Service Management – SM & OperationsBusiness Update for CWU Executive

Dougie Anderson30th August 2012

Service Management and Operations (SM&O) AGENDA 30th August 2011

What Who

Welcome and Introductions Pat Mulligan

Business Update – SM&O Q1 and Q2 review• Introducing the team •Our key areas of focus for 11/12• Our current performance

Dougie Anderson

SM &O Transformation activities update Dougie Anderson

Our People – • Key people trends 10/11 and Q1 & Q2 view for SM & O• MIS Edinburgh Sprint update

Sarina Finucane

Confirm next meeting and close Pat Mulligan

Service Management & Operations

Business performance reviewOur priorities for 11/12

© British Telecommunications plc

Service Management & Operations – Org Chart

Dougie Anderson

Director, SM&O

Change Management

Teresa O’Sullivan

CEMC Sheffield

Ian Yeadon

Business Services

Owen Moody

Volume Services & PCR

Stan Draper

Network

PM & CSI

Dave Ayton

IT PM & CSI

Wendy Dorling

People & CARE Lead

Richard Health

Samantha Atkinson

PA to Director, SM&O

Senior

HR Lead

Sarina Finucane

Finance Lead

Noel Douglas

HR Business Partner

Nancy Collinson

Transformation

Lead

Andy Collins

Dougie Anderson

Director, SM&O

Samantha Atkinson

PA to Director, SM&O

Transformation

Lead

Andy Collins

Change Management

Teresa O’Sullivan

Network

PM & CSI

Dave Ayton

IT PM & CSI

Wendy Dorling

© British Telecommunications plc

Service Management & Operations – Functional Organisation

HR

Finance

Transformational Programme Delivery

RFTOn Time RepairService ReliabilityLost Customer Minutes

Time to DetectTime to RepairTrading ReliabilityLost Trading Hours

RFTPCAMFU Business proposition supportCustomer Satisfaction

The Approach

SM&O StrategyDelivering results through a focus on developing and retaining the right people., whilst developing our

team to underpin our strategy which delivers an Operation for the future

SM&O StrategyDelivering results through a focus on developing and retaining the right people., whilst developing our

team to underpin our strategy which delivers an Operation for the future

High Performing Culture

Deliver Outstanding Performance

Objective

Transforming our Operations Managing our Costs

Famous for amazing service management

Connect to BusinessConnect to Customer

Creating a Great Place to Work Employee Experience

• Identifying, developing and nurturing our most talented people• Develop Leadership • Continued e2e performance management• Rotate & Refresh (across BT)• Development Centre

Activity

•Efficiency• Implementation of Service Intelligence• Agile Sprints

• e2e approach to Operations • Manage Change• Service Improvement to enhance our ability to Trade• Clear Communication• Understand & Prevent Risk to our Operation• Improved/Simpler Detection

• CARE feedback• Working Environments• Reward & Recognition• Tackling Bully & Harassment

Strategy

7

Jan

Feb

Mar

Ap

r

May

Jun

Jul

Au

g to

dat

e

Sep

t to

dat

e

50%

55%

60%

65%

70%

75%

80%

85%

90%

2010-11 Q4 2011-12 Q1 2011-12 Q2 2011-12 Q3 2011-12 Q4

020406080

100120140160180200

Wee

kly C

ombi

ned

Prod

uct S

core

(out

of 2

00)

Service and Trading Reliability: BT Operate

Service Trading Service QTD Trading QTDThreshold Target Stretch

Managing Customer Service Performance Service & Trading ReliabilityGroup T2R E-E RFT

DD RFT71.53%

SI/SM -Drill Down RFT

Service ReliabilityTrading Reliability

Action Type Percentage VolumeOutstanding POR 32% 56Completed POR 68% 118

NW Impact - Controllable Factors

Cable inc Malicious

Power

Resilience

Heat/Cooling

Software

Configuration

Human Error

Other

Service Management

People trends and view of People Plan for 11/12

Sickness / Stress (trends Q1 and July)Increased productivity must not come at the expense of spoiling our sickness trends

SM and SI trend 2010/11 % Calendar Days Lost Service Management (mth/YTD)

Care Agile Q1 and Q2EEI and PCI for AUA B&H levels

Key areas from feedback we will be looking to work on in Q2/Q3 include:Communication channels, recognition, performance management education, engagement coaching for those leaders with low EEI scores

What’s working well:In-site engagement sessions

Decrease across most areas of the questionnaire, except for the following:• My manager values people that do the right thing for the customer• My manager works with other managers across the business• BT makes we want to do the best work I can• People share their knowledge and avoid re-work

MIS Programme Outcomes

Data on standard measures is available and is visible and

meaningful to team members and managers

Measures which are instrumental in driving business and individual

performance

A common currency for productivity measurement is identified and measured for

every team.

