Oracle Team

Process and GDF

Celisa Almeida
Flvio Del Bianco
Sidney Pereira
Tabatha Kawakami

Jun 2012
Agenda

Onboarding
Cyber security
Audit and assessment conduct
Account Documents
Shared IDs
GDF Overview
GDF Operating System
GDF Mindset, Behaviors & Capabilities
GDF Management Systems
 Onboarding

Todas as contas possuem um

Welcome Kit para ajudar no
Onboarding.
Esse Welcome Kit est
armazenado no Quickr em
<nome da conta> / Presentations

Uma vez recebido seu ID, sua

senha deve ser alterada e nunca
deve ser compartilhada.

3
 Cyber Security

Quando um auditor entrar em contato, avisar o focal de segurana

Ser pedido historico IE/Mozilla, verificao de arquivos e softwares
instalados

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 Postura em Auditoria e Assessment

1. WST/PGP Atualizados

2. Sametime Do Not Disturb

3. Para os recursos fora de Hortolandia, certificar que telefone, Lotus

Live esto operando normalmente

4. Software que no seja parte de ISSI somente poder estar instalado

com autorizao gerencial que poder vir a ser solicitada pelo auditor.

5. Se estiver compartilhando sua tela, compartilhe somente o essencial

evitando mostrar ao auditor mais que o solicitado se possivel feche
todas as telas, deixando aberto apenas o que foi solicitado

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 Documentos das Contas

Todo cliente tem um contrato de servio com a IBM que so

divididos em 3 tipos de documentos :

1. DOU Document of Understanding : Descreve os servios da IBM

BR para a IBM US no suporte do contrato entre a IBM US e o
cliente. Define as roles e responsabilidades da IBM e das Service
Lines que suportam a conta.

2. Politica de Segurana Isec / ISCD / GSD331 : Define

detalhadamente como deve estar setado o ambiente conforme
contratado pelo cliente. Documenta os requisitos de segurana
acordado entre IBM e o cliente.

3. CTAM Compliance Task Accountability Matrix : documenta em

detalhes o servio que devemos entregar
 Shared IDs

Security Focal Coutch Auditor

DBA

Manager

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 Global Delivery Fremework
(GDF)
Be the best worldwide provider of IT services, offering quality services
at more competitive costs.

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 GDF Global Delivery Framework

GDF Pillars:
Operational System
MB&C: Mindset behavior & Capability
Management Systems

Objectives
Delivery high quality IT serverices
Standardize process globally
Be leader on marketshare and eficiency
Implement Defect Prevention Process (DPP methodology proactivily and in a
systemic way looking for improvements in quality and productivity).
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 GDF v 4.0 Continues To Refine Existing Components As
Business Requirements Evolve
Operating System Management Systems Mindsets, Behaviors &
Capabilities
Global Process
New Management Framework (+)

Delivery Catalog (+) Performance Achievement &

Management System (+) Collaboration is sunset
Advanced Pooling (+)
Quality Teams (-) Certification (-)
IP&C Dispatching (-)
GDF v 3.1 Components

Process Behavior Continual Improvement(-)

Continual Improvement
Project Dispatching (+)
Analysis (-)
GDF Education &
Defect Prevention (-)
PRISM (+) Training (+)
GDF v 4.0

Fragmentation Analysis(-)
GDF ISM Dispatch (+) Problem Solving (-)
GDF Transformation
GDF Analytics (+)
Methods (+*)
Business Controls for GDF
Transformation and
Privileged Access Mgt. (+)
Cross-Pool Coordination (*)

Traditional Lean

(+) indicates a major Component enhancement; (*) indicates a change in name and additional content; (-) indicates clarification or minor
10 changes
 Operating System
Delivery Catalog
Advanced Pooling
Dispatching Overview
Incident, Problem, and Change Dispatching
Project Dispatching
Defect Prevention
Fragmentation Analysis
Business Controls for GDF Transformation and Privileged Access Management
GDF Transformation Methods

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Delivery Catalog

The GDF Delivery Catalog component will document all of the individual
What is the activities and sub-activities that GTS Services Delivery provides at GDF
goal? locations and will align (map) those to the Framework Blue Services
Catalog

Framework Blue

Services Catalog Domain

Engage- Solution Contract- GDF

Pricing Mapping Transition
ment Design ing Delivery
w/GSAR

Global Delivery Framework

Delivery Catalog Domain

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 GDF Operational System

Segmentation: Separating delivery of recurring work from transformation

[project] work and account management, thereby enabling identification of
workload demand patterns that can then be addressed through standardized
operations.

