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Business Service Management Service Reporting
Horizon Programme
Business Service Management
Management of the Live Environment
Report No 32 - April 2000
Richard Butler/
Danny Co;
15/05/2000 Issued
‘Adele Kilcoyne
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Business Service Management
CONTENTS
_SECTH PAGE NO.
1.0 Purpose 3
2.0 HSH - Half Yearly Statistics 4
2.1 Percentage breakdown of calls over 5 weeks 5
2.2 HSH breakdown of call figs for April 6
2.3 Pie chart to show % of calls per category 7
3.0 NBSC - Half Yearly statistics 8
3.1 Percentage breakdown of calls over 5 weeks 9
3.2 NBSC breakdown of calls for April 10
3.3 Pie chart to show % of calls per category in
3.4 PO Customer Management (Tier 1) u
3.5 Tier I incidents resolved in April 12
4.0 Mystery Shopper and Customer Satisfaction 13-16
Tracking
5.0 Transaction Processing 17
5.1 Extra staff required in TP 17
5.2 Overall c/a learning curve for CLASS errors 18
5.3 Forecast Increases in Errors 19
5.4 Level of manual amendments on a paper copy 20
of the electronic cash account.
6.0 T.LP. Interface 21
7.0 Outlet Systems Group Summary 22
7.1 HAPS 23
7.2 EPOSS 24
8.0 Problem Management 25
8.1 Volumes of PONU Problems 25
8.2 Volumes of ICL Pathway Problems 25
8.3 Problems open for 6 months & update 26-27
8.4 Problem Management CSF’s 27
8.5 Graphs showing problems over 5 Months 28
9.0 Non Conformance Polling 29
10.0 Change Implementation 30-31
Appendix A - Definition of terms 32
Appendix B - Call type definitions 33
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Business Service Management Service Reporting,
1.0 PURPOSE
© The purpose of this report is to provide information regarding management of
the live environment and the effects of Horizon on individual business units.
The critical success factors (CSF’s) within the report are intended to highlight
the impacts on areas of key performance as defined by business units.
It is really about where we are ‘feeling, the pain’ - as historical data builds up
we will be able to analyse and report trends more effectively.
This report also contains performance statistics for the Horizon System
Helpdesk (HSH) and Network Business Support Centre (NBSC) to provide
visibility of potential problems. These will be analysed in relation to the CSF's
to identify potential links, which in turn will feed into the service
improvement proc
The Horizon Service Review Framework provides a basis for improvements
on Service failures to be progressed.
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Service Reporting,
2.0 HORIZON SYSTEM HELPDESK:
Source, Jez Murray ICL Pathway.
Total V's Average calls to HSH over Half Year.
8000 25
7000
24
6000 Fy
S
® 5000 6
3 15
3 6 mm Toa
4000 =
eo Average cal
2 3000 1 8
2000 &
os *
1000
0 5 o
3s 8 8 8 8 5 8 86 6 & eS
g 4 g 8 § § § 88 & 3 3 g
& a & 228223 28 &
~ = ¢ 8 &
DATE
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Business Service Management Service Reporting
2.1 Percentage breakdown of Calls for April
100%
90%
@ Software
80%
Other
70%
Cash Account
60%
O Operations
50%
O Implementation
40%
@ Hardware
30%
B Advice and
20% Guidance
10%
0%
2.8 April 9-15 April 16-22 April 23-30 April
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Business Service Management
2.2 Number of calls to HSH and breakdown of categories for April
Cal Category] tout] calle] tom] cals] tal] calsper I tom callsper I Toul] calle
calls I ‘per Icatlsw/e I ‘per I calls I “ortice I callswye I office I calls I ‘per
