Agenda
Page 2
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
Page 3
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)
Page 4
Global Process Model
Includes
Change Mgmt &
Configuration Mgmt
Includes
Capacity Mgmt,
Availability Mgmt &
Continuity Mgmt
The ITS Process is available to view @ http://itsprocess.dhl.com
Page 5
Run Summary and Key Processes
R1: Release Management and Post Implementation Support
R2: Service Control Management
R1.1 Release Management
R1.2 Post Implementation Support
R2.1 Production Configuration Management
R2.2 Production Change Management
R3: Service Assurance
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: Service Level Management
R4.1 Develop SLA
R4.2 Develop OLAs and UCs
R4.3 Internal Service Review
R4.4 Customer Service Level Interface
R5: Incident and Problem Management
R5.1 Incident Management
R5.2 Problem Management
R6: Service Finance and Supplier Management
R6.1 Financial Management
R6.2 Supplier Management
Page 6
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
Page 8
The vision
SERVICE
DRIVEN
PROCESSES
CONTINUOUS
IMPROVEMENT
ENSURE
VISIBILITY OF
PROCESS
PERFORMANCES
THROUGH
MEANINGFUL
PROCESS KPIS
REPOSITORY OF
PROCESS
DOCUMENTATION
AND TRAINING
MATERIALS
PROCESSES
DOCUMENTED TO
PROCEDURE LEVEL
IMPROVE “RUN”
PROCESSES’
MATURITY BY
IDENTIFYING AND
CLOSING GAPS
WITH INDUSTRY
BEST PRACTICES
GAP CLOSURE
AGREEMENTS TO
ENSURE VISIBILITY
AND PROGRESSIVE
ALIGNMENT
TRAINING AND
PERSONAL ASSISTANCE
FOR DETAILED
PROCESSES
IMPLEMENTATION
ENSURE THAT
PERSONNEL ARE
AWARE OF THEIR
DAY TO DAY
RESPONSIBILITIES IN
RESPECT OF THE
“RUN” PROCESSES
BASELINE AGAINST
WHICH DETAILED
PROCESS CHANGES
WILL BE IMPLEMENTED
PROCESS KPIs TO
MEASURE PROCESS
PERFORMANCE
PROCESS
PERFORMANCE
REPORTING
INTRODUCED
Page 9
Relationship between ITS Process, RTF & Touch Points
Interactions
between
Business IT and
ITS Process
RTF provides
procedures and
detailed work
instructions to
follow
ITS
PROCESS
v1.2
Summary &
Key Process
Level
Considered in
Process Design
if changes are
required
Page 10
Agenda
Page 11
Approach overview
Gap
Analysis
activities
result
‘As-Is’
‘To-Be’
A record by
department of
process,
procedures &
work
instructions
currently used to
achieve
operational
objectives
Develop single
model
referencing
current model
and ‘As-Is’
descriptions
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
Multiple
‘As-Is’
Descriptions
Single
‘To-Be’
Model
Gap Closure
Agreement
Gap Closure Agreement fulfilled
Implementation
Page 12
RTF timescales for 2006
April
2006
May
2006
June
2006
July
2006
To-Be
As - Is
As - Is
Gap
To-Be
SLM
August
2006
Problem
October
2006
To-Be
Gap
As - Is
December
2006
February
2007
Implementation -
To-Be
As - Is
April
2007
May
2007
June
2007
Implementation will
continue for 2-3
months and then
become part of
BAU activities
Configuration
Business As Usual
Gap
Implementation -
To-Be
To-Be
March
2007
Change
Business As Usual
As - Is
Availability
January
2007
Business As Usual
Implementation -
Capacity
As - Is
November
2006
Implementation -
Gap
As - Is
September
2006
Gap
Gap
BAU
Implementation
Implementation -
Abbreviated
As-Is
Page 13
BAU
RTF staged approach
Year
2006
2007
Summary
Process Process
CHANGE
R2
CONFIG
R2
SERVICE LEVEL
R4
MGMT *
PROBLEM
R5
CAPACITY
R3
AVAILABILITY *
R3
R5/R1
R1
R6
R3
R6
R3
INCIDENT & PIS
RELEASE
FINANCE
CONTINUITY *
SUPPLIER
PROD OPS *
Work
Starts
Mar-06
Implementation
Starts
Jul-06
Jul-06
Aug-06
Apr-06
Aug-06
Nov-06
Q4-06
Q2-07
Q1-07
2007
2007
2007
2007
2007
2007
2007
2007
2007
2007
2007
2007
