Poste Italiane ICT Measurement - Paolo Baldelli DCPT Process and Technologies Central Department Poste Italiane S.p.A - SAS Support
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Poste Italiane ICT Measurement
Paolo Baldelli
DCPT – Process and Technologies Central Department
Poste Italiane S.p.A.
1 Direzione Centrale Processi e TecnologieAgenda
! 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 TecnologiePoste 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 Financial Products and Services
Revenue 2002 > € 3.800 millions Revenue 2002 > € 3.000 millions
3 3 Direzione Centrale Processi e TecnologiePoste 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 Second phase – currently in progress, aims at a
“divisionalization” 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 TecnologieDCPT 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 Logistica
e Controllo e Affari Generali
Metodologie Sicurezza Informatica
Performances Management
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 TecnologieChange Management Outline
Change framework Main Goals
DCPT
Strategy Customer satisfaction
Balanced Scorecard (BSC) To ensure the adherence to the Company
strategy and verify the proper implementation
Ict Services
Demand
CUSTOMER To define SLA’s and KPI’s for each business
service in order to ensure the agreed service
Agreed
level quality
Quality SLM
Services
To monitor SLA’s suitability in order to take
corrective actions
SAS SL Measurement ‘enabler’
6 6 Direzione Centrale Processi e TecnologieThe “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 TecnologieProject deployment: SLM and SAS
DCPT, in order to achieve the aim:
Has adopted a Service Level Has implemented the SAS SLM
Management System that Solution to realize SLM system in order
transforms the Customer Quality to define and monitor the services
expectations into measurable goals
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 TecnologieMethodological 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 TecnologieState 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 TecnologieProject 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 TecnologieProject Timing
Phase 2 b
Phase 2 a
Phase 1 b Implementation
and test of the
Prototype implementation Phase 1 Delivery Production
measurements
Phase 1 a and test for the measurement all over the Delivery of the
for all the
of 3 pilot services (cash Country Post measurements
services over
dispenser, overnight batch Offices for all the
few P.O.
and SW distribution) over services
few Post Offices
October 2002 - January 2003 February - March 2003 April – June 2003 July 2003
12 12 Direzione Centrale Processi e TecnologieResults
Availability, Response Time and Fase 2 b
Cash dispenser % of sessions ended OK
Fase 2 a
Fase 1 b Realizzazione
e collaudo
Realizzazione e collaudo del Rilascio in Rilascio in
delle misure di
Fase 1 a prototipo per la misura di tre esercizio della produzione
tutti i servizi
servizi pilota (cash fase 1 sull’intero delle misure di
della Direzione
dispenser, batch notturni e territorio tutti i servizi
su un bacino
SW distribuiti) su un bacino nazionale collaudati
di uffici ridotto
di uffici ridotto
Ottobre 2002 - Gennaio 2003 Febbraio - Marzo 2003 Aprile - Giugno 2003 Luglio 2003
Nightly scheduled Batch % ended in OPC plan M
e Services provided by DCPT
SW Distribution timing over the a Categorie di Servizio Servizi erogati Unità organizzative di riferimento
SW distribution whole area (14.000 Post Offices)
s
u •Gestione ATM
•Gestione Sportello
•HWDelivery
•SW& DataDistribution
r •System
Management
•Network Management Esercizio
(Servizi Distribuiti)
Servizi Distribuiti
Availability, Response Time and
e •Trouble Ticketing
Counters % of sessions ended OK d
•Supporto on site
• Housingdi macchine
Esercizio
• Hostingdi macchine (Servizi Centrali)
Servizi Centrali
Availability and % of band S • Servizi elaborativi centrali
occupation by type; 14.000 access • ASP e Outsourcing
TLC Network nodes, 10 backbone nodes e
Progettazione e Sviluppo
r Servizi di TLC
• Fornitura di supporti
trasmissivi (Sviluppo Telecom)
v • Soluzioni Intranet
• Realizzazione di VPN
Average Response Time i
in Trouble Resolution c Servizi di • Customizzazionemoduli SAP
Trouble Ticketing over 60.000 departmental Application Mgmt • Progettazione e realizzazione
Progettazione e Sviluppo
workstations e sistemi di DataWarehouse
s
13 13 Direzione Centrale Processi e TecnologieSAS: 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
Release
Components and KPI’s
Tracker
TNG PC Browser:
Web Reporting
SMF
GEBA
NetSpy
OPC
14 14 Direzione Centrale Processi e TecnologieFuture 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 TecnologieService KPI
Examples
16 Direzione Centrale Processi e TecnologieATM: 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 TecnologieATM: Total Availability
18 18 Direzione Centrale Processi e TecnologieATM: Service Availability
19 19 Direzione Centrale Processi e TecnologieATM: Service “withdrawal” availability by region
20 20 Direzione Centrale Processi e TecnologieATM: Service “withdrawal” availability in Milan
21 21 Direzione Centrale Processi e TecnologieATM 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 TecnologieATM: % sessions OK, totally
23 23 Direzione Centrale Processi e TecnologieATM: % sessions OK, by services
24 24 Direzione Centrale Processi e TecnologieATM: % sessions OK, by services by region
25 25 Direzione Centrale Processi e TecnologieATM: % sessions OK, by services by region – drill down on Milan
26 26 Direzione Centrale Processi e TecnologieYou can also read
