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Enterprise System Support
or
How to make life easy whenwe have clients
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Bruce CallowAssociate Director ITSGriffith University
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Today
The Challenges
The Demands Possible Support Models
A Possible Model
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What is the Future of the System?
Stay at a steady state. Not apply anyupgrades, no consolidated developmentwork etc.
More into a continual improvement mode
A combination
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What Systems?
Business Systems
Teaching & Learning Systems
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Payback Review
MoreUsers
Upgrades
ExpandScope
Life Cycle Stages
Require-mentsDefinition
Testing
Project and Change Management
Acquisition Implementation
BusinessCase
Integration/Interfacing
End-User Training
Custom Modifications
Infrastructure Set-up
Parameter Configuration
GapAnalysis
Data Designand Migration
Operation +Extension
Go Live !!!Go Live !!!
Selection
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Life Cycle Challenges
Maintaining good system performance and availability
Reacting quickly to new demands for system enhancements,
e.g. new operational reports
Managing major upgrades, patch application and their costs
Managing the ongoing expenditure on external consultancy
Maintenance of business processes
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More Life Cycle Challenges
Managing total Life Cycle costs for projects spanning
multiple business units
Experienced Business & Technical people are in demand
everywhere
Retaining your expert resources who know how your processes
work and how the systems have been configured to support them
Moving to user independence
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Changing Support Demands Integration of systems
Integration of Business Processes
Multi-skilled technical & business staff Configuration Management
Continual Improvement
e-business focus
e-access
CRM
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SUPPORT MODELS SUPPORT MODELS
In House Outsourced with on-site dedicated resources Outsourced with off-site dedicated resources Multi-client with single support site location
Collaborative sourcing through jointarrangement
New support entity via joint venture
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BUSINESS UNIT
BUSINESS UNIT
IS
IS
ISISBUSINESSUNIT APPLICATION COMPETENCY CENTRE
TRADITIONAL MODEL
PARTNERSHIP MODEL
COMPETENCY CENTRE MODEL
Business
ProcessSupport
User
InterfaceSupport
Application
FunctionalSupport
Application
DevelopmentSupport
Application
OperationsSupport
Infrastructure
Support
Source: Gartner Post-Implementation Package Support: Organization Models - V. Mirchandani
In House Variations
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The Application CC Vision
An Application Competence Centre allows scarceAn Application Competence Centre allows scarceresources to be pooled and access shared across allresources to be pooled and access shared across all
parts of the Business.parts of the Business.
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Potential Functions of a CC
Support Desk: 1st level support, single contact point for problem management
Contract Administration: central license & contract management
Development request co-ordination
Knowledge Centre on the application
Business support: owning all group standards for processes, templates and master data
Technical Support: optimising system administration
and application customisation
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Functions cont
Ongoing development: of the applications for new businessprocesses, interfaces, Internet, etc
Internal training: for all users on processes and topics Testing of new patches and releases
Project assistance for implementation & upgrade projects
Access administration
Workflow administration Administation of batch operations
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Potential Benefits from an Application CC Potential Benefits from an Ap plication CC
Real system ownership from the business: by establishing the shared visionof building long term business differentiation
Increased retention of key project staff: by senior managementcommunicating this vision and making the CC a prestigious place to work
Increased leverage of application knowledge: by sharing key knowledgeacross the business
Greater opportunity for business collaboration: from standardisation of configurations, data and business processes
Reduced dependence on (expensive) external Consultants: through greater use of internal resources
Ability to react faster to business change requests
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Help
Desk
1stLevel
2ndLevel
Desktops
Data Centre Facilities
Servers
Networks
Process & Data Support
FunctionalSupport andMaintenance
Vendor Level Services
Application
Manage ment
Infrastru cture
Management
BusinessSupport
ApplicationSupport
OperationalSupport
Business Process Management
Key User
Application CC Positioning
ABAPSupport
SUPPORT
Customisation
Enhancementsand Changes
TechnicalProjects
ABAPDevelopment
ApplicationImplementation
Business ProcessReengineering
DEVELOP
Configuration/
Customization T uni n
g & T
e s t i n
g
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Organisational IssuesOrg anisational Issues Reporting line: to the Business or ITS ? Dont create an Ivory Tower .. One centre, or a virtual organisation ? Representation from all Business Units ? Number of resources depends on systems complexity and the range of
services needed What is the best funding mechanism ?
Critical to have a dynamic leader, with strong skills in: peoplemanagement, internal selling, internal politics
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I T
Business
Business
Unit 1
Business
Unit 2
Business
Unit 3Business:
Support Develop-ment
Application CCOrganisation:
I T:Infrastructure
Shared Model
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Roles within the Support Model
Support Management Customer Service
End User Support Training Applications Maintenance
Application Development Operational Support Help Desk
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ITS -HelpDesk /
Desktop Spt
ITS -TechnologyInfrastructur
e
BusinessProcessOwners
ITS -Information
SystemsSupport Group
Clients / Users
Expert Network
C u s t o m e r
S e r v
i c e
Help Desk Support
Training and OLST Support
Business Process Support
Application Development Support
Infrastructure and Desktop Support
Application Operational Support
SupportModel
Support GroupManagement
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Team Model Frontline Team
Fin CoreTeam
OperationsTeam
Development Team
Project Teams
HR/Pay CoreTeam
Student CoreTeam
Changeand Training Team
ESMGMngtTeam
ESMGGovernanceCommittee
ESMG Model
Teaching &Learning
Core T eam
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Management of Centre
Objective is to achieve Business and ITInvolvement and Support Integration
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Application CC Efficiency Measures ?
SupportMeasu res:System SLA-Act ual availability, outages, causes, Callresolution- Volumes, responserates,fix rates
Development Measures:Reduction in(expensive) %ESPconsult ing:initia l vsongoingMeeting management demands for operational reportingAudit-ability of businessprocesses anddocumentation
OverallEf fectiveness Measures:CCoperatingexpenses, Actual vsTargetStaff retention: headcount attrition,Cumulative person-years applicationexperience retainedUser satisfaction, Quality ethic
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