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
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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
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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:
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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
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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
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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