Pooling: Creating skill-based teams, and breaking the traditional ownership

model (one system, one technical owner) to enable better utilization of skills
and overall resources while simultaneously reducing average service times and
response times. Additionally, under the old delivery model, work was usually
organized by account, resulting in further inefficiencies. In the GDF, work is
organized along workload characteristic lines while still maintaining necessary
account knowledge and skills.

Co-location: Locating all of the members of a skill-based pool in the same

physical location to improve sharing, real-time problem solving, and foster an
apprenticeship approach to training and skill building.

Standardization Incorporating all the insights from continual improvement into

standard operating procedures to create well-defined service Components to
insure clients realize best-in-class performance across the board.

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 Advanced Pooling Primery Pool

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 Advanced Pooling Hybrid Pool

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 Advanced Pooling Mixed Skill Set Project Pool

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 GDF Levers

Seven levers can be applied to reduce waste and achieve operating system improvements
1 Segmenting complexity Form separate channels for complicated tasks so
that simple ones are not held up

2 Redistribute activities Align activities with appropriate skill set and

group

3 Pool resources Utilize existing skills and resources to reach

economies of scale

4 Flexible staffing systems Balance processing capacity with ongoing demand

by moving people to where the work activity is

5 Reduce incoming work Eliminate tasks from a person by reducing the

actual work activity arising

6 Reduce NVA work Eliminate work that does not directly add value to
the end customer

7 Standard operations Establish best practices in to execute a task with

the best quality repeatable results

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Intellect
Lack of best practice
sharing across accounts
and SAs
Mismatched work
functions with skill sets
Overprocessing
Unnecessary system
replacement
Backup/defrag runs earlier
than needed
Excessive documentation
Rework
Inadequate testing before
production
Architecture group designs
system specifications
without checking for
implementability
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GDF Wastes
Overproduction
Routinely exceeding customer
needs (goldplating)
Exceeding scope of contract
Waste
Inventory
Each account having a
customized solution
Large number of servers due
to a low server utilization
Waiting
Waiting between assignments
Idle time during automated
program runs
Motion
Lack/sub-optimal of
Standard Operating
Procedures (SOP)
Lacking appropriate time
saving tools/automation
Transportation
Sub-optimal dispatch and
routing
Insufficient use of remote
diagnosis
Dispatching Overview
Dispatching in the GDF is applied across two different areas; this may well increase as
GDF expands into additional Service Lines and Competencies. The first area is dispatching
of Incident, Problem, and Change tickets and other Steady State workan area where
pooling has been used effectively since the beginning of our Lean efforts. The second area
is dispatching of Project work. Because the workload characteristics are so different
between the two areas, different approaches need to be employed to ensure that the final
outcome of each is at the highest quality and productivity level for that environment. In spite
of this, both systems will rely on proven Lean principles of standardization and pull-based
scheduling to insure maximum efficiency while minimizing processing times and work in
process (WIP).
 Dispatching

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https://ismdispatch.sni.ibm.com/maximo/ui/login
 Dispatching

ISM Dispatch
- Adaptors: Ace, Ameriprise, Amex, CNH, Panasonic, Whirlpool
- Manually: Nisource, Lantheus, Delta
- changes and SRs
- always assign Work Order with the ticket assignment
- close WO right after closing the ticket
- use correct timings
- complete all necessary fields

