NGITS ITSM STRATEGY JAYASHREE RAGHURAMAN SHIVA CHANDRASHEKHER VIKAS SOLANKI

Transcription

1 NGITS ITSM STRATEGY JAYASHREE RAGHURAMAN SHIVA CHANDRASHEKHER VIKAS SOLANKI

2 AGENDA JAYASHREE 1. Introduction 2. Problem Statement 3. Recommendations 4. Organization Structure 5. Roadmap 6. Cost Benefit Analysis 7. Customer Satisfaction 8. Risks 9. Summary 10. Q & A

3 NGITS: SHARED IT SERVICE PROVIDER FOR NEG ENTITIES JAYASHREE Vision: Provide cost effective and reliable IT services to the NEG community. v Mission: Provide commodity IT services to the NEG community. Exceed Customer Satisfaction. Organization Structure Steering Committees, Director, Resource Management team, Planning team and seven individual teams. Staffing includes government employees and contractors

4 PROBLEM STATEMENT AND ROOT CAUSES Problem Statement JAYASHREE Root Causes Evolve into a shared service provider Optimize investments Operate and assure the integrity of the NEG enterprise architecture

5 RECOMMENDATIONS JAYASHREE 1. Transition to a Unified I.T Operations Model for 7 NEG Entities 2. Reduce Cost by Outsourcing commoditized IT components Dedicated Procurement Team to manage suppliers 3. Improve Customer Satisfaction by Introducing SLAs for Business Services Continuous Improvement & Training

6 TRANSITION TO UNIFIED I.T. MODEL SHIVA Replication Operationally similar entities Limited discretion over processes Biz Process Standardization Unified IT Unification Consolidation of Operations Centralized IT Decisions Data Integration

7 ENTERPRISE OPERATIONS SHIVA Process Standardization Enterprise Procurement Support Services Unified Enterprise Service Desk Enterprise Network Management Data Integration Business Process Automation System Knowledge Exchange & Collaboration 3.0 Legacy Incident & Problem Archive

8 UNIFICATION BENEFITS SHIVA 1. One Service Desk Call-on Number 2. Enterprise Service Desk Portal with Chat 3. Automated Routing to Work Queues 4. Central CMDB for the Enterprise 5. Critical Incident Response System Source-

9 NGITS ORG STRUCTURE SHIVA Ops Director Procurement Officer Director ( Network) Director ( Infrst) Director ( Service Desk) Director (Apps) Procurement Lead Service Manager Service Manager Service Manager Service Manager Service Manager Service Manager Service Manager Procurement Team Captive Vendor Internal Captive Vendor Vendor Vendor

10 ROADMAP SHIVA YEAR 1 YEAR 2 YEAR 3 1: Centralized Procurement Team 2: Single Ticketing System, 3: Asset Identification & CMDB 4: N/W Consolidation 5: NEDC Data Centre rollout, 6: Business Service Catalogue 7: Service Desk Consolidation 1: Single Portal System 2: Integrate Data Center 3: Central N/W System 4: Application Outsourcing 5: Corporate Service Outsourcing 6: Printer Management, 7: Service Desk Maturity Initiative 1: Service Validation & Testing, 2: Knowledge Management, 3: Storage & Database Management, 4: Back/Restore Management, 5: Role out Managed Services YEAR 4 1: Data warehousing 2: Business Intelligence YEAR 5 1: Report Distribution, 2: Optimization

11 WORK ALLOCATION SHIVA Procurement Support Services FELLOW Service Desk Consolidation CTRL & BLAC Internet Telephony Service CTRL & BLAC Network Management - ENTER Services Service Desk Outsource Desktop Support Yes Yes DW & Business Intelligence Yes Yes Internet Telephony Service Yes Yes Server Hosting No No Desktop Support - CTRL & BLAC Service Desk Maturity - Service Desk Team (DSS) Server Hosting - ALRN Corporate Services - Corporate Service Team Printer & Database Management - CTRL & BLAC Backup/Restore Management - ALRN Service Validation & Testing - ENTER Exchange Evaluation - ALRN Knowledge Management - GROW DW & Business Intelligence - CTRL & BLAC Report Distribution - GROW Corporate Services Yes Yes Procurement Support Services No No NW Mgmt Yes No Storage Mgmt Yes Yes Printer Mgmt Yes Yes Database Mgmt Yes No Backup/Restore Mgmt Yes Yes Report Distribution Yes Yes

12 IT COST OPTIMIZATION VIKAS Localization Decentralized Procurement High Costs Highly Paid Government Employees Multiple Service Desk

13 IT COST OPTIMIZATION (CONTD ) VIKAS Hardware Consolidation Virtualization Centralized Data Centers Support Automation Right Procurement Strategy Identity & Access Management Centralized Service Desk Service Desk Outsourcing Reverse Auction Purchase Agreement

14 OPTIMIZING SERVICE DESK COST VIKAS Outsourcing Service Desk Task to Contractors Entity Staff Members Service Desk Avg Govt Sal Avg Money Saved ALRN $102,33,000 $79,36,260 BLAC $34,02,000 $26,38,440 CTRL $7,29,000 $5,65,380 DSS $2,43,000 $1,88,460 ENTER $6,21,000 $4,81,620 FELLOW $3,78,000 $2,93,160 GROW $7,83,000 $6,07,260 $127,10,580 Assumptions 250 Working Days 8 hours per day 90K Avg Govt Employee Sal $10.10/hr Contractor Cost Calculations $21/hr Min Govt Emp Sal $69/hr Max Govt Emp Sal $12.7M Cost Saving Commodity Consolidation Cost Saving $3,000,000,000 $2,500,000,000 $2,394,643,400 $2,000,000,000 $1,500,000,000 $1,436,786,040 $1,000,000,000 $500,000,000 $0 Before Unification After Unification

15 LOW CUSTOMER SATISFACTION VIKAS Poor Quality of Service Reason: Low process maturity Current Mean: 3.3 High Throughput time Reason: Disparate processes Recommendation: Training Recommendation: Metric driven customer satisfaction 3.8 ( Year 1 ) Biz. Process Standardization 4.2 ( Year 2)

16 RISKS VIKAS Too many points of failure Cost Over runs Risks Multi year project All scenarios may not have been addressed

17 IN A NUTSHELL JAYASHREE Standardization: Resource availability monitoring & event management Proactively manage IT services to users Ensure IT configuration items are managed Optimization: Vendor and Contractor outsourcing. Provided enterprise view of IT capacity and availability against SLAs Provide integrated IT & biz performance monitoring Enhancements: Globalization 3.0 Collaboration forums. Voice recognition systems at the service desk. Gamification.

18 Q & A Q & A

19 THANK YOU