we I ottice I oyoyon I ottice I we I “we I yoga I “we I ‘we I oftice
whe wie I 09/0/00 whe
26/03/00 yoyo,
Rhine k Guan I 259 [067 I too] _002 I Sra] 0 Tao [oa
Hardware a CE ctr —[ 300 I 005
Taxpiementation 27 [on I 2798 I 270 I 0 a
Network a a a a cn om —[ 30 I o00
= =
six 019 I a8 oa [ast 0a] ais] 0s 708 [013
3 [909 [13 [000 I — 7 09 3 a0 —[— 3 [000
cs a TT TT [a0
Tis8_I 027 [isa 028 a1 I 028 I 98 1555_[027
Cash Account 359 [020 I a2 [019 I 766 I 05 I 859 708 I O12
TOTAL CALS 7asa_[ 19 —I ras I ns —[ 7586 [48 [7a 739 I 127
MIGRATED NA I sux] N/A I 745] Nya [5012] VA NA I 5598
OFFICES
Breakdown of call stats for April
‘000
2500
2000
1500
Tota cats wic27/05/00
Total cats w/e 02/04/00
1000 m Total Cats wie 09104700
m Total Cats wie 1610400
B Tota cats we 2304/00
500
® F
8 2 § ¢ #2 8 § FB g &
88 & zg 5
3 7 2 ° 3 3
4 . “ °
2
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Business Service Management
2.3-- Pie chart to show percentage of calls per category for March & April 2000
Breakdown of Call Stats for March
Cash Account
13%
Advice & Guidance
Software 40%
16%
Security
0%
other eee al
rdware
128% Operations Network
13% 0% —inplementation
1%
Breakdown of Total Call Stats for April.
Cash Account
11% Advice & Guidance
37%
software
Implementation
Operations
an 3% Hardware
Netw ork 5%
1%
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3.0
NETWORK BUSINESS SUPPORT CENTRE.
Total Calls
(meme Totals
AY. calls per outlet
Total v's Average calls to NBSC over the last Half Year.
10000
Calls per outlet
Average calls per outlet
Note: Intemal calls to Regional
Helpdesks ate based on desived
figures and may therefore not be
exact. However, the actual
umber of calls per outlet wall
sot be lower than that shown in
the insert graph. Hence, it can be
seen that based on these figures
the intemal calls to PON
helplines does not increase
following the automation of an
outlet.
SSPRRPRR ARETE ES CCE EEE EEE
2 8 28 3 ee eeratsieeagss dé eer
as
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Business Service Management Service Reporting
3.1 Percentage breakdown of calls to NBSC
A Graph To Show Percentage Of Calls Made And Which Category
100%
Other
90%
Office Process
80%
70%
60%
50%
40%
‘Volume Of calls
30%
20%
10%
0%
3.9 April
10-16 April 17-23 April 24-30 April
Week Commencing
Client Counter Procedures
Local Schemes
@ Switchboard Calls
BHorizon
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Business Service Management
3.2 Number of calls NBSC and breakdown of calls for April period.
or I a ia a a a = =
per office office per ofce
office we wie office wie
whe oyoyoo 1yoyyo0 wie
27/yoo apoyo
Horizon ESS (CE ECE OTE OE CO a Ea
‘Client counter 1637 037 Ror 046 2409 048 207 038 361 066
procedure
Local Schemes 133 0.03 12 0.03 182 0.04 ns 002 72 ‘001
Office process: wz I 0s I lostI ome toe) om) os] os) oo
Switchboard™ wo) om I 07 I of 5S Pons) a] ne) oa
‘Complaints 7 [0m [ I om 20 I 0 [oo it [00
Utilities ae a a CE a 3.038 oor
Electricity
Utilities / Gas 38 0.01 35 0.01 50 0.01 32 Co 30 001
Uilities/ Water um [I oor_I 7 I__I 18 I 000 a To0
TOTAL CALLS I 712 I ue] 720 I ue7 I moo] ner pus] aa0_I om] uve
MIGRATED TA} aos] YA] _a7a_I NVR] son NVR ]_Smta_I YA] 508
OFFICES
“Top ten categories for Switchboard calls in April
140 3
7 267
7235 1039
154 211
I 81
Breakdown of calls Stats. to NBSC
total calls w /627/03/00
1 total calls w /¢03/04/00
total calls w /¢10/04/00
1 total calls w /¢17/04/00
i calls per office w/¢24/04/00
i.
