eCIO PPT Support Services Directorate (SSD) Proposed Alignment and Roadmap
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This document outlines a strategy for realigning a national retail organization's support services into a single point service solutions center. It discusses the rationale for change, potential organizational structures, key performance indicators, and next steps. The strategy aims to improve efficiency, compliance, customer service and reduce costs by aligning support with ITSM best practices and establishing a more agile and proactive support model.
eCIO PPT Support Services Directorate (SSD) Proposed Alignment and Roadmap
- 1. DEVELOPMENT OF A STRATEGY FOR THE ALIGNMENT OF SUPPORT, TO A SINGLE POINT SERVICE SOLUTIONS CENTER, FOR A NATIONAL RETAIL ORGANIZATION SUPPORT SERVICES DIRECTORATE INFORMATION TECHNOLOGY (IT 2700-XX V 0.1 DRAFT: FOR DISCUSSION PURPOSES) PRESENTATION as of: <date> Prepared for: <Client> Prepared By: David Niles; Senior Director Support Services Tuesday, October 20, 2015ECIO EXECUTIVE WORKBENCH 1
- 2. VALUE PROPOSITION/PROBLEM STATEMENT • How do you reinvent an old established support organization to align to ITSM best practices, in fulfillment of the new business model being deployed? • How does insourcing/outsourcing affect that decision process? • What strategies and objectives govern the new approach? What is the rationale for change and what benefits can be accrued by changing? Tuesday, October 20, 2015ECIO EXECUTIVE WORKBENCH Page: 2
- 3. TAKEAWAYS OF PRESENTATION • Examples of an organizational structure that fulfills todays business needs in the retail marketplace • A listing of potential process initiatives that present on on-going improvement strategy • A listing of questions and issues to be addressed prior to execution of the new organizations structure • A listing of KPI (key performance indicators) and KVI (key value indicators) that could indicate that such an realignment should be considered Page: 3Tuesday, October 20, 2015ECIO EXECUTIVE WORKBENCH
- 4. AGENDA (FOLLOW-UP) • Our Objectives for Alignment & Rationale for Change: The Value Proposition • Organizational Support Model Overview – Store & Corporate (Current State) – Support Services (Future State) • Observations & Comments – Staffing • How do we measure ourselves? • Right Sized or Super sized? • Right “seats” in the right chairs? – Outsourcing or In-sourcing? • Timeline & Proposed Next Steps • Accomplishments To date • Final Thoughts & Recommendations, Q&A • Handouts – Report: “Single-Point Solution Centered Support Framework” – Minutes of SSD Weekly Status meeting 20 October 2015 Page: 4
- 5. THE SUPPORT SERVICES DIRECTORATE (SSD) • The Support Services Directorate (SSD) works closely with the SVP (IT) and business-unit heads to align the support services with enterprise priorities. • SSD has a tactical role in overseeing, managing and leveraging the entire life cycle of IT user support services. • Strategies include (but not limited to): – Focus on optimizing IT service levels – Enhance service oriented capabilities to increase overall user satisfaction – Investigate opportunities to make IT and business processes more effective and efficient. – Assist in aligning IT support services with business activities. – Improve the delivery, quality and cost effectiveness of Information Technology related end user services. – Direct a 24X7 IT related support services operation for corporate offices, distribution centers, and retail store based locations 20 October 2015 Page: 5
- 6. OUR OBJECTIVES • Alignment for single-point solution support center capable of delivering multifunction support • Transfer of engineering support functions (Infrastructure, Applications Development) to staff with appropriate skill sets for the tasks at hand – Maximize our “bang-for-the-buck” staff investment • Establish dynamic and agile model for growth with minimal impact on current processes and staff • Position Support Services to manage changes in IT strategic directions (In- house to COTS (Commercial-off-the-shelf)) • Ability to assume additional functional responsibilities to address IT service management • Move from “Reactive” to “Proactive” mindset • Position ourselves to deliver World Class level of support encompassing User Driven Support Level Agreements through the provision of a service catalogue 20 October 2015 Page: 6
- 7. OLD ORGANIZATION STRUCTURE (STORE & CORPORATE SUPPORT) Director Equipment Repair CCTVEquipment SupplyEquipment ClerkField SupportRegister Support Store Support 20 October 2015 Page: 7 Director IT Account Creation Service Now Information Management Help DeskTechnical Services
