ecio ppt support services directorate (ssd) proposed alignment and roadmap

Tuesday, May 2, 2023 1

DEVELOPMENT OF A STRATEGY FOR THE ALIGNMENT OF SUPPORT, TO A SINGLE POINT

SERVICE SOLUTIONS CENTER,FOR A NATIONAL RETAIL ORGANIZATION

SUPPORT SERVICES DIRECTORATEINFORMATION TECHNOLOGY

(IT 2700-XX V 0.1 DRAFT: FOR DISCUSSION PURPOSES)PRESENTATION

as of: <date>

Prepared for: <Client>

Prepared By: David Niles; Senior Director

Support Services

ECIO EXECUTIVE WORKBENCH

Tuesday, May 2, 2023

VALUE PROPOSITION/PROBLEM STATEMENT

• How do you reinvent an old established support organization to align to ITSM best practices, in fulfillment of the new business model being deployed?

• How does insourcing/outsourcing affect that decision process?• What strategies and objectives govern the new approach? What is the

rationale for change and what benefits can be accrued by changing?

ECIO EXECUTIVE WORKBENCH Page: 2


TAKEAWAYS OF PRESENTATION

• Examples of an organizational structure that fulfills todays business needs in the retail marketplace

• A listing of potential process initiatives that present on on-going improvement strategy

• A listing of questions and issues to be addressed prior to execution of the new organizations structure

• A listing of KPI (key performance indicators) and KVI (key value indicators) that could indicate that such an realignment should be considered

Page: 3ECIO EXECUTIVE WORKBENCH

AGENDA (FOLLOW-UP)

• Our Objectives for Alignment & Rationale for Change: The Value Proposition • Organizational Support Model Overview

– Store & Corporate (Current State)– Support Services (Future State)

• Observations & Comments– Staffing

• How do we measure ourselves?• Right Sized or Super sized?• Right “seats” in the right chairs?

– Outsourcing or In-sourcing?• Timeline & Proposed Next Steps• Accomplishments To date• Final Thoughts & Recommendations, Q&A

• Handouts– Report: “Single-Point Solution Centered Support Framework”– Minutes of SSD Weekly Status meeting

May 2, 2023 Page: 4

THE SUPPORT SERVICES DIRECTORATE (SSD)

• The Support Services Directorate (SSD) works closely with the SVP (IT) and business-unit heads to align the support services with enterprise priorities.

• SSD has a tactical role in overseeing, managing and leveraging the entire life cycle of IT user support services.

• Strategies include (but not limited to):– Focus on optimizing IT service levels– Enhance service oriented capabilities to increase overall user satisfaction– Investigate opportunities to make IT and business processes more effective

and efficient.– Assist in aligning IT support services with business activities.– Improve the delivery, quality and cost effectiveness of Information

Technology related end user services.– Direct a 24X7 IT related support services operation for corporate offices,

distribution centers, and retail store based locations

May 2, 2023 Page: 5

OUR OBJECTIVES

• Alignment for single-point solution support center capable of delivering multifunction support

• Transfer of engineering support functions (Infrastructure, Applications Development) to staff with appropriate skill sets for the tasks at hand– Maximize our “bang-for-the-buck” staff investment

• Establish dynamic and agile model for growth with minimal impact on current processes and staff

• Position Support Services to manage changes in IT strategic directions (In-house to COTS (Commercial-off-the-shelf))

• Ability to assume additional functional responsibilities to address IT service management

• Move from “Reactive” to “Proactive” mindset• Position ourselves to deliver World Class level of support encompassing User

Driven Support Level Agreements through the provision of a service catalogue

May 2, 2023 Page: 6

OLD ORGANIZATION STRUCTURE(STORE & CORPORATE SUPPORT)

Director

Equipment Repair

CCTV

Equipment Supply

Equipment Clerk

Field Support

Register Support

Store Support

May 2, 2023 Page: 7

Director

IT Account Creation

Service Now

Information Management

Help Desk

Technical Services

May 2, 2023

HOW DO WE MEASURE OURSELVES?

• Current metrics– No delineation between Incidents and Service Requests.

• Can not compare to industry (BCF avg. 34 K incidents/year)– Incidents are tracked in several repositories or not at all– If not a clear foundation, difficult to assess options

• Service Now current limitations– Design considerations 2 years ago painted us into a corner– No end-to-end visibility of incidents/SR’s.