2 ag §s 2 3 25 ¢ £3
a. ce oe oe
BE 8 5
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ice Management
3.3 Pie chart to show Monthly breakdown of calls to NBSC
April Monthly Breakdown
Complaints
1% Utilities / electric
1%
‘Switehboard*
12%
Office process
13%
Local Schemest
Client counter procedure
Summary
Horizon
42%
The graphs on pages 9 & 10 both show a surge in client counter procedure calls during the last week in April. This was
caused by the re-valuation of Royal Mail stock following, a price change. Problem Management are aware of the
incident and have opened a Problem on “Negative Royal Mail Re-valuation’ . (BSM problem No. P10000162).
3.4 Post Office Customer Management Tier 1
NBSC - Incident Resolution - Month of April
Time] 0-15 [15-30 __]05-1 ]1-15 ]15-2 [2-3 I3-4 I ahm-1]iday- [1
takento I Minutes I Minutes I Hour I Hours I Hours I Hours I Hours I Day I 1week I Weekt
Tier I 72% I 2% I 2% I 17% I 1% I 2% I 1% I 2% I 1% I 0%
Tier2 I 24% [ 21% [18% I 15% [ 6% I 4% I 1% I 6% I 3% I 1%
NBSC CSF’s
Measure Target [JANUARY I FEBRUARY I MARCH [APRIL
End Users (Quantitative) % % % %
Calls answered within 15 85% 2% 86% 89% 86%
seconds
%Calls answered <1 minute I 95% 98% 36% o% 3%
‘Overall % Abandoned 5% 2% 3% 2% 3%
% Incidents resolved at Tier 1_I 75% 57% 2% 68%
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Business Service Management
3.5 Tier 1 Incidents resolved in April
((see Appendix A for definition of Tier 1/Tier 1 Admin)
E
z
Z
-
Ei
q
q
fc!
E
Bi
E
q
Z
[=
100
12
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4.0 Mystery Shopper - February and March 2000
Jackie Stubbs - Research Services.
The mystery shopper survey has been used to look at the effect of installing Horizon on:
© quality of service;
# transactional knowledge;
* customer service indicator (conformance to standards).
Four groups of offices have been identified in order to look at the effect of installing Horizon, and
to look at whether this effect changes over time. These groups are:
offices without Horizon;
live trial offices (LT);
national rollout offices before Christmas (NRO);
national rollout offices after Christmas (NRO1).
So that the groups are of a sensible size to make comparisons, data from both February and March
has been used.
Quality of service
Percentage of customers waiting over 5 minutes
Percentage of cl
a3@
e 8 #
3
Es
3 58 2 Bez 28
5 52 £528 3
65 &5 gee §
& =
[__BINo Horizon LT NRO GNRO1 I
As can be seen by the chart above, overall there is little difference in the number of customers
waiting over 5 minutes, though this does not hold for branch offices which were automated in the
live trial. However, looking at past data from the last 3 years, the percentage of people waiting for
more than 5 minutes for these offices ranges from 0% to 32%, so this is likely to be a ‘blip’ in the
data which will settle down. Future reports will look at this measure to see whether it does indeed
reduce.
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Transactional knowledge
The chart below shows that there is little difference in the transactional knowledge of the different
types of office, and when they were automated. It appears that overall, national rollout offices
perform slightly better than other offices.
Transactional knowledge
> 100%
8 80% 1 749% 73% 73% 7995 71% 71% 72%
2
2
5 60%
FA
é 40%
8
S
Z 20%
a 0%
= 8
ig $3 2 Be 28
3 5 Bae S aE
6 a5 g° 85 °6
& =:
[ @NoHorizon m@LT = ONRO GNRO1 I
Customer service indicator (conformance to standards)
Thirteen attributes connected to office appearance and counter clerk behaviour are checked during,
a mystery shopper visit. The following index is based on a weighted average of the scores where 1
is the highest possible score and 0 the lowest. Again, there is little difference between the four
groups of offices.