- 8. HOW DO WE MEASURE OURSELVES? • Current metrics – No delineation between Incidents and Service Requests. • Can not compare to industry (BCF avg. 34 K incidents/year) – Incidents are tracked in several repositories or not at all – If not a clear foundation, difficult to assess options • Service Now current limitations – Design considerations 2 years ago painted us into a corner – No end-to-end visibility of incidents/SR’s. • Time is accrued to end solution provider only. Departments participating in the process are unknown • Difficult to determine “Are we getting better? Can we get better?” • Can not determine wait times • Customer perspective is not known – Cannot track standard service metrics • e.g. ASA rates (average speed of Answer), CPR (Cost per resolution), ATR (Average time to resolution) • To determine abandonment rates for Customer (dis) satisfaction • People waiting on the lines 20 October 2015 Page: 8
- 9. BY THE NUMBERS: AS FOR MAY ’YR/ HIGH WATER MARK • Technical Services (FTE: 14) – Feet-on-the-ground, Incidents: 432/617 (Jan) • Help Desk (FTE: 10) – Incidents:1287/1897 (Feb) • Information Management (FTE : 9) – Incidents: 915/1838 (Feb) • Field Support (FTE: 11) – Incidents: 88 • Equipment – Clerks (FTE: 4), Incidents: 11 – Supply (FTE: 5), Incidents: 9 – Repair (FTE: 10), Incidents:2, 1200 RMA’s; replacement requested, 280 RMA’s; no replacements requested, 421 Items to go out, 970 to come in • CCTV (FTE: 5) – Incidents: 154 • Store Support (FTE: 20) – Register B/F, Incidents: 3374 • Register Support (FTE: 3) – Help desk functions, “Z” registers, Incidents: 78 20 October 2015 9
- 10. OBSERVATIONS & COMMENTS • How do we measure ourselves? • Outsourcing or In-sourcing? • Are we right sized or super sized? • Are the right “seats” in the right chairs? 20 October 2015 Page: 10
- 11. RIGHT SIZED OR SUPER SIZED? • Store support currently staff at 20 FTE’s. – Current discussions illustrate that a significant amount of work is tracking assets e.g. Broken equipment. • Register Support could be split into Applications Support & GSC. Redundancy to be determined. • Total FTE’s is 88 – Not “understaffed” (do not need more bodies, contrary to popular opinion) – The degree of “overstaffed” is TBD (to be determined) • AMR: Staples is $20B, 400 FTE’s Sys Dev, 300 FTE’s Systems (DC, network & HD), Does outsource to Fujitsu – Staff skill sets as required by the new model, need to be assessed. • Perhaps with the increased responsibilities in other areas, we will have individuals that could be reassigned. 20 October 2015 Page: 11
- 12. OUTSOURCING OR IN-SOURCING? • Areas for consideration could include: – Technical Service (store support), 10 technicians – Equipment (Repair),CCTV • Outsourcing (off/near shore) was not considered at this time for several reasons. – Number of operational projects e.g. store openings, closings, over the next year would make preemptive to do so (Don’t want to throw the baby out with the bath water). • Attrition over the year could reduce the head count. • With personnel responsibilities transferred to Corporate Technical Services, evaluations will become easier – The business case for internal repair demonstrates that BCF is receiving value. • The larger issue is the number of items being fixed. – CCTV could be out-sourced (store opening, diagnostics). • Planning should be done by LP., Value still to be determined. – No “Apples to Apples” comparison. • Current “Incident” (i.e. Trouble tickets) and “service requests” are bundled together in Service Now, while others are on excel spreadsheets, some just not recorded • Option: Spencer has addressed store support for areas outside direct BCF field support. – They should be considered as a potential alternative. (Need contract rates) 20 October 2015 Page: 12
- 13. RATIONALE FOR CHANGE: THE VALUE PROPOSITION • Not a case of “Reshuffling the deck chairs on the Titanic”. Drivers include: – Changing business landscape – Increased pressure towards agility and time to respond – Improving execution in delivery – Focus on “Voice of the Customer” – Thinking out of the box! • Single Point of Service Solution Center – One throat to strangle – “Not my problem” issue averted.. Not a store issue, not a corporate issue, but a business issue. Can mange routing better • Adapts to external factors – Allowing for corporate growth or retail sector slowdown as the business changes 20 October 2015 Page: 13
