Poste Italiane ICT Measurement Paolo Baldelli DCPT Process and Technologies Central Department Poste Italiane S.p.A. 1 Direzione Centrale Processi e Tecnologie
Agenda! Poste Italiane : the Company and the Change Plan! DCPT strategies in the Change Management! Change Management Outline! The Performance Management project! Project deployment: SLM and SAS! Methodological approach! State of the Art! Results! SAS: SLM enabler! Future steps! Service KPI examples 2 2 Direzione Centrale Processi e Tecnologie
Poste Italiane: the Company Poste Italiane is the company in charge for the Postal Service in Italy, offering postal and financial services through 14.000 post offices and 160.000 employees. The vision of Poste Italiane for the next years is to become an organization that can improve performance and profitability, within both the traditional postal services sector and the new challenge of financial services sector ( Banco Posta ). Postal Products and Services Revenue 2002 > 3.800 millions Financial Products and Services Revenue 2002 > 3.000 millions 3 3 Direzione Centrale Processi e Tecnologie
Poste Italiane : the Company Change Plan The market growth, the internationalization prospects, the introduction of new competitive players in the same scope, have led to a deep change in Poste Italiane from a structural, organizational and cultural point of view all over the Company. The Change Management Plan includes: First phase reorganization through the Company divisionalization Second phase currently in progress, aims at a further development by focusing upon shared services which create new products/services based on the integration of existing ones. 4 4 Direzione Centrale Processi e Tecnologie
DCPT strategies in the Change Management DCPT, according to the Company strategy, has implemented a model structured by Service, becoming the single ICT service provider for the whole Company. Direzione Amministrazione e Controllo Metodologie Performances Management Logistica e Affari Generali Sicurezza Informatica Architetture e Tecnologie ICT Service management Sviluppo Esercizio SERVICE-ORIENTED MODEL DCPT, being the single provider, is able to maximize the service value through the: " Definition and supply of measurable services in terms of performance and quality across different technological environments; " Measurement and control of the agreed Service Levels. 5 5 Direzione Centrale Processi e Tecnologie
Change Management Outline DCPT Change framework Strategy Main Goals Customer satisfaction Ict Services Demand Balanced Scorecard (BSC) To ensure the adherence to the Company strategy and verify the proper implementation CUSTOMER Agreed Quality Services SLM To define SLA s and KPI s for each business service in order to ensure the agreed service level quality To monitor SLA s suitability in order to take corrective actions SAS SL Measurement enabler 6 6 Direzione Centrale Processi e Tecnologie
The Performance Management project DCPT, according to the strategy aimed at focusing on quality services agreed with the Customer, has started the Performance Management Project. The project implementation includes the following steps: 1 To organize the workflow in order to provide services measurable and compliant with the SLA s 2 To implement a methodology for the Service Level measurement customized according to the customer needs 3 To verify the correct implementation of the methodology using a Balanced Scorecard system 7 7 Direzione Centrale Processi e Tecnologie
Project deployment: SLM and SAS DCPT, in order to achieve the aim: Has adopted a Service Level Management System that transforms the Customer Quality expectations into measurable goals Has implemented the SAS SLM Solution to realize SLM system in order to define and monitor the services The Service Level Management identifies the customer needs in terms of supply, conditions and timing. The SLA s consistency is continuously checked and any anomaly leads to corrective actions. 8 8 Direzione Centrale Processi e Tecnologie
Methodological Approach " Definition of the services to be measured with the co-operation of the internal Customer " Definition of internal and external KPI s to estimate the achievement of the agreed service levels " Identification of a KPI reporting sytem " Monitoring of the Customer Satisfaction 9 9 Direzione Centrale Processi e Tecnologie
State of the Art DCPT, thanks to the implemented methodological approach, has: " Defined a complete list of measurable services " Implemented the technological chain Data Base correlating each service with the list of its technological components and its KPI s " Started a pilot project in co-operation with Bancoposta (Financial Services Division) This activity was the input for the SLM project won by SAS in the public European contest issued on Sept. 2002. 10 10 Direzione Centrale Processi e Tecnologie