• Time is accrued to end solution provider only. Departments participating in the process are unknown

• Difficult to determine “Are we getting better? Can we get better?”• Can not determine wait times• Customer perspective is not known

– Cannot track standard service metrics• e.g. ASA rates (average speed of Answer), CPR (Cost per resolution), ATR (Average time to

resolution)• To determine abandonment rates for Customer (dis) satisfaction• People waiting on the lines

Page: 8

May 2, 2023 Page : 9

BY THE NUMBERS:AS FOR MAY ’YR/ HIGH WATER MARK

• Technical Services (FTE: 14)– Feet-on-the-ground, Incidents: 432/617 (Jan)

• Help Desk (FTE: 10)– Incidents:1287/1897 (Feb)

• Information Management (FTE : 9)– Incidents: 915/1838 (Feb)

• Field Support (FTE: 11)– Incidents: 88

• Equipment– Clerks (FTE: 4), Incidents: 11– Supply (FTE: 5), Incidents: 9– Repair (FTE: 10), Incidents:2, 1200 RMA’s; replacement requested, 280 RMA’s; no replacements requested,

421 Items to go out, 970 to come in• CCTV (FTE: 5)

– Incidents: 154• Store Support (FTE: 20)

– Register B/F, Incidents: 3374• Register Support (FTE: 3)

– Help desk functions, “Z” registers, Incidents: 78

OBSERVATIONS & COMMENTS

• How do we measure ourselves?• Outsourcing or In-sourcing?• Are we right sized or super sized?• Are the right “seats” in the right chairs?

May 2, 2023 Page: 10

May 2, 2023

RIGHT SIZED OR SUPER SIZED?

• Store support currently staff at 20 FTE’s.– Current discussions illustrate that a significant amount of work is tracking

assets e.g. Broken equipment.• Register Support could be split into Applications Support & GSC. Redundancy to

be determined. • Total FTE’s is 88

– Not “understaffed” (do not need more bodies, contrary to popular opinion)– The degree of “overstaffed” is TBD (to be determined)

• AMR: Staples is $20B, 400 FTE’s Sys Dev, 300 FTE’s Systems (DC, network & HD), Does outsource to Fujitsu

– Staff skill sets as required by the new model, need to be assessed.• Perhaps with the increased responsibilities in other areas, we will have

individuals that could be reassigned.

Page: 11

May 2, 2023

OUTSOURCING OR IN-SOURCING?

• Areas for consideration could include:– Technical Service (store support), 10 technicians– Equipment (Repair),CCTV

• Outsourcing (off/near shore) was not considered at this time for several reasons.– Number of operational projects e.g. store openings, closings, over the next year would make

preemptive to do so (Don’t want to throw the baby out with the bath water). • Attrition over the year could reduce the head count.• With personnel responsibilities transferred to Corporate Technical Services, evaluations will

become easier– The business case for internal repair demonstrates that BCF is receiving value.

• The larger issue is the number of items being fixed. – CCTV could be out-sourced (store opening, diagnostics).

• Planning should be done by LP., Value still to be determined. – No “Apples to Apples” comparison.

• Current “Incident” (i.e. Trouble tickets) and “service requests” are bundled together in Service Now, while others are on excel spreadsheets, some just not recorded

• Option: Spencer has addressed store support for areas outside direct BCF field support.– They should be considered as a potential alternative. (Need contract rates)

Page: 12

RATIONALE FOR CHANGE: THE VALUE PROPOSITION

• Not a case of “Reshuffling the deck chairs on the Titanic”. Drivers include:– Changing business landscape– Increased pressure towards agility and time to respond– Improving execution in delivery– Focus on “Voice of the Customer”– Thinking out of the box!

• Single Point of Service Solution Center– One throat to strangle– “Not my problem” issue averted.. Not a store issue, not a corporate

issue, but a business issue. Can mange routing better• Adapts to external factors

– Allowing for corporate growth or retail sector slowdown as the business changes

May 2, 2023 Page: 13

…

• Agility to address a variety of internal factors:– Ancillary functional support that are not handled (or not handled effectively)

now• i.e. Change control, software process improvement, post mortems

– Changes in IT application suite– Movement from a re-active to a proactive environment

• From Tracking incident/TT initiating actions to metrics driving process improvement, identifications of problem area

– Cross training facilitating “resource bumps in addressing store changes”– Business functions can off-load support to an organization positioned to

address these functions• i.e. Account creation/termination, enquiries I.e.. Ord hunt, expanded

window for support– Blends with IT corporate model i.e. Project management

May 2, 2023

….