* = some of the less developed processes will not go through a full As-Is investigation
Page 14
Agenda
Page 15
Project Roles
 Global Project Manager
 Global Process Leads/Product Leads
 ITSC Process Owners
 ITSC Process Analysts
 Process Implementation Managers
 Trainers
 Process practitioners
Page 16
Global Process Leads & Prague Process Owners
Process
Change Management
Configuration Management
Service Level Manageemnt
Problem Management
Capacity Management
Availability Management
Global Process
Lead
Gary Wright
Gary Wright
Kaye-Shelle McRay
Ron Weber
Nilesh Patel
Kaye-Shelle McRay
Prague Process
Owner
Lubomir Lukac
Lubomir Lukac
Christophe Vreeke
Ladislav Tomasek
Jose Maria del Olmo
Christophe Vreeke
Note:- only processes for 2006 are shown
Page 17
Prague – Process Implementation Managers (PIM)
Department
Operations
Manager
Chris Williams
Telecoms
Rolf Simonis
Solution Support
David Henderson
Roman Albrecht
FES
Service Desk
Luc Van Hoof
Lenka Kulhava
Production Services
Program Mgmt
Dennis Deane
Process
Implementation
Manager
Jan Moravec
Vaclav Kares
Martin Ezr
Steve Purdie
Stanislav Kral
Tony Burgon
Christian Reimann
Mark Trubl
Ian Hill
Zdenek Soukup
Jeff Leamer
Ian Pinnock
Jiri Nesvadba
Martin Doskocil
Majid Abes
PROCESSES INVOLVED IN
2006
CHG CFG SLM PROB CAP AVAIL
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Note:- only processes for 2006 are shown
Page 18
RTF organization
RUNNING THE FACTORY
ORGANIZATION
Andrew Brettle
Quality
Assurance
Manager
CORE PROJECT
Sponsor – J
O’Donoghue
Board – Heads of
Service Management
Proj Mgr – R Beverton
Ladislav Cerveny
Project
Coordinator
Robert Beverton
Global Project
Manager
Repository Reqs
Product Lead
Martin Matejka
Training
Product Lead
Michal Hanus
Continual
Improvement
Product Lead
Martin Matejka
KPI Implementation
Product Lead
Martin Matejka
Global
Process Leads
CHG – G Wright
CFG - G Wright
CAP – N Patel
INC – R Weber
PROB – R Weber
REL – J O’Donoghue
PIS – J O’Donoghue
CONT – TBA
AVAIL – TBA
SLM – K McRay
OPS – TBA
FIN – K McRay
SUP – TBA
AS-IS/TO-BE
Program Governance
GLOBAL GOVERNANCE
Sponsor – Gary Clark/Lloyd Barger
Board – PS Directors/J O’Donoghue
Program Mgr – R Beverton
Communications – R Beverton
PSONE
Organization of RTF
Streams
CBJ
IMPLEMENTATION
Sponsor - Yeap Seng
Pey
Board - Dept Managers
Stream Lead (SM)
PRG
IMPLEMENTATION
Sponsor – John
Sowerby
Board - Dept Managers
Stream Lead (SM)
SCX
IMPLEMENTATION
Sponsor – Jeff Stamm
Board - Dept Managers
Stream Lead (SM)
BONN
IMPLEMENTATION
Sponsor – Michael
Woersdoerfer
Board - Dept Managers
PM – Heinz Groepler
CBJ
ITSC SM
Process Owner
PRG
ITSC SM
Process Owner
SCX
ITSC SM
Process Owner
BONN
ITSC SM
Process Owner
CBJ
ITSC Process
Analyst (SM)
PRG
ITSC Process
Analyst (SM)
SCX
ITSC Process
Analyst (SM)
BONN
ITSC Process
Analyst (SM)
CBJ
Implementation
Managers
PRG
Implementation
Managers
SCX
Implementation
Managers
BONN
Implementation
Managers
CBJ
HR/Training Dept
PRG
HR/Training Dept
SCX
HR/Training Dept
BONN
HR/Training Dept
This organization is repeated for each process
GAP ANALYSIS
IMPLEMENTATION
PRIMARY RESPONSIBILITY FOR DELIVERY BY PROJECT STAGE
Page 19
Agenda
Page 20
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
Page 21
Agenda
Page 22
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@dhl.com is available
as a means of collecting your requests, queries, and comments.
 Point of contact: Service Management Department – Lada
Dundekova
Page 23
Agenda
Page 24
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
Page 25
Questions
Any Questions?
Page 26