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Service Management – SM & Operations B usiness Update for CWU Executive

Service Management – SM & Operations B usiness Update for CWU Executive. Dougie Anderson 30 th August 2012. Service Management and Operations (SM&O) AGENDA 30 th August 2011. Service Management & Operations. Business performance review Our priorities for 11/12.

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Service Management – SM & Operations B usiness Update for CWU Executive

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  1. Service Management – SM & OperationsBusiness Update for CWU Executive Dougie Anderson 30th August 2012

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

  3. Service Management & Operations Business performance review Our priorities for 11/12

  4. Service Management & Operations – Org Chart Dougie Anderson Director, SM&O Transformation Lead Andy Collins Dougie Anderson Director, SM&O Transformation Lead Andy Collins Samantha Atkinson PA to Director, SM&O Samantha Atkinson PA to Director, SM&O Change Management Teresa O’Sullivan IT PM & CSI Wendy Dorling Network PM & CSI Dave Ayton Change Management Teresa O’Sullivan IT PM & CSI Wendy Dorling Volume Services & PCR Stan Draper CEMC Sheffield Ian Yeadon Business Services Owen Moody Network PM & CSI Dave Ayton Senior HR Lead SarinaFinucane HR Business Partner Nancy Collinson Finance Lead Noel Douglas People & CARE Lead Richard Health

  5. Service Management & Operations – Functional Organisation HR Finance Transformational Programme Delivery RFT On Time Repair Service Reliability Lost Customer Minutes Time to Detect Time to Repair Trading Reliability Lost Trading Hours RFT PCA MFU Business proposition support Customer Satisfaction

  6. SM&O Strategy Delivering 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 The Approach Strategy Objective Activity • Identifying, developing and nurturing our most talented people • Develop Leadership • Continued e2e performance management • Rotate & Refresh (across BT) • Development Centre High Performing Culture Deliver Outstanding Performance • Efficiency • Implementation of Service Intelligence • Agile Sprints Transforming our Operations Managing our Costs • 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 Famous for amazing service management Connect to Business Connect to Customer • CARE feedback • Working Environments • Reward & Recognition • Tackling Bully & Harassment Creating a Great Place to Work Employee Experience

  7. Managing Customer Service Performance Service & Trading Reliability Group T2R E-E RFT SI/SM -Drill Down RFT DD RFT 71.53% Service Reliability Trading Reliability

  8. Service Management People trends and view of People Plan for 11/12

  9. 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

  10. Care Agile Q1 and Q2 EEI and PCI for AUA B&H levels • 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 • 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

  11. Data driven business – Edinburgh MIS Sprint update Sprint programme outcomes: Wolverhampton and Crawley sites Dice and SABAR interface by end Q2 Next steps AUA: Measures which are instrumental in driving business and individual performance Edinburgh volume services Release 2 completed Colombo volume services Looking to begin sprint Sept Data on standard measures is available and is visible and meaningful to team members and managers A common currency for productivity measurement is identified and measured for every team. MIS Programme Outcomes Business Services team start 1st week Sept MIS is at the centre of the way we work and a repeatable process for implementing MIS at a local level TIS non-SI sprint underway Adhara team start sprint in Sept 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 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 Everyone is clear of what is expected with standard measures and their usage is embedded in job standards and performance management

  12. Sonar Sprint Overview The Sonar Sprint is investigating increasing the number of alarms detected through event monitoring to reduce incident tickets, and improve RFT. Sponsor: Dave Ayton. • To identify the opportunities on the SDH transmission estate to detect major incidents by alarms, that are currently reported by our customers • To 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 Objectives Benefits • Reduced Customer Fault Volumes (Propensity to Call) • VSOC efficiency benefit (Associating pre-populated faults with network Incidents) • Improved RFT & Reliability results for Private Circuits 9

  13. Ravenscliffe Sprint Overview 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 • To review the CEMC operating model: • Define standards for monitoring services journeys and gained required investment approval • Define and implement standard performance measurements for all MFU’s IT service journeys • Review resource alignment, against critical journeys • Improve stakeholder engagement and communications, simplifying yet make communications more effective Objectives Benefits • Enable delivery of the challenges the LOB’s are placing on the CEMC 9

  14. Next meeting and Close

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