Service Management – SM & Operations
Business Update for CWU Executive
Dougie Anderson
30th August 2012
Service Management and Operations (SM&O)
AGENDA 30th August 2011
What
Who
Welcome and Introductions
Pat Mulligan
Business Update – SM&O Q1 and Q2 review
• Introducing the team
•Our key areas of focus for 11/12
• Our current performance
Dougie Anderson
SM &O Transformation activities update
Dougie Anderson
Our People –
• Key people trends 10/11 and Q1 & Q2 view for SM & O
• MIS Edinburgh Sprint update
Sarina Finucane
Confirm next meeting and close
Pat Mulligan
Service Management & Operations
Business performance review
Our priorities for 11/12
Service Management & Operations – Org Chart
Transformation
Transformation
Lead
Lead
Dougie
Dougie Anderson
Anderson
Director,
Director, SM&O
SM&O
Andy
Andy Collins
Collins
CEMC Sheffield
Ian Yeadon
Business Services
Owen Moody
Senior
HR Lead
Sarina Finucane
© British Telecommunications plc
Volume Services &
PCR
Stan Draper
HR Business Partner
Nancy Collinson
Samantha
Samantha Atkinson
Atkinson
PA
to
Director,
PA to Director, SM&O
SM&O
Network
Network
PM
PM&&CSI
CSI
Dave
DaveAyton
Ayton
Finance Lead
Noel Douglas
IT
IT PM
PM &
& CSI
CSI
Wendy
Wendy Dorling
Dorling
People & CARE Lead
Richard Health
Change
ChangeManagement
Management
Teresa
TeresaO’Sullivan
O’Sullivan
Service Management & Operations – Functional Organisation
HR
Finance
Transformational Programme Delivery
Network
Change
Management
Network
Problem
Management
Volume
Services
GS & BTR
Service
Improvement
IT Change
Management
Improvement
Programmes
IT Problem
Management
IT
Operations
Business
Services
IT Service
Improvement
Managed
Business
Networks
Network
Service
Improvement
RFT
On Time Repair
Service Reliability
Lost Customer Minutes
© British Telecommunications plc
Business
Voice
Services
IT Incident
Management
Time to Detect
Time to Repair
Trading Reliability
Lost Trading Hours
RFT
PCA
MFU Business proposition support
Customer Satisfaction
SM&O Strategy
Delivering results through a focus on developing and retaining the right people., whilst developing our
team to underpin our strategy which delivers an Operation for the future
The Approach
Strategy
Objective
High Performing
Culture
Transforming our
Operations
Famous for amazing
service management
Creating a Great
Place to Work
Activity
Deliver Outstanding
Performance
• Identifying, developing and nurturing our most talented
people
• Develop Leadership
• Continued e2e performance management
• Rotate & Refresh (across BT)
• Development Centre
Managing our Costs
•Efficiency
• Implementation of Service Intelligence
• Agile Sprints
Connect to Business
Connect to Customer
• e2e approach to Operations
• Manage Change
• Service Improvement to enhance our ability to Trade
• Clear Communication
• Understand & Prevent Risk to our Operation
• Improved/Simpler Detection
Employee Experience
• CARE feedback
• Working Environments
• Reward & Recognition
• Tackling Bully & Harassment
Managing Customer Service Performance
Weekly Combined Product Score (out of 200)
Group T2R E-E RFT
SI/SM -Drill Down RFT
90%
85%
80%
75%
DD RFT
71.53%
70%
2010-11 Q4
2011-12 Q1
Sept to date
Jul
Jun
May
Apr
50%
Mar
Feb
55%
Jan
60%
Aug to date
65%
2011-12 Q2
2011-12 Q3
2011-12 Q4
200
180
160
140
120
100
80
60
40
20
0
Service
Trading
Reliability
Service and&
Trading
Reliability:
BT Operate
Service
Threshold
Trading
Target
Service QTD
Stretch
Trading QTD
Service Reliability
Trading Reliability
PoR % Completions 01/04/11-26/08/11
NW Impact - Controllable Factors
Cable inc Malicious
32%
Power
Resilience
68%
Heat/Cooling
Software
Configuration
Human Error
Outstanding POR
Action Type
Outstanding POR
Completed POR
Other
Completed POR
Percentage
Volume
32%
68%
56
118
7
Service Management
People trends and view of
People Plan for 11/12
Sickness / Stress (trends Q1 and July)
Increased productivity must not come at the expense of spoiling our sickness trends
SM and SI trend 2010/11
% Calendar Days Lost Service Management (mth/YTD)
Care Agile Q1 and Q2
EEI and PCI for AUA
B&H levels
Decrease across most areas of the questionnaire, except for the following:
• My manager values people that do the right thing for the customer
• My manager works with other managers across the business
• BT makes we want to do the best work I can
• People share their knowledge and avoid re-work
Key areas from feedback we will be looking to work on in Q2/Q3 include:
Communication channels, recognition, performance management education, engagement
coaching for those leaders with low EEI scores
What’s working well:
In-site engagement sessions
Data driven business – Edinburgh MIS Sprint update
Sprint programme outcomes:
Production Measures
%
Process Efficiency
OnRe-
Next steps AUA:
hand line
Cycle Repe
le/Re remo
Time ats
te
work clear
s
Wolverhampton
and Crawley sites
Dice and SABAR
interface by end Q2
Edinburgh volume
services
Release 2
completed
Colombo volume
services
Looking to begin
sprint Sept
Business Services
team
start 1st week Sept
Fault
volu
Man
ual
quali
me Efficiency
StanPeople
ty
Utilis
dard per
chec ation
Task pers
of
k of
Time
on
fault Time
(STT) (Prod
s per
uctivi
are instrumental
pers
ty)
on
Measures which
in driving business and individual
performance
Data on standard measures is
available and is visible and
meaningful to team members
and managers
A common currency for
productivity measurement is
identified and measured for
every team.