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 Dispatching

Turn over/Huddle Meeting

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 Dispatching

Visualboard

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 Dispatching

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 Dispatching

Manage Work Queues

- check all queues periodically
- always verify tickets opened manually: it usually misses
information or are wrongly routed to our queue
- before warm transfer, verify if the server/DB are supported and if
the issue is ours
- careful with tickets asking for changes in the environment: verify if
it needs to be done by change process before implementing it
- go through the tickets queues and follow-up on HOLD tickets
- check if there are any tickets assigned and not being handled
- attention on SLAs
- attention on tickets description not only severity: there might be a
sev2 about an issue that can cause an outage

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 Dispatching

Oraclebr
- remote desktop
- email: can be accessed by our Notes
- sametime: always update the status with your name
- sametime has a different sound
- check periodically for new emails or messages on ST
- mark emails as read and move to correct folder
- forward emails to SMEs if necessary

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 GDF Hands Off

Hand-offs should be used to get assistance for tickets that are more complex
than their standard segmentation might indicate
Rather than wait to get assistance until the work order is at risk, a hand-off
generates assistance when work isnt done within a reasonable time since
assignment
Hand-off rules help ensure work is handled before it risks missing SLA (goes
out of criteria)
MTTR is also a factor in establishing hand-off thresholds

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 GDF Batching
By assigning work orders in a block of time (the batch) rather than individually, the
Dispatcher can more balance workload while maintaining control
A batch of work orders are created from a bucket equal to a standard block of perform time
Batch similar work orders first, but any work orders from the same bucket can be batched
into a block of work

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 GDF Swing Rules
If high volume occurs in a particular team, a swing will be generated to get
assistance from another team

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 GDF Segmentation
Ticket division according to its complexity/SLAs and skill-needs

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 Account Team Structure

Project Executive (PE)

Delivery Project Executive (DPE)

DPE Support Team

Service Delivery Manager (SDM)

Project Management Officer (PMO)

Financial Analyst (FA)

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 Change management process

Definition: any installation or alteration in the environment

Normal changes: scheduled according to the standard lead times for

processing and implementing.

Exception changes: addresses a business need so vital that it can't

follow standard lead times
Expedited change: needs to bypass standard lead times but
conforms to normal request and approval standards
Emergency change: must bypass standard request entry, written
approval and lead times due a crucial need. Documentation is done
after implementation.

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 Change management process
TIPS

Accept Notes invitation

Or contact the change requester in case of any issues/doubts;
Review instructions and look for help if needed before change start time;
Verify if change is fully approved before start time;
Attention to the change window! Do not start change in wrong timing;
You can use Notes alarms to not forget the change;
Correctly document the change
Close with correct closure code;
Add note if needed;
Close Work Order with correct closure code;
Make change turn over if necessary;
Send a status email to SME and dispatcher (done/not done);
Stop/start changes: even if not contacted, contact the change assignee
and validate the DBs;
Always contact Team Leader before closing a change WO as CANCEL
or INCOMPLETE.
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 Incident management process

Warm transfer: inform the team that the ticket is being transferred
Time to respond
Document all actions taken in worklog
Use complete and clear information. Do not use Solved
HOLD: use only when needed and follow-up daily
Pending on customer action;
Pending on change
Manage Now: use action codes in start and end of hold time
SLA: even if SLA is large, all tickets must be taken care
Close tickets always with CLOSED status. Except Panasonic which uses
resolved
Assign/close WO

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 Incident management process
SEV1

Warm transfer
Time to respond
Chat / Call
Document all actions taken in worklog
Use complete and clear information. Do not use Solved
Be active on call/chat
Always report what you are doing, give an ETA
If ticket is in our queue and its not ours, transfer to correct team
Attention to short SLAs!
Email a summary about the sev1 to SMEs, QA and TLs

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 GDF DPP
Defect Prevention
Performed by the Quality Analyst (QA)
Can be triggered by any person in the team

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 GDF Fragmentation Analysis
Fragmentation analysis:
analysis is performed by gathering the activities performed for the
Account in both the sending and receiving geography and then comparing against the
same results from the other Accounts in the same GDF pool. The pool capability map
created as part of the GDF Delivery Catalog Component is used as a template in
documenting the analysis results.