Customer service indicator
100% Foo, 93% 1m 9206 93% 95% 90% 94%
80%
&
i 60%
2 40%
20%
0%
Overall BO Sub
("No Horizon —mLTGNRO_@NROT }
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Customer Satisfaction Tracking
This report highlights the main differences between customer satisfaction tracking (CST) scores for
offices with Horizon compared to offices that do not have Horizon. The data used in this report is
for Janary, February, March 2000,
Approximately 80% of the responses to the CST survey can be tracked back to an office that
customers claim is the one that they most frequently visit. Therefore, where possible, the scores
have been split into Horizon and non-Horizon offices.
Care needs to be taken when interpreting the results. This is because:
* while results have been split by Horizon and non-Horizon this is a somewhat artificial
classification as customers will be influenced by visits to other post offices than the one that
they most frequently visit;
* analysis has not been carried out on the sample of offices before Horizon was installed, and it
may be the case that their scores were different from average beforehand;
* CST is carried out in clusters - i.e. an interviewer visits a number of customers in a given area.
While there are 444 responses which mention Horizon offices, these relate to only 152 offices.
The chart below is a summary of CST attributes for Horizon versus non-Horizon offices. It shows
indexed scores - where the maximum score of 100 represents the best possible performance.
Figurel
Overall CST Scores
100.0
80.0
60.0
3
= 400
20.0
00
ge s% a8
é8 25 58
Non-horizon Horizon ]
Overall, there is no significant difference between the performance of Horizon and non-Horizon
offices, whether the offices are main or sub.
The charts below show results in more detail, giving the three groupings for customer attributes
for main and sub offices.
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Figure 2
100.0
5.1 87.3
Index
2 ' 5 2 ' 5
3 5
28 § = a8 2 2
5 3 3
fe] = 3 So a
{ @Non-horizon Horizon ]
This shows that Horizon offices seem to be performing as well as non-Horizon offices in all areas
with the exception of queueing in subpost offices. However, Mystery Shopping results for
Horizon offices have shown that initially queueing time increases in the first few weeks after
Horizon has been installed but then settles down to a similar level as before Horizon was installed.
Therefore, this result is probably caused by this effect and will improve in the long run.
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Service Reporting,
Business Service Management
5.0 Transaction Processing,
Information supplied by Lynn Kelly
Si ES
SN ML LE TT
[Original Forecast 60 I 100 I 200 I 270 I 320 I 360 I 360 I 370 I 360 I 360 I 360 I 360 I 260] 310 I a20 I 270] 190] 150] 70 I 40 I 20
[Latest Forecast Ho I 360 [I 70 I 390 I 0 I OO] 0 I OO MO I 30 I 0 I eo] AO 0] OO] 60 I 30
[Actual 60 I 80 I 175 I 40
* Figures stated are for the beginning of each month
Comments
- First tranche of staff in post to cope with the increase from Horizon offices now. Staff on a panel for the increases expected during April & May 2000.
- Extra staff numbers forecast in July, August and September onwards due to the latest increases in the length of the learning curve. However, restricting the learning curve to an
analysis of the errors produced in the last 15 weeks, indicates the latest extra staff numbers forecast to be closer to the original
- Mote staff will be required at the end of the roll out timetable for extra on-going work (completing table 12 parcel income figures) on Horizon offices now.
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ache ‘A Comparison of TP CLASS Error Learning Curves
seus Basoine
sat
+02 39 4 8 6 7 8 9 0 1 2 1 4 1% 16 17 18 1 2 % 2 23 mM 2 2 27 2 2 0
Weeks After Conversion
“This Is a revised learning curve based on errors produced in the last 15 weeks at Horizon offices, The height of this curve Is not as severe during the early stages after
Iconversion as that previously used, Errors produced per office in the 1st weeks after conversion, base don th elast offices to go live, are shown in the table below.
