How KLM organized its MI/SAS CC

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1 How KLM organized its MI/SAS CC Frank van den Berg Competence Center Manager 1

2 Content General facts KLM Customers of MI/SAS CC in KLM SAS in KLM and why a MI/SAS CC Place of MI/SAS CC in CIO/IS Organization The virtual teams of MI/SAS CC and its environment Successful projects and Solutions at KLM Future Questions 2

3 Mission of KLM By running an excellent airline and taking part in the most successful airline alliance in the world, KLM wishes to create value for customers, employees and shareholders. Mission of MI/SAS CC Extend our successful position as the professional and flexible BI and tailor-made software supplier of KLM. 3

4 Facts and Figures financial year 2005/2006 Activities of KLM Group: KLM, KLC and Transavia.COM - Passenger Business - Cargo Business - Engineering & Maintenance Business - Charter / Low Cost Business Number of employees is FTE Of which in The Nederlands FTE And outside The Nederlands FTE Operating Revenues M Income from operating activities 540 M Net result after taxation 276 M 4

5 Fact and Figures financial year (2) Transported almost 22 million pax and tons of freight. Maintenance, repair and overhaul on aircrafts, engines and components for over 100 airlines. The KLM Group operates a modern fleet of 190 aircrafts. In close co-operation with Air France, KLM offers passengers and freight forwarders over 250 destinations word wide. KLM owns the largest combi-fleet in the world (17 Boeing ER) and 3 freighters (Boeing ERF). KLM share in KLM UK/Cityhopper (100%), Transavia.com (100%), Martinair Holland (50%) and Kenya Airways (26%). KLM s home port of old is Amsterdam Airport Schiphol. 5

6 Who are our customers We work for all KLM business departments: KLM Cargo. KLM Engineering and Maintenance. KLM Passenger Business: Like: Commercial, Ground Services, Network, Inflight Services, Flight Operations, Operation Control Center and Fleet Services. KLM Corporate Departments: Like: Corporate Control, P&O, CIO/IS. 6

7 The use of SAS at KLM: Most common use of SAS Applications: - Interfaces, e.g. interfaces to legacy systems - Conversion programs - Statistical analysis programs - Programs to support business operational processes - Reporting tool - BI Portal / IDP - SAS Solutions Figures: SAS Programs, SAS End Users (End User Computing) 25 SAS Application Developers (SAS CC) 7

8 Start with a SAS Competence Center? Why: Reduce cost by efficient usage of technical knowledge How: We centralized application development manpower for non-euc applications in one Competence Center. We seperated the what and the how. We covered the need for a SAS Support Desk, as a single point of entry for technical SAS questions. 8

9 Organisation CIO/IS CIO Office Operations Development Architecture E2E services Organizers Application Services TLM/PQG Enterprise Architects Site Management Project Managers CC MI/SAS Project Architects CC TPF CC z/os CC SAP CC JU 9

10 SAS Competence Center: 4 virtual teams The heart of KLM continuity on SAS Product Management Team Development Team Prod. Man. Intake Maintenance Team Intake Team Platforms: Development SAS CC Support / maintenance z/os, PC 10

11 . Environment KLM business departments budget Organizers innovation Prod. Man. Intake Site managers continuity Enterprise Architects guidelines Development SAS CC Support / maintenance ATOS Origin resources 11

12 PM Product Management Team (2 FTE) The team is Responsible for continuity of the product SAS Activities: - Maintenance on product SAS (fixes) - SAS Product incident handling - SAS Product problem handling - Implementation new SAS releases - KLM Macros (common routines) - Rule setting for non SAS tools (central print facility, mail facility, etc.) - Innovation Research (new SAS products) - Communication to business Service Desk: - End user support 12

13 Development Team (15 FTE) Dev The team is responsible for developing of software with SAS Activities: The application development process, - Request, specify, estimate, - Develop/test new/changed programs, - Transfer programs to maintenance team, - Delivery to the requestor. Characteristics: - Many applications in all sizes, - According to prototype method, (DSDM) - Various other development methods. 13

14 Maintenance Team (4 FTE) Mnt The team is responsible for E2E service (based on SPA) Activities: - Solving application incidents - Application problem handling - Quality control (of software received) - Source migration (accept -> production) - Keep business knowledge - Process improvement Characteristics: jobs for 38 dept s within 27 SPA s - SPA to guarantee continuity 14