• Aligns with itSMF framework which is the industry standard for service management– Common practices allows industry comparative metrics

• SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis– Builds upon established strengths (Store support, Help Desk)– Allows for a focus on current weaknesses (e.g. Asset Management,

license compliance etc)– Addresses “new support functions”

• Movement from Infrastructure, applications development to front end service center equipped to address incident

– Provides opportunity for evaluating alternative approaches later• Tiered staffing/support model prevents single point of staffing failure

Page: 15

BENEFITS OF IT SERVICE MANAGEMENT

• Improve Efficiency• Improve compliance and demonstrate corporate governance• Improve Customer Service• Improve System stability• Reduce costs• Improve internal IT operations

May 2, 2023 16

RECOMMENDATIONS

• Alignment the organization– Minimum stress & chaos– Improve and refine.

• Continue to monitor and reassess options– Gradually transfer staff to new functions– Provide monthly metrics to assess standard service center numbers

• i.e. FCR (first call resolution), CPR ($ per incident/SR resolution), Customer satisfaction, utilization %, KPI’s by group

• End game– Development of a Service catalogue, SLA’s, which will drive the staffing

“numbers”

May 2, 2023 Page: 17


FUTURE STATE

18ECIO EXECUTIVE WORKBENCH

NEW ORGANIZATIONAL STRUCTURE

David J. NilesSenior Director

Manager, Technical Services (TS)

Director Asset Management (AM)

Director, Global Service Center (GSC)

ManagerProject Coordination &

Execution (PC)

TBDAdministration

(acting)Application Support (AS)

Equipment Repair

Equipment Supply

Equipment Clerks

Technical Services (Corp) Technical Services (Field)

Register Support Application Administration

Application Support (Info Man)

CCTV

Store Support

Help Desk (Corp)

May 2, 2023 Page: 19

May 2, 2023

POTENTIAL ANCILLARY FUNCTIONS & SUPPORTING SUB-COMMITTEE STRUCTURE

• This is a list of potential sub-committee’s/functions to augment SSD and its support structure in the performance of its various functions as a facilitator/ administration/ librarian.

– These should align themselves with the basic mandate of SSD to address communications and facilitation of the business and IT communities.

• Options include (we identified where these functions could reside within SSD):– Change Control Board (CCB) and it associated process improvement structure (GSC/PC)– Disaster Recovery Planning (DRP) (AM)– Systems Improvement Process (SIP) group (GSC)– Software Quality Assurance & Audit (SQA) (AM)– Corrective Actions Process (CAP) and project retrospectives (aka post mortems) (AM)– Tiger Team deployment (GSC)– PMO Support (help desk functions) (PC)– Training & Education (AS)– EDI Support (?)– Configuration Management (AS)– Metrics Meeting (GSC)– Technical Writing (including web content) (AM)

• AS-Applications Support, AM-Asset Management, GSC Global Service Center , PC –Project Control

Page: 20

May 2, 2023

OUT-OF-SCOPE FUNCTIONS

• Project management and any support required in those areas. • Release management (Facilitation Role)• Administration of Web servers • Quality Assurance• Outsourcing some functions • Technical writing• Content (web) management (librarian function)• Call center (ORD Hunt) for vendor management (Business Unit) • Data analysis (old info management function) currently being handled in

NH• Security • Auxiliary support as a Network Operations Center (NOC)

Page: 21

SCALABLE SUPPORT STRUCTURE

• Not a “same ole pig, just with lipstick”• Tiered model for help desk/applications support ensures cross

training/backups, staff growth & mentorship– Aligns with industry model– Performance drivers can be identified– Cookie cutter deployment approach

May 2, 2023 Page: 22

APPLICATION SUPPORT LEVELS

• Old Model– Level 1: Full Support. – Level 2: Partial Support. – Level 3: No Support.