- The length of the current learning curve is at least 20 weeks and the level of outlets in the sample gives confidence that this is statistically sound. The tall of the learning
icurve remains well above the baseline for over 20 weeks after conversion. If this continues, then the effect on TP extends to September 2001
- From the limited information available for converted offices at the moment, the learning curve is assumed to return to the manual baseline after 30 weeks,
‘Summary of Early Learning Curve information
Week After
Conversion, u 2 3. 4 5 6
CLASS Errors Latest
Produced wes te oy I 154 I 156 I 154 I 152 I 138 I 139
Original
we I 192 I 196 I 163 I 186 I 158 I 148
(Notes
- Average number of errors produced for Horizon olfices based on CBDB data for the last 15 wooks (weeks 42 - 04).
I Manual Baseline before Live Trial / NRO calculated at 0.63 CLASS errors per office.
The dotted line indicates estimates due to limited information available (less than 200 offices)
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amet
- ‘cfoncclfomoesa i 98 rors adver ios
=.
oh G FE PEE EF RGR EGE EE ?
8 8 8 s 8 8 al E 8 8 8 8 3 2 2 s Ey Es 2 2 8
‘Extra Errors: sor ror Notes
Fz «I lest aris end Ran rset ctr 0
caste eae ou canes weet
patrons
tt ES
Se ee ee ee
Se rym Ga ae a
™ > ‘Forecast INo. of Horizon Offices Aad 3753 4080 4401 4719 5370
a
eter Mantes et nent meee eer he attr ee
E F BF B S B BF B FS F I I-catest Forecast drops below the manual baseline in Sept 2001 because of the fall in Misbal
BRR EEE ES § 2) janine
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Business Service Management
Service Reporting,
Level Of Manual Amendments on Paper Copy of Electronic Cash Account
MAY- IJUN- I JUL- I AUG I SEPT- I OCT- I NOV I DEC- I JAN- I FEB- I MAR- I APR MAY-
99 99 99 -99 I 99 99 99 I 99 00 00 00 00 oo
Number of 307 413/378 [294 [423 1056 I 1515 [740 1377. [572 [775 1000
Amendments
% Automated I 16.8% [20.9 [14.4 [11.3 [124% [11.0 [6.6% [4.2% [27% I 2.6% [24% I 2.0%
Outlets Making, % % % %
Amendments
Comments
The main cause of the problem is that many tables on the Cash Account are not mandatory for completion and some postmasters are realising this once the
account has been printed, thus the information has not been captured.
Impact
Extra resource needed to input data into the system.
® Client Information distorted if not completed.
& Postmasters pay impacted - knock on effect could be more challenges on remuneration to TP
Recent figures show a considerable improvement over earlier months.
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Business Service Management
Service Reporting,
6.0 TIP Interface
The TIP Interface information supplied by Martin Box
Criteria High level description of issues which prevent the Status of previous
criteria being Green. Reports
1 2 3 4
[+ 97% of sub files are received from Pathway by day B
J» 99% of sub files are received from Pathway by day C
J+ 100% of sub files are received from Pathway by day D
[Pathways SLA’s for April-P.O.C.L
derived SLA’s oO
Day B 97.82% Day B 98.80%
Day C 99.20 % Day C 98.80% I A
Day D 99.47 % Day D 99.06%
AA
A
GREEN: Current status indicates that there are no known issues.
AMBER:
RED: Current status indicates that there are major issues,
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Current status indicates that there are some known issues (but not significant issues and there are actions in place to resolve these).
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Business Service Management
Service Reporting,
7.0 OUTLET SYSTEMS GROUP
Critical Success Factors for Horizon.
