan Moravec

Vaclav Kares

TIMartin Ezr

Steve Purdie

TESStanislav Kral

TelecomsRolf SimonisTony Burgon

Christian Reimann

Solution SupportDavid HendersonMark Trubl

Roman AlbrechtIan Hill

Zdenek Soukup

FESLuc Van HoofJeff Leamer

Service DeskLenka KulhavaIan Pinnock

Jiri Nesvadba

Incident SupportMartin Doskocil

Production Services Program MgmtDennis DeaneMajid Abes

Service ManagementJohn SowerbyLubomir Lukac

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&L&"Arial,Bold Italic"&9&F-&A printed on &D&C&"Arial,Bold Italic"&9Page &P of &N

Scottsdale

ITSCSCOTTSDALE

DepartmentManagerProcess Implementation ManagerPROCESSES INVOLVED IN

20062007

CHGCFGSLMPROBCAPAVAILINCRELFININCSUPPR. OPS

Operations

Telecoms

Solution Support

FES

Service Desk

Production Services Program Mgmt

Service Management

&L&"Arial,Bold"&12Running The Factory&C&"Arial,Bold"&12Process Implementation Managers

&L&"Arial,Bold Italic"&9&F-&A printed on &D&C&"Arial,Bold Italic"&9Page &P of &N

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RTF organization

NameTitle

NameTitle

NameTitle

GLOBAL GOVERNANCE Sponsor Gary Clark/Lloyd BargerBoard PS Directors/J ODonoghueProgram Mgr R BevertonCommunications R Beverton

PRG IMPLEMENTATIONSponsor John SowerbyBoard - Dept ManagersStream Lead (SM)

CBJ ITSC SM Process Owner

SCX IMPLEMENTATIONSponsor Jeff StammBoard - Dept ManagersStream Lead (SM)

CBJ IMPLEMENTATION Sponsor - Yeap Seng PeyBoard - Dept ManagersStream Lead (SM)

BONN IMPLEMENTATIONSponsor Michael WoersdoerferBoard - Dept ManagersPM Heinz Groepler

Robert BevertonGlobal Project Manager

SCXITSC Process Analyst (SM)

SCX ITSC SM Process Owner

CBJITSC Process Analyst (SM)

CBJImplementation Managers

PRG ITSC SM Process Owner

PRGITSC Process Analyst (SM)

PRGImplementation Managers

SCXImplementation Managers

CORE PROJECTSponsor J ODonoghueBoard Heads of Service ManagementProj Mgr R Beverton

Global Process LeadsCHG G WrightCFG - G WrightCAP N PatelINC R WeberPROB R Weber REL J ODonoghuePIS J ODonoghueCONT TBAAVAIL TBASLM K McRayOPS TBAFIN K McRaySUP TBA

KPI ImplementationProduct LeadMartin Matejka

RUNNING THE FACTORY ORGANIZATION

Training Product LeadMichal Hanus

Repository Reqs Product LeadMartin Matejka

Continual ImprovementProduct Lead Martin Matejka

Andrew BrettleQualityAssurance Manager

AS-IS/TO-BE

PRIMARY RESPONSIBILITY FOR DELIVERY BY PROJECT STAGE

GAP ANALYSIS

IMPLEMENTATION

SCXHR/Training Dept

BONNITSC SM Process Owner

PRGHR/Training Dept

Ladislav CervenyProject Coordinator

CBJHR/Training Dept

BONNITSC Process Analyst (SM)

Program Governance

PSONE

Organization of RTF Streams

This organization is repeated for each process

BONNImplementation Managers

BONNHR/Training Dept

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Agenda

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How will RTF benefit me?Processes will be implemented in enough detail that they can help you in your daily jobIt builds upon ITS process and increases its valueCommon 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 jobProcess training will be incorporated into Induction and TransfersKey Performance Indicators will provide measurable feedback on Process PerformanceYour suggestions will be actively sought and incorporated into the Continuous Improvement program

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Agenda

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CommunicationRTF website: rtf.dhl.comCollaborative tool. The team members working on the project can access the website to download templates or deliverables, find contacts, report risks, etcInformative tool. All other staff interested in the project can obtain general information and updates about its statusReporting: to maintain visibility and keep track of achievements, monthly reports will be published. Feedback mechanisms: an email address - rtf@dhl.com is available as a means of collecting your requests, queries, and comments.Point of contact: Service Management Department Lada Dundekova

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Agenda

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Next stepsKey Project Roles to be identified in each departmentList of Process Owners and Process Analysts to be finalized and publishedList of Process Implementation Managers to be finalized and publishedKick off workshops to be scheduledThe above information will be published on rtf.dhl.com

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Questions

Any Questions?

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Presenter Notes

Overview of approach, detail by phase will follow in later slides.Want to do the 2007 stuff this year but no resourcesPresenter Notes

Focus on their contacts within their ITSC.Presenter Notes