15 Int Intake Team (1 FTE) The team is responsible for intake of applications built by users Why an Intake Team? 1. Transfer of Application Development including applications from Information Management to Information Services 2. Users can build programs as EUC. We take/get responsibility as soon as these programs become (critical) scheduled jobs, supporting the operational business processes. Activities: - Review SAS source and documentation - Adjust programs to maintenance requirements - Detach application- and functional maintenance - Transfer programs to maintenance team. 15

16 SAS ABM 6.3 in ICT Controlling departments How to measure synergy in ICT and have transparent financials between KLM ICT and Air France ICT In April 2007 KLM migrated to SAS ABM 6.3. In financial year several workshops with KLM and Air France financial specialists to align methodologies and to find improvements in both cost allocation models. In Air France upgrades to SAS ABM 6.3 and both airlines will implement the agreed improvements. In total integration of cost allocation models. 16

17 SAS High Performance Forecasting The KARMA project leads to a new innovative Air France KLM Revenue Management System. From two different business models to one joined vision based on best practices. For specification and design we use proof of concepts. We also created a play ground environment, to be able to test complex calculations using AF and/or KL data. This helps to define functional requirements before the actual development of a specific part of functionality starts. 17

18 Some successful projects Conversion SAS V8 to SAS 9, during the conversion a toolbox was developed. Saving 53% of budget. With SAS we rerouted 160 interfaces for 9 offline reservation systems from Corda to Altea Sell (Amadeus - tickets sales). The SAS MS-Office add-ins, estimated savings compared to traditional ways of reporting are 50% in money, it saves a lot of time in the requirements process and the user is happy with the freedom to create his own ad-hoc reps via Excel. BI Portal, bringing together the reporting results out of SAS programs and links to other BI-tools in use at KLM. This project was a joint effort of IS and user department. 18

19 Future All SAS-CC developers certified SAS Developers. Adding an SAS Architect to optimize internal processes. Quick Development and improvement of Time to Market. Study: The positioning of SAS in Air France KLM. Co-operation with Air France after positioning study. 19

20 Future All SAS-CC developers certified SAS Developers. Status today: 8 out of 13 internal developers are SAS Base certified, of which 3 also SAS Advanced certified, The remaining internals are preparing for SAS Base certification. And 3 out of 6 externals are preparing for SAS Base certification. 20

21 Future All SAS-CC developers certified SAS Developers. Adding an SAS Architect to optimize internal processes. Status today: Adding a specialized SAS Architect to the Competence Center will help to get an even stronger positioning of the CC MI/SAS in KLM. Next to that it will help us to improve our internal processes, to determine in what solution to build, to improve estimates, to discuss wich project- and enterprise architects on SAS topics. 21

22 Future All SAS-CC developers certified SAS Developers. Adding an SAS Architect to optimize internal processes. Quick Development and Time to Market improvement. Status today: We are promoting Quick Development using SAS. So far various projects were executed successfully, a.o. using SAS Solutions. Improvement of Time to Market is a never ending effort. We created a tool for a structured estimating process. 22

23 Future All SAS-CC developers certified SAS Developers. Adding an SAS Architect to optimize internal processes. Quick Development and Time to Market improvement. Study: The positioning of SAS in Air France KLM. Status today: The study is executed by Enterprise Architects of Air France and KLM, in co-operation with CC MI/SAS. 23

24 Future All SAS-CC developers certified SAS Developers. Adding an SAS Architect to optimize internal processes. Quick Development and Time to Market improvement. Study: The positioning of SAS in Air France KLM. Co-operation with Air France after SAS positioning study. Status today: Depends on the outcome of the SAS positioning study. 24

25 SAS Forum KLM In KLM we organize a SAS Forum KLM in June 19, Some of the goals are: - Share latest developments and vision of SAS Institute - Share latest developments in CC MI/SAS - Share a successful end user case - Networking of KLM SAS professionals from business and ICT - Networking of KLM business managers and ICT managers Under laying goal is to inform all KLM departments of our capabilities and to invite them to bring us their critical EUC. 25

26 Questions 26

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