Source : Paul Sumner/ Jeannette Strong, Outlet Systems Group
*Definition Of Status
GREEN:
AMBE
RED:
indicates that there are no known issu
some known iss
are major issues.
(but not
ignificant issues and there are actions in place to resolve these).
WaITE: and the status is therefore unknown.
Summary :
Area 7 Status of Previous Reports
A é E 4
OSG Overall 0/0/90
G G G
Work Areas :
HAPS Onn ME)
A G G
OBC - EPOSS [ BOmn )
G G
OBC - May CTO Ca wm)
G G G
Area : HAPS
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Business Service Management Service Reporting,
Criteria 7 Weighting) High level description of issues Status of previous
which prevent the criteria being Reports
Green. ‘A 2 -3 4
1. I Timescales for file delivery i.e. normally [) 25 All OK
by 23:59 on Day A, in "exceptional G G G
circumstances by 03:00 on Day B (As
detailed in OLA for AP Service)
2. I ICL Pathway Management Support Unit
reports received by OSG daily by 10am.
Contingency concerns have been raised
by OSG when reports have not been run
by ICL Pathway. OSG are awaiting a
>@
a
°@
reply.
3. I ICL Pathway Management Support Unit [) 15 All OK [ 3K)
reports to match the appropriate transfer G G G
file contents.
4. I Transfer Files returned to ICL Pathway Ts) 20 All OK [s) [»)
with an "Error" status, should be returned G G G
to HAPS on Day B (the txns. would be
harvested by ICL Pathway on Day A)
5. I Targets for delivery of txns. to clients, for 20 Average for month:
>@
-e
>@
txns performed at the counter on Day A.: Day B - 97.3%
Day B - 97%, Day C - 99%, Day D - Day C - 99.2%
100% Day D - 99.5%
Transaction delivery targets missed on
19 days out of 24. Tracked under OSG
P101.
Overall @
StatuStatus : A
Area : OBC - EPOSS
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Criteria Weighting High level description of issues Status of previous
which prevent the criteria being Reports
Green. 1 2 3 4
1. I OSG to manage the verification and 40 All OK
authorisation of OBC files in a timely
manner, i.e. for product changes to be in
place before their planned start date.
2. I OSG to communicate changes to
relevant groups of the business to ensure
that background processes/procedures
supporting the change are in place.
3. I Number of keying errors by POCL
Reference Data Team
4. I Number of data preparation errors on
OBC forms by OSG
o8
15 AllOK
°@
30 AllOK
15 AllOK
2O>@
Overall ts)
Status : G
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POL-BSFF-0220576_0023
Business Service Management
8.0
PROBLEM MANAGEMENT - Business Service Management
Problem Management enables us to keep up to date with any problems or concerns
regarding the Horizon System. A problem is formed by a regular occurrence of a
similar incident which is then transferred to Problem Management from the Incident
Management team. Not all problems are included in this summary however details
are available on request.
A summary of PONU’s problem database at the end of April is shown in the table
below. This data is retrieved on a monthly basis by a problem manager and then
analysed by a member of the Operations Performance Team.
8.1 Volumes of PONU Problems opened/closed during April 2000
8.2
03/04/2000 2 5
10/04/2000 5 2
17/04/2000 2 3
24/04/2000 3 G
Volumes of ICL Pathway Problems opened/closed during April 2000
03/04/2000 1 2
10/04/2000 4 0
17/03/2000 3 0
24/03/2000 3 4
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8.3 Listed below are the details for the problems which have been open for 6 months or more:
10000005 [Receipts I Phil 24/05/1999 I PON are continuing to identily a way forward for progressing, these
and Turnock I 30/04/2000 problems and should conclude their strategy by the end of May. It has
Priority payments become clear that there is nothing within the contract that can enforce
-3 do not ownership to ICL Pathway, therefore any changes will need to be funded
match ON. by PON. Given that 95% of the incidents are still attributable to
Migration migration which has approx. 14 months to go, it is envisaged that this will
week become a ‘known error’.