Types of Fragmentation:
Suboptimal allocation of activities For the same set of activities, some accounts within the pool have sent
the work to the offshore Delivery Center while some accounts still have those activities supported by the sending
(domestic) delivery team. Moving these activities to the offshore DC for all accounts in the pool will typically lead
to increased efficiency.
Duplication of activities between sending GEO and the offshore Delivery Center Accounts with the same
activities being performed in the sending GEO as well as in the offshore Delivery Center. There is an opportunity
to reduce/eliminate this waste.
Unclear ownership There are several accounts with greater than 80% steady state work being done in the
offshore Delivery Center. There are significant opportunities to improve ownership and governance in these
accounts.
Duplication of activities or gaps between providing service lines Where definition and governance of a
process resides with one Service Line but execution resides with another, clear agreement describing execution
of activities must be documented between the two Service Lines and with the accounts being served by the
Service Lines. Pools supporting multiple accounts should work to ensure that execution is consistent for all
accounts.

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 GDF Business Controls for GDF Transformation and
Privileged Access Management

Monitoring User Behavior / Individual Accountability

1. End-User asks TAMeSSO for access to system 1, using his/her TAMeSSO UserID 1
2. TAMeSSO asks ITIM
3. ITIM gives TAMeSSO the Privileged UserID 1 and Password
4. User connects to system 1, using the Privileged UserID 1
5. At logon, TAMeSSO enters the Privileged UserID 1 and Password
6. All stages of the process are logged independently
7. TCIM available for Privilege Monitoring if required
End-
t o-
acco end id m
unta
bility anageme
passw ,m nt
ord s onitoring ,
ecre ,
cy

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In-Flight Transformation Integrated Process Timeline
In-Flight Transformation is an integrated process moving Global Delivery work (lift and shift) directly into the GDCs Global Delivery
Framework pools with the right skills quickly
T2-T1= 0 days (No Hiring)
QG3* - Bag 1 30 days (Hiring at Initial Demand Request)
QG5* - Bag 5 105 days (Hiring at QG3 Demand Req Live)

Process T1-90 T1-60 T1-30 T1 T2 T2+30

Pre-Engagement
Pre-Engagement Forming & Engagement Transformation
Transformation
Forming & Engagement After
After Care
Care Phase
Phase
IFT Phases Phase
Phase Implementation
Implementation
88 Weeks
Weeks 30-60-90
30-60-90 Day
Day Plan
Plan
44 weeks
weeks 77 -- 12
12 Weeks
Weeks

IFT Quality QG1 QG2 QG3* QG4 MIR QG5**

Gates
Capacity Pool Capacity Hiring/On
Hiring/On Boarding
Boarding
and Hiring Review Timeline
Timeline Project
Project Dependant
Dependant

GDF Phases Diagnostics

Diagnostics FSD
FSD Pool
Pool Cross
Cross Overview
Overview
KT/Shadowing
KT/Shadowing DPP,
DPP, Continual
Continual Improvement
Improvement
& direct
direct into
into
KT
KT Prep,
Prep, GRACO,
GRACO, Overview
Overview
GD Activities Plan, GDF
GDF model
model
Plan, Infra
Infra Readiness
Readiness Steady
Steady State
State

Initial
Demand Demand Request Demand Request Live
Planning Entry (optional)

Order GDF GDF

Cost Entry Productivity GR
Productivity
Reduction Due to Absorbed Savings
savings
Work

GD Transition Manager CSM/SLM

Process
Roles GDF EM/JEM/Associate

IBM Confidential
 Mindset, Behaviors &
Capabilities

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 GDF MB&C

Inputs Mindsets Behaviors Performance

What we say What people think What people The outcome of

we want to this means and do in the individual and
happen how they behave workplace group actions
in response

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 GDF MB&C

Problem Solving: is a mental process which is the concluding part of the larger problem
process that includes problem finding and problem shaping where problem is defined as
a state of desire for the reaching of a definite goal from a present condition that either is
not directly moving toward the goal, is far from it or needs more complex logic for finding
a missing description of conditions or steps toward the goal.
The problem solving approach is implemented in four steps:

Develop a Thorough Understanding of the Situation and Define the Problem

Complete a Thorough Root Cause Analysis
Consider Alternative Solutions While Building Consensus
Use Plan-Do-Check-Act (the Shewhart-Deming cycle)

Continual Improvement:
Improvement is the process of making incremental improvements, no matter
how small, and achieving the lean goal of eliminating all waste that adds cost without adding
to value. It is a culture and philosophy that strives for perfection.

