Introductory Presentation

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Introductory Presentation
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Agenda
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Background

• 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

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Running The Factory

• 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)

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Global Process Model
Includes Change Mgmt Configuration Mgmt
Includes Capacity Mgmt, Availability Mgmt
Continuity Mgmt
The ITS Process is available to view _at_
http//itsprocess.dhl.com
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Run Summary and Key Processes
R1.1 Release Management R1.2 Post Implementation
Support
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
Management
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
R6.1 Financial Management R6.2 Supplier Management
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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.

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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

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The vision
Benefit
SERVICE DRIVEN PROCESSES CONTINUOUS IMPROVEMENT
IMPROVE RUN PROCESSES MATURITY BY IDENTIFYING
AND CLOSING GAPS WITH INDUSTRY BEST PRACTICES
Objectives
ENSURE THAT PERSONNEL ARE AWARE OF THEIR DAY TO
DAY RESPONSIBILITIES IN RESPECT OF THE RUN
PROCESSES
ENSURE VISIBILITY OF PROCESS PERFORMANCES THROUGH
MEANINGFUL PROCESS KPIS
GAP CLOSURE AGREEMENTS TO ENSURE VISIBILITY AND
PROGRESSIVE ALIGNMENT
BASELINE AGAINST WHICH DETAILED PROCESS CHANGES
WILL BE IMPLEMENTED
REPOSITORY OF PROCESS DOCUMENTATION AND TRAINING
MATERIALS
Deliverables
TRAINING AND PERSONAL ASSISTANCE FOR DETAILED
PROCESSES IMPLEMENTATION
PROCESS PERFORMANCE REPORTING INTRODUCED
PROCESS KPIs TO MEASURE PROCESS PERFORMANCE
PROCESSES DOCUMENTED TO PROCEDURE LEVEL
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Relationship between ITS Process, RTF Touch
Points
Interactions between Business IT and ITS Process
TOUCHPOINT
TOUCHPOINT
Running The Factory
RTF provides procedures and detailed work
instructions to follow
TOUCHPOINT
TOUCHPOINT
Considered in Process Design if changes are
required
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Agenda
Introduction
Approach Timescale
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Approach overview
As-Is
To-Be
Gap Analysis
Implementation
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
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RTF timescales for 2006
Implementation will continue for 2-3 months and
then become part of BAU activities
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RTF staged approach
some of the less developed processes will not
go through a full As-Is investigation
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Agenda
Introduction
Approach Timescale
Organization
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Project Roles

• Global Project Manager
• Global Process Leads/Product Leads
• ITSC Process Owners
• ITSC Process Analysts
• Process Implementation Managers
• Trainers
• Process practitioners

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Global Process Leads Prague Process Owners
Note- only processes for 2006 are shown
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Prague Process Implementation Managers (PIM)
Note- only processes for 2006 are shown
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RTF organization
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Agenda
Introduction
Approach Timescale
Organization
Benefits
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How will RTF benefit me?

• 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

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Agenda
Introduction
Approach Timescale
Organization
Benefits
Communication
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Communication

• 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 -
  rtf_at_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
Organization
Approach Timescale
Introduction
Benefits
Communication
Next Steps
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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

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Questions

Any Questions?
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Thankyou