Team members and managers feel ownership of the MIS in their area and have the tools and confidence

to use the data to manage the business and its people

Everyone is clear of what is expected with standard measures and their usage is

embedded in job standards and performance management

MIS is at the centre of the way we work and a

repeatable process for implementing MIS at a local

level

Data driven business – Edinburgh MIS Sprint update

CURRENT SPRINT STATUS:Volume Services, Edinburgh

Currently in Phase 2 of Sprint

New dashboard has been released which includes corrections and quality measures

Testing data with the business in everyday performance throughout August and September

Edinburgh volume services

Release 2 completed

Wolverhampton and Crawley sites Dice and SABAR

interface by end Q2

Business Services team

start 1st week Sept

Adhara team start sprint in Sept

Colombo volume services

Looking to begin sprint Sept

TIS non-SI sprint

underway

Sprint programme outcomes:

Next steps AUA:

© British Telecommunications plc© British Telecommunications plc

Eiger Sprint

To deliver fault volume reduction across the wider Volume Services organisation - Focussing on automation & workflow to improve efficiency & effectiveness- Reducing e2e operating costs across the business inc. MFU & Field

To review the organisational design across all PCR repair teams To realise efficiencies of existing work packages within the

Wholesale repair operation (joined SM&O 1st April)

Engage with our teams at all levels develop high performing teams Enable delivery of 2011/12 challenges Cross train people in 21c and VSOC wider products Helping to drive efficiency & the Customer Experience

Focused on Private Circuit Repair operations across SM&O- Interfaces with MFU’s and Field Engineering - driving FVR- Explore Synergies with VSOCs ( North & South ) –- Drive up Key customer use of self help diagnostic tools ECOSponsor: Stan Draper

9

Overview

Objectives

Benefits

© British Telecommunications plc© British Telecommunications plc

VSOC 20:20 Sprint

Fault volume reduction, including enabling Customers and MFU’s to access systems and tools to improve their self-help capability - Focussing on automating repetitive or low value activities - Enabling our teams to focus on higher skilled and more complex work

Utilising SI workflow to improve efficiency / effectiveness reducing E2E operating costs across the business including MFU and Field

Engage with our teams at all levels develop high performing teams Enable delivery of 2011/12 challenges Cross train people in 21c and VSOC wider products Helping to drive efficiency & the Customer Experience

Focused on Volume Services Repair Operations for Network Alarms,- Streamlining process with MFU’s & Field Engineering - driving FVR- Automation exploitation - PSTN, ISDN, Featurenet and Embark.- VSOC ( North & South )Sponsor: Stan Draper

9

Overview

Objectives

Benefits

© British Telecommunications plc

Sonar Sprint

To identify the opportunities on the SDH transmission estate to detect major incidents by alarms, that are currently reported by our customersTo understand the gap for PDH and ASDH to increase detection by alarm, for the incidents currently reported by our customers - Reduced Cycle Time of all transmission incidents through faster detection of service failures

- Improve % of customer faults linked to a network incident, reducing customer fault reports

Reduced Customer Fault Volumes (Propensity to Call) VSOC efficiency benefit (Associating pre-populated faults with network Incidents) Improved RFT & Reliability results for Private Circuits

The Sonar Sprint is investigating increasing the number of alarms detected through event monitoring to reduce incident tickets, and improve RFT. Sponsor: Dave Ayton.

9

Overview

Objectives

BenefitsBenefits

© British Telecommunications plc

Ravenscliffe Sprint

To review the CEMC operating model:Define standards for monitoring services journeys and gained required investment approvalDefine and implement standard performance measurements for all MFU’s IT service journeysReview resource alignment, against critical journeysImprove stakeholder engagement and communications, simplifying yet make communications more effective

Enable delivery of the challenges the LOB’s are placing on the CEMC

Improvements in Service Availability, deploying the next-generation monitoring Strategy; All CSOC’s achieving common monitoring capability of key journeys, and alignment of resources. Sponsor: Ian Yeadon

9

Overview

Objectives

BenefitsBenefits

Next meeting and Close