The general goals of continual improvement are to:

Measurably improve quality

Measurably improve productivity
Increase standardization
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 Management System
Componets
Management Systems Components
Performance Management System
Quality Teams
PRISM
GDF ISM Dispatch
GDF Analytics
Process Behavior

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 Performance Management System

Performance Management in the GDF is concerned with defining the metrics and
associated management systems necessary to manage delivery and demonstrate
improvements in quality and productivity at the pool level. This includes both metrics that
are needed internally for day-to-day operational purposes as well as metrics that are
important to our clients.
Metrics
Visual Management
Performance Dialogues

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 Data Management - Performance Dialogues

Meetings Daily Weekly Monthly Quarthly

Huddle Meetings (Dispatcher) 16:00
Huddle FLM with SLM 9:15
Huddle SLM with ULM 10:00
SMEs Cadence with TL X
QA with Managers &TLs X
(PBA/DPP review)
QA meeting with Green team. X
Managers and TLs X
Individual Meeting with X
Manager
Departamental X
Sfaff Meeting FLM with SLM X

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 GDF Steakholders

Quality Teams
The concept of Quality Teams is implemented by the Green Teams14 in the GDF. These teams work
across pools (as shown in Figure 4-19) within a GDF location to 1) Perform defect prevention tasks
such as problem/incident analysis, generate investigations, manage root cause analysis, and manage
corrective action implementation; 2) Drive Project Improvements and are 3) Dedicated to improvements
in quality and processes for recurring and project work.

PRISM
PRISM stands for PRoactIve Integrated Service Management. PRISM is a web-based metric
reporting application developed by Delivery Excellence, Service Management and IBM Research.
PRISM generates incident/problem/change (IPC) metrics based on data from GTSs IPC systems, such
as eESM, ISM (Maximo), HP Service Manager (Peregrine, HP ServiceDesk, HP Service Manager),
Remedy, HEAT, CPMA, DPU, etc.

GDF ISM Dispatch

GDF ISM Dispatch is the workload management tool that supports GDF Pooling and Dispatching
across multiple IPC tools and multiple pools. GDF ISM is the same GSAR-compliant, web/DB2 based
ISM product currently being rolled out throughout ITD, with the addition of pre-configured workflow and
reports needed to support the dispatch process. This predefined capability is called Universal
Dispatch.

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 GDF Analytics Framework
Analytics Component is described by the framework shown in Figure 4-23 below. Analytics begins with standard
reporting which is described in the performance management system and Defect Prevention documents. Standard
reporting includes Pareto charts, process behavior analysis and benchmarking dot plots associated with pool scope,
effort, duration, and quality.

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 GDF Process Behavior

PBA (Process Behavior Analisys)

Metrics: QA gets reports weekly on ISM Dispatch

Important to follow-up teams performance and management
Represented by PBA charts
Reviewed weekly by QA and managers
21 Metrics
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 GDF Exception Card

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 GDF KPI

KPI (Key Performance Indicators)

DM1 - % of Problem Tickets Resolved Out of Criteria )(by severity)

DM2 - Problem Tickets Resolved per Instance
DM3 - Mean Time to Resolve (by severity)
DM4 - % of Failed Changes
DM5 - Count of Work Orders Arrived (By bucket)
DM6 - Count of Work Orders Closed (by bucket)
DM6 - % of sev3 above all Problem Tickets
DM7 - Total WOs delivered per productive staff hour
DM8 - Work Orders Backlog
DM9 - Database Managed per effort-hours (Monthly)

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 LETS GO GET THEM !

All the problems of the

world could be settled
easily if men were only
willing to think. The
trouble is that men very
often resort to all sorts
of devices in order not
to think, because
thinking is such hard
work.
Thomas J Watson

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 Thank YOU!

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