10000013 Bureau de Mick 04/08/1999 ¢ Current ATP is being brokered as being, the best solution available. Slow
change Theobald I 31/03/2000 I — progress being made.
transactions on
the cash
account
0000014 Girobank Dennis 19/08/1999 « ECCO + style form are being used in the live environment.
forms to be I Wong, 31/05/2000
used on
Horizon
system
(PDR’s)
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Business Service Management
Service Reporting,
10000026 I No business I Jonathan This is proving to be a difficult problem to drive a resolution for, as
policy for out I Rogers an original policy proposal had been developed by the Network
-of- hours Policy & Transformation team but subsequently rejected by the PON
transactions Security & Investigation due to concerns regarding, ‘open plan
offices’. Until now there has not been a further redraft as there is a
clash in conflicting, business policies which is proving difficult to
resolve. However, a redraft is expected to be completed 19t May
2000 for review.
10000001 I Readiness of [Jonathan I 28/10/2000- I Guideline line process document to be produced by the Legacy
new Rogers —_ I 30/05/2000 Helpdesk Manager - Slow process being made.
products/ser
vices to go -
live
10000035 I Receipts & I Phil 04/05/2000- I PON are continuing to identify a way forward for progressing these
Payments Turnock — I 31/05/2000 problems and should conclude their strategy by the end of May . It
don’t balance has become clear that there is nothing within the contract that can
AFTER enforce ownership to ICL Pathway, therefore any changes will need
migration to be funded by PON. Given that 95% of the incidents are still
attributable to migration which has approx. 14 months to go, it
envisaged that this will become a ‘known error’.
10000021 I Contingency I Jonathan I 28/09/1999- I ¢ Workshop to review proposed process - 16/05/00
for system I Rogers _I 04/05/2000
failure when
balancing
8.4 Problem Management Critical Success Factors :-
Due to difficulties with variables within Business Objects , reporting on critical success factors is currently unavailable. In
addition the team in Gavrelle House are unable to recover standard reports from the repository , this has been raised as an
incident with system support.
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8.5- Graphs to show Problems over the last 5 Months
PONU problems for previous 5 Months
PONU Problems.
Feb
[=o I
2 Closed
ICL problems for previous 5 Months
ICL Pathway
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9.0 Non- conformance Polling
{Des Hansbury - Problem Management)
ISSUE: Pathway’s belief that a large number of non polling, incidents are caused by
postmasters turning the power to the horizon equipment off when the offices are closed,
particularly at weekends and holiday periods.
ACTION:A monitoring exercise covering the Easter holiday had been agreed with
Pathway. As part of this exercise an article highlighting the reasons for not turning, off
processors was published in the Counter News - WK 04.
If offices had deliberately powered down over Easter they would have appeared on the
weekend non polling report as either a two or three day failure depending, on the time the
processor was turned off on Saturday. One hundred and seventy seven offices fell into this
category of which 155 were contacted. The results of these contacts are shown below.
There was an explanation, other than turning the power off, in the majority of cases. In
addition of the 59 in the ‘no explanation’ category 27 did not need to reboot and therefore
can’t have turned the power off.
Clearly, if people were deliberately turning the power off then their offices would appear
regularly on the non polling, reports. An analysis of the weekend reports since 29
November did not support the case for deliberate power downs, Of the 224 incidences of
offices not polling Sat. & Sun. only 22 offices appeared more than once; 16 of these only
twice. Further, none of the other 6 offices were listed on the Easter non polling report.
WAY FORWARD: To take the issue forward ICL Pathway have agreed to undertake a
more detailed analysis of all polling failures for one week starting 8 May with the objective
of establishing, an agreed cause for each polling failure. In order to agree a cause BSM will
have to contact all the offices reported as failing during the week.
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10.0 Change Implementation
(Information supplied by Kate Elliott)
PONU).