- 14. … • Agility to address a variety of internal factors: – Ancillary functional support that are not handled (or not handled effectively) now • i.e. Change control, software process improvement, post mortems – Changes in IT application suite – Movement from a re-active to a proactive environment • From Tracking incident/TT initiating actions to metrics driving process improvement, identifications of problem area – Cross training facilitating “resource bumps in addressing store changes” – Business functions can off-load support to an organization positioned to address these functions • i.e. Account creation/termination, enquiries I.e.. Ord hunt, expanded window for support – Blends with IT corporate model i.e. Project management
- 15. …. • Aligns with itSMF framework which is the industry standard for service management – Common practices allows industry comparative metrics • SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis – Builds upon established strengths (Store support, Help Desk) – Allows for a focus on current weaknesses (e.g. Asset Management, license compliance etc) – Addresses “new support functions” • Movement from Infrastructure, applications development to front end service center equipped to address incident – Provides opportunity for evaluating alternative approaches later • Tiered staffing/support model prevents single point of staffing failure 20 October 2015 Page: 15
- 16. BENEFITS OF IT SERVICE MANAGEMENT • Improve Efficiency • Improve compliance and demonstrate corporate governance • Improve Customer Service • Improve System stability • Reduce costs • Improve internal IT operations 20 October 2015 16
- 17. RECOMMENDATIONS • Alignment the organization – Minimum stress & chaos – Improve and refine. • Continue to monitor and reassess options – Gradually transfer staff to new functions – Provide monthly metrics to assess standard service center numbers • i.e. FCR (first call resolution), CPR ($ per incident/SR resolution), Customer satisfaction, utilization %, KPI’s by group • End game – Development of a Service catalogue, SLA’s, which will drive the staffing “numbers” 20 October 2015 Page: 17
- 18. FUTURE STATE 18Tuesday, October 20, 2015ECIO EXECUTIVE WORKBENCH
- 19. NEW ORGANIZATIONAL STRUCTURE David J. Niles Senior Director Manager, Technical Services (TS) Director Asset Management (AM) Director, Global Service Center (GSC) Manager Project Coordination & Execution (PC) TBD Administration (acting) Application Support (AS) Equipment Repair Equipment Supply Equipment Clerks Technical Services (Corp) Technical Services (Field) Register Support Application Administration Application Support (Info Man) CCTV Store Support Help Desk (Corp) 20 October 2015 Page: 19
- 20. POTENTIAL ANCILLARY FUNCTIONS & SUPPORTING SUB-COMMITTEE STRUCTURE • This is a list of potential sub-committee’s/functions to augment SSD and its support structure in the performance of its various functions as a facilitator/ administration/ librarian. – These should align themselves with the basic mandate of SSD to address communications and facilitation of the business and IT communities. • Options include (we identified where these functions could reside within SSD): – Change Control Board (CCB) and it associated process improvement structure (GSC/PC) – Disaster Recovery Planning (DRP) (AM) – Systems Improvement Process (SIP) group (GSC) – Software Quality Assurance & Audit (SQA) (AM) – Corrective Actions Process (CAP) and project retrospectives (aka post mortems) (AM) – Tiger Team deployment (GSC) – PMO Support (help desk functions) (PC) – Training & Education (AS) – EDI Support (?) – Configuration Management (AS) – Metrics Meeting (GSC) – Technical Writing (including web content) (AM) • AS-Applications Support, AM-Asset Management, GSC Global Service Center , PC –Project Control 20 October 2015 Page: 20
- 21. OUT-OF-SCOPE FUNCTIONS • Project management and any support required in those areas. • Release management (Facilitation Role) • Administration of Web servers • Quality Assurance • Outsourcing some functions • Technical writing • Content (web) management (librarian function) • Call center (ORD Hunt) for vendor management (Business Unit) • Data analysis (old info management function) currently being handled in NH • Security • Auxiliary support as a Network Operations Center (NOC) 20 October 2015 Page: 21
- 22. SCALABLE SUPPORT STRUCTURE • Not a “same ole pig, just with lipstick” • Tiered model for help desk/applications support ensures cross training/backups, staff growth & mentorship – Aligns with industry model – Performance drivers can be identified – Cookie cutter deployment approach 20 October 2015 Page: 22
- 23. APPLICATION SUPPORT LEVELS • Old Model – Level 1: Full Support. – Level 2: Partial Support. – Level 3: No Support. • New Model – Level 0 - No Support • Old Level 3 – Level 0.5 - Incident routing • Old level 2, partial – Level 1- Administration • Old level 2 partial – Level 2- Functional Awareness • Old Level 1 – Level 3 - Knowledgeable – Level 4- Engineering 20 October 2015 23