MIS
Programme
Outcomes
Team members and managers feel
ownership of the MIS in their area
and have the tools and confidence
to use the data to manage the
business and its people
Adhara team start
sprint in Sept
TIS non-SI
sprint
underway
Everyone is clear of what is expected with
standard measures and their usage is
embedded in job standards and
performance management
CURRENT SPRINT STATUS:
Volume Services, Edinburgh
Currently in Phase 2 of Sprint
New dashboard has been released which
includes corrections and quality measures
Testing data with the business in everyday
performance throughout August and
September
MIS is at the centre of the
way we work and a
repeatable process for
implementing MIS at a local
level
Eiger Sprint
Overview
Focused on Private Circuit Repair operations across SM&O
- Interfaces with MFU’s and Field Engineering - driving FVR
- Explore Synergies with VSOCs ( North & South ) –
- Drive up Key customer use of self help diagnostic tools ECO
Sponsor: Stan Draper
 To deliver fault volume reduction across the wider Volume
Services organisation
Objectives
- Focussing on automation & workflow to improve efficiency & effectiveness
- Reducing e2e operating costs across the business inc. MFU & Field
 To review the organisational design across all PCR repair teams
 To realise efficiencies of existing work packages within the
Wholesale repair operation (joined SM&O 1st April)
Benefits
 Engage with our teams at all levels develop high performing teams
 Enable delivery of 2011/12 challenges
 Cross train people in 21c and VSOC wider products
 Helping to drive efficiency & the Customer Experience
British Telecommunications
plcplc
© British
Telecommunications
9
VSOC 20:20 Sprint
Overview
Focused on Volume Services Repair Operations for Network Alarms,
- Streamlining process with MFU’s & Field Engineering - driving FVR
- Automation exploitation - PSTN, ISDN, Featurenet and Embark.
- VSOC ( North & South )
Sponsor: Stan Draper
 Fault volume reduction, including enabling Customers and MFU’s
to access systems and tools to improve their self-help capability
Objectives
- Focussing on automating repetitive or low value activities
- Enabling our teams to focus on higher skilled and more complex work
 Utilising SI workflow to improve efficiency / effectiveness reducing
E2E operating costs across the business including MFU and Field
Benefits
 Engage with our teams at all levels develop high performing teams
 Enable delivery of 2011/12 challenges
 Cross train people in 21c and VSOC wider products
 Helping to drive efficiency & the Customer Experience
British Telecommunications
plcplc
© British
Telecommunications
9
Sonar Sprint
Overview
Objectives
The Sonar Sprint is investigating increasing the number of alarms
detected through event monitoring to reduce incident tickets, and
improve RFT.
Sponsor: Dave Ayton.
 To identify the opportunities on the SDH transmission estate to
detect major incidents by alarms, that are currently reported by
our customers
 To understand the gap for PDH and ASDH to increase detection
by alarm, for the incidents currently reported by our customers
- Reduced Cycle Time of all transmission incidents through faster detection
of service failures
- Improve % of customer faults linked to a network incident, reducing
customer fault reports
Benefits
 Reduced Customer Fault Volumes (Propensity to Call)
 VSOC efficiency benefit (Associating pre-populated faults with
network Incidents)
 Improved RFT & Reliability results for Private Circuits
© British Telecommunications plc
9
Ravenscliffe Sprint
Overview
Objectives
Benefits
Improvements in Service Availability, deploying the next-generation
monitoring Strategy; All CSOC’s achieving common monitoring
capability of key journeys, and alignment of resources.
Sponsor: Ian Yeadon
To review the CEMC operating model:
 Define standards for monitoring services journeys and gained
required investment approval
 Define and implement standard performance measurements for
all MFU’s IT service journeys
 Review resource alignment, against critical journeys
 Improve stakeholder engagement and communications,
simplifying yet make communications more effective
Enable delivery of the challenges the LOB’s are placing on the
CEMC
© British Telecommunications plc
9
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