Project Goals Framework flexibility and adaptability have enabled the System to mirror the Organizational Changes during the project deployment The same features enable the system to quickly add new components to measure new service levels Ease of integration between SLM data and the BSC Tableau de Bord Low operating costs due to the complete system automation These are the goals achieved by the project 11 11 Direzione Centrale Processi e Tecnologie
Project Timing Phase 2 b Phase 2 a Phase 1 b Implementation Phase 1 a Prototype implementation and test for the measurement of 3 pilot services (cash dispenser, overnight batch and SW distribution) over few Post Offices Phase 1 Delivery all over the Country Post Offices and test of the measurements for all the services over few P.O. Production Delivery of the measurements for all the services October 2002 - January 2003 February - March 2003 April June 2003 July 2003 12 12 Direzione Centrale Processi e Tecnologie
Results Cash dispenser Availability, Response Time and % of sessions ended OK Fase 2 b Fase 2 a Fase 1 b Fase 1 a Realizzazione e collaudo Realizzazione e collaudo del Rilascio in delle misure di prototipo per la misura di tre esercizio della tutti i servizi servizi pilota (cash fase 1 sull intero della Direzione dispenser, batch notturni e territorio su un bacino SW distribuiti) su un bacino nazionale di uffici ridotto di uffici ridotto Rilascio in produzione delle misure di tutti i servizi collaudati Nightly scheduled Batch SW distribution Counters % ended in OPC plan SW Distribution timing over the whole area (14.000 Post Offices) Availability, Response Time and % of sessions ended OK M e a s u r e d Services provided by DCPT Categorie di Servizio Servizi erogati Unità organizzative di riferimento Gestione ATM Gestione Sportello System Management Servizi Distribuiti Trouble Ticketing Supporto on site HW Delivery SW & Data Distribution Network Management Ottobre 2002 - Gennaio 2003 Febbraio - Marzo 2003 Aprile - Giugno 2003 Luglio 2003 Esercizio (Servizi Distribuiti) TLC Network Trouble Ticketing Availability and % of band occupation by type; 14.000 access nodes, 10 backbone nodes Average Response Time in Trouble Resolution over 60.000 departmental workstations S e r v i c e s Servizi Centrali Servizi di TLC Servizi di Application Mgmt Housingdi macchine Hostingdi macchine Servizi elaborativi centrali ASP e Outsourcing Fornitura di supporti trasmissivi Soluzioni Intranet Realizzazione di VPN Customizzazionemoduli SAP Progettazione e realizzazione sistemi di DataWarehouse Esercizio (Servizi Centrali) Progettazione e Sviluppo (Sviluppo Telecom) Progettazione e Sviluppo 13 13 Direzione Centrale Processi e Tecnologie
SAS: Service Level Management enabler SAS becomes a remarkable enabler for the implementation and the deployment of a SLM system. The picture shows the SLM architecture installed in Poste Italiane. SWD Operational Data Collection Components and KPI s GEBA NetSpy Release Tracker SMF OPC TNG PC Browser: Web Reporting 14 14 Direzione Centrale Processi e Tecnologie
Future steps To complete the analysis of the network and counter application Service Levels To analyze the calculation methodologies of the Service Levels for the Development Organizational Unit To analyze the different Unit workflows so as the services are univocally measured To analyze the costs in terms of financial and human resources in order to evolve the SLA system into a Balanced Scorecard 15 15 Direzione Centrale Processi e Tecnologie
Service KPI Examples 16 Direzione Centrale Processi e Tecnologie
ATM: Availability "Total availability "Service availability (self-service, withdrawal, account balance, income and expenditure) "Service withdrawal availability by region "Service withdrawal availability in Milan 17 17 Direzione Centrale Processi e Tecnologie
ATM: Total Availability 18 18 Direzione Centrale Processi e Tecnologie
ATM: Service Availability 19 19 Direzione Centrale Processi e Tecnologie
ATM: Service withdrawal availability by region 20 20 Direzione Centrale Processi e Tecnologie
ATM: Service withdrawal availability in Milan 21 21 Direzione Centrale Processi e Tecnologie
ATM Sessions " % sessions OK, totally " % sessions OK, by services " % sessions OK, by services by region " % sessions OK, by services by region drill down on Milan 22 22 Direzione Centrale Processi e Tecnologie
ATM: % sessions OK, totally 23 23 Direzione Centrale Processi e Tecnologie
ATM: % sessions OK, by services 24 24 Direzione Centrale Processi e Tecnologie
ATM: % sessions OK, by services by region 25 25 Direzione Centrale Processi e Tecnologie
ATM: % sessions OK, by services by region drill down on Milan 26 26 Direzione Centrale Processi e Tecnologie