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Protecting IT Services through a Federated Business Model: Insights and Strategies

In this article, Ben Brundell and Nigel Redman discuss the complexities of managing IT services for a retail corporation with 43 brands serving 20 million customers through 72,000 colleagues. They explore the challenges of a federated IT model, showcasing their 4,000-strong IT team, including 1,500 operations and 2,500 development staff. Key insights include system changes, testing protocols, and operational acceptance. The authors highlight a 99% change success rate, emphasizing the importance of structured management, continuous improvement, and building customer relationships for a robust IT ecosystem.

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Protecting IT Services through a Federated Business Model: Insights and Strategies

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  1. Protecting IT Service with a Federated Business January 2008 Ben Brundell Nigel Redman

  2. The Scale of the Undertaking Retail Corporate 43 brands delivering to 20m customers through 72,000 colleagues Insurance and Investment Strategy and International Treasury

  3. Federal IT Model 5 x Divisional IT Teams Group IT Group Technology

  4. What does the IT look like? Very complex! • 4,000 people in IT • …1,500 running systems (operations) • …2,500 developing systems (development) • 11 Data Centres in 2001, consolidated to two • 1,250 changes. Each week! • Almost all platforms, OS and application languages: developed in house and OTS

  5. Split between Divisional and Central IT in Testing Divisional Teams Group Technology Delivery • Component Test • Integration Test • Technical Test • User Acceptance Service • Operational Acceptance • Production Running

  6. Operational Acceptance Testing Operational Acceptance Testing covers… • Deployment • Co-habitation • Backout • Performance • Recovery • Backup and Restore • Failover • De-commissioning

  7. 12-18 Months Crunch Point! 4 Weeks Divisional Teams Divisional Teams Running Group Tech Divisional Teams

  8. Links to Service Management Technology IT Policy and Direction Operations Divisional Service Teams Incident Management Service Introduction Divisional Testing Teams Change and Release Management Service Level Management Problem Management IT Programmes

  9. Does the model work? Measures say yes! • 99% change success • IT Service within SLAs • Central team has never delayed a project Experience says, could be better! • Stressful experience • Little chance to develop customer relationships • Common view that these processes add limited value

  10. Questions benjaminbrundell@hbosplc.com nigelredman@hbosplc.com

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