- 24. OVERALL IMPLEMENTATION APPROACH • Milestone 1: 30 Day – Organizational Alignment (Multi-phase) • Milestone 2 – Staff Skills Assessment including cross training – Application Support in a graduated model • Milestone 3: – System Process Improvements • 90 day Assessment – Framework – Staffing (right people in the right chairs) – Outsourcing Options 20 October 2015 Page: 24
- 25. SCHEDULE OVERVIEW 20 October 2015 25
- 26. FINAL REPORT: WORK OUTSTANDING OR WIP • Communications Strategy • Identification of applications for conversion (Phase I, II, III) • World Class Support Metrics (per AMR*) • Identification of Best Practices • Drill down to KPI’s. Determine value statement • Flush out roles/job descriptions • Flush out sub-functions as appropriate e.g. CCB, SPI (Software Process Improvement) 20 October 2015 Page: 26
- 27. ACCOMPLISHMENTS TO DATE : 30 DAY REVIEW • Tier I management aligned – Discussion with complete management team • Business Meets & Greets – Regional's & Construction • EDI Service Function - Under initial discussion • Release Management (working with Service Now) • Correction Action Process • Draft of Service Catalogue – Value prop: Could drive future allocations model, defines support services • CSI Surveys – Few takeaways, identified areas to follow-up • Meeting agenda’s and minutes (issues, actions items) being undertaken • Refinement of severity levels and priorities (SR, WR) • PMO WR & tracking 20 October 2015 27
- 28. APPLICATION SUPPORT (AS) • Applications requested for transition, moved over or in the pipeline – Service Channel (IP) – Customer Relationship Management CRM (IP) – Meeting Time (TBD) – Profit Logic (TBD) – Replenishment, Planning & Allocation (IP) – 3 Way match (TBD) – Warehouse Management System WMS (IP) – Compliance network (IP) • IP-In Progress, TBD–To be Determined 20 October 2015 Page: 28
- 29. PROCESS IMPROVEMENT INITIATIVES • Underway – Development of an Application catalogue • Single point of truth for DRP, contract administration, etc – Customer Satisfaction Survey – Check list for initial questions – Escalation policy review for promptness – Service Now enhancements to better track metrics – Centralized repository for SSD documents, procedures, et al • Planned – Self service for password resets/challenge questions – Remote access improvements – Additional Self service functions – Incident/Service requests/work requests analysis 20 October 2015 Page: 29
- 30. NEXT STEPS : 30 - 60 DAYS • Next Final Report: Work outstanding or WIP • Communications Strategy • Identification of applications for conversion (Phase I, II, III) • World Class Support Metrics (per AMR*) • Identification of Best Practices • Drill down to KPI’s. Determine value statement • Flush out roles/job descriptions • Flush out sub-functions as appropriate e.g. CCB, SPI 20 October 2015 30
- 31. ACTIVITIES • Alignment next level of management – General Staff Assessment • Develop Asset Management POA • Continued x-training (Technical Services) • Continued Applications Support transition – Application Coverage Mapping (Staff (primary, secondary, tertiary), job responsibilities • Change Control process Underway • Metrics program underway • Continued Business awareness – Business Partnerships primes • Investigate function fulfillment options (out-sourcing) • Process Improvements – PMO (WR & tracking) • Address Issues – Succession Planning – Communications issues (Construction and Field Support) 20 October 2015 Page: 31
- 32. PRESENTERS BACKGROUND • David Niles (djn_bus@msn.com) – Director, Systems Development • USA Federal Government Health Care, Washington DC – Director Enterprise Infrastructure • Sanmina-SCI Contract Manufacturing, San Jose CA, Huntsville AL • Largest Oracle ERP instance in the world… HSV Z series, Superdomes – Director, Project Control And Service Management • Sanmina-SCI, Chennai India Guadalajara MX • Mergers and Acquisitions, DRP, SOX, GSC, PMO – Sr. Director Support Services • Burlington Coat Factory, Philadelphia PA • Change Control, GSC, Asset Management, Field Services, Technical Services, PMO – Program Director, Day 2 Wipro – Special advisor, CIO/COO Macmillan Publishing NYC • Prepared with input by: Page: 32Tuesday, October 20, 2015ECIO EXECUTIVE WORKBENCH
- 33. TOOLKITS USED IN THE ASSISTANCE FOR COLLECTION OF INFORMATION • Mindmap • eCIO Executive Workbench – Toolkit and examples for all facets of the workplace for managers, executives and the individuals contributor – Leave your card and I’ll get you a copy Page: 33Tuesday, October 20, 2015ECIO EXECUTIVE WORKBENCH
- 34. END OF PRESENTATION Page: 34Tuesday, October 20, 2015ECIO EXECUTIVE WORKBENCH