• New Model– Level 0 - No Support

• Old Level 3– Level 0.5 - Incident routing

• Old level 2, partial– Level 1- Administration

• Old level 2 partial– Level 2- Functional Awareness

• Old Level 1– Level 3 - Knowledgeable– Level 4- Engineering

May 2, 2023 23

OVERALL IMPLEMENTATION APPROACH

• Milestone 1: 30 Day– Organizational Alignment (Multi-phase)

• Milestone 2– Staff Skills Assessment including cross training– Application Support in a graduated model

• Milestone 3:– System Process Improvements

• 90 day Assessment– Framework– Staffing (right people in the right chairs)– Outsourcing Options

May 2, 2023 Page: 24

SCHEDULE OVERVIEW

May 2, 2023 25

FINAL REPORT: WORK OUTSTANDING OR WIP

• Communications Strategy• Identification of applications for conversion (Phase I, II, III)• World Class Support Metrics (per AMR*)• Identification of Best Practices• Drill down to KPI’s. Determine value statement• Flush out roles/job descriptions• Flush out sub-functions as appropriate e.g. CCB, SPI (Software Process

Improvement)

May 2, 2023 Page: 26

May 2, 2023 Page : 27

ACCOMPLISHMENTS TO DATE : 30 DAY REVIEW

• Tier I management aligned– Discussion with complete management team

• Business Meets & Greets– Regional's & Construction

• EDI Service Function - Under initial discussion• Release Management (working with Service Now)• Correction Action Process• Draft of Service Catalogue

– Value prop: Could drive future allocations model, defines support services• CSI Surveys

– Few takeaways, identified areas to follow-up• Meeting agenda’s and minutes (issues, actions items) being undertaken• Refinement of severity levels and priorities (SR, WR)• PMO WR & tracking

APPLICATION SUPPORT (AS)

• Applications requested for transition, moved over or in the pipeline– Service Channel (IP)– Customer Relationship Management CRM (IP)– Meeting Time (TBD)– Profit Logic (TBD)– Replenishment, Planning & Allocation (IP)– 3 Way match (TBD)– Warehouse Management System WMS (IP)– Compliance network (IP)

• IP-In Progress, TBD–To be Determined

May 2, 2023 Page: 28

May 2, 2023

PROCESS IMPROVEMENT INITIATIVES

• Underway– Development of an Application catalogue

• Single point of truth for DRP, contract administration, etc– Customer Satisfaction Survey– Check list for initial questions– Escalation policy review for promptness– Service Now enhancements to better track metrics– Centralized repository for SSD documents, procedures, et al

• Planned– Self service for password resets/challenge questions– Remote access improvements– Additional Self service functions– Incident/Service requests/work requests analysis

Page: 29

NEXT STEPS : 30 - 60 DAYS

• Next Final Report: Work outstanding or WIP• Communications Strategy• Identification of applications for conversion (Phase I, II, III)• World Class Support Metrics (per AMR*)• Identification of Best Practices• Drill down to KPI’s. Determine value statement• Flush out roles/job descriptions• Flush out sub-functions as appropriate e.g. CCB, SPI

May 2, 2023 30

ACTIVITIES

• Alignment next level of management– General Staff Assessment

• Develop Asset Management POA• Continued x-training (Technical Services)• Continued Applications Support transition

– Application Coverage Mapping (Staff (primary, secondary, tertiary), job responsibilities• Change Control process Underway• Metrics program underway• Continued Business awareness

– Business Partnerships primes• Investigate function fulfillment options (out-sourcing)• Process Improvements

– PMO (WR & tracking) • Address Issues

– Succession Planning– Communications issues (Construction and Field Support)

May 2, 2023 Page: 31

Tuesday, May 2, 2023ECIO EXECUTIVE WORKBENCH

PRESENTERS BACKGROUND

• David Niles ([email protected])– Director, Systems Development

• USA Federal Government Health Care, Washington DC– Director Enterprise Infrastructure

• Sanmina-SCI Contract Manufacturing, San Jose CA, Huntsville AL• Largest Oracle ERP instance in the world… HSV Z series, Superdomes

– Director, Project Control And Service Management• Sanmina-SCI, Chennai India Guadalajara MX• Mergers and Acquisitions, DRP, SOX, GSC, PMO

– Sr. Director Support Services• Burlington Coat Factory, Philadelphia PA • Change Control, GSC, Asset Management, Field Services, Technical Services, PMO

– Program Director, Day 2 Wipro– Special advisor, CIO/COO Macmillan Publishing NYC

• Prepared with input by:

Page: 32

mailto:[email protected]


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ecio ppt support services directorate (ssd) proposed alignment and roadmap

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