Jeffrey Matthews I 2 Da‘
Miniature Sheet
Introduction of new
Philatelic Products
Counter News
Stamp Show 2000 I 2 Days
TV Licence 1Day
Changes
Tariff - New 5 Days
Products
Revaluation
Introduction of new
Philatelic Products
Changes to Concessionary
schemes between April
and November 2000
Information on the
changes to the layout of
screens and how to rem in
the preparations required
and how to perform the
Revaluation
Counter News
Counter News
Counter News
Workaid
The Account team were contacted after seeing,
information in Counter News inorder to include
Horizon instructions in following articles.
Although the bulk of the article had been prepared
previously , the delayed implementation involved
some rewriting,
8 prep
previously , the change from the Revaluation
occurring, on a Monday to a Thursday involved
considerable rewriting,
Centralisation of I 2 Weeks
Unpaid Cheques
Change to the procedure
Counter News
VPN Software Incremental part of CSR+ Managed by Release Management but our team
drop a . have provided the Communication articles
Withdrawal of Icons coming, off screen a! ‘Advise to expect screen changes have been
DW Stampbooks products withdrawn communicated as part of the Tariff articles.
Jicon — npn
Asylum Seekers I'8 Weeks I New product
Vouchers Workaid Branch offices but a Government decision on
specific areas of roll out has not yet been made.
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Homecare Stmps
/OBCS
Enlivenment -
trial
*Omitted from this months change implementation report is the changes pending, table. Anyone wishing further information from this table, please contact Danny Corry onI
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1 Week
new stamps received in
office
Enlivenment of the OBCS
functionality for backlog
offices.
31
with the stamps
129 letters posted 2
class by BSM
199 letters posted 1st
class by BSM
Newton Abbot I 4 Weeks I Provide supporters of the Offices were notified by the Project Team, TP.
CRU conversion system with background
information
New Cash 3 Delivery of a change Software failed to be delivered to 3 offices and
Account Months I request they were unable to produce a Cash Account. At
the time of writing 2 slaves have still not been
updated more than 2 weeks after the change
. . should have been completed.
20 Homecare 1 Week” I Notification of changes to Ti schemes failed to meet OBC timescales
schemes I products __[resultingin ATP’s a
25 Ticket and {Week I Notification of changes to 4 schemes failed to meet OBC timescales resulting
Travel schemes products in ATP’s
4 Meals On Tweek I Notification of changes to
Wheels schemes products
Environment 1Day I No counter procedure for I Held at Helpline The prices changed on the system for Rod Licences
Agency - Rod existing products after I only issued from 16/03/00 but do not come into force
Licenc price change / new until 03/04/00. Instructions are for Rod licences
product. issued at current price.
Gateshead MBC} 1 Day} Icon not on system when I 48 Letters posted 1* I Original ATP issued was incorrect. Offices affected
Homecare Stmps new stamps received inI class by BSM were contacted by telephone and the new
office instructions were posted out.
Suffolk CC 1Day I Iconnot on system when I 180 Letters issued I Original ATP issued was incorrect. Offices affected
were contacted by telephone and the new
instructions were posted out.
ATP despatched to first group of offices starting
the trial on 03/04/00
ATP despatched to second group of offices
starting the trial on 10/04/00
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Appendix A
Glossary of Terms
CBDB - Counters Busit
holds information on cl
s Database - All cash accounts are keyed into this and it
nt settlement and errors
CLASS - Client Ledger and Settlement System
Day D - the 3" day after a transaction has been performed at an offices
PIVOT - Postmasters Information and Value of Transactions
Sub Files - Files received by ITIP
Traffic Light System
Each CSF has at least one measure attached to it. These are shown in blocks and
each block of measures are weighted at 100%. If all are equally important in the
block the 100% is divided across the block of measures. This system works well in
areas like OSG where there are distinct differences in the importance of each
measure. The traffic lights are then used to show the total of the weighting. For
example if a CSF has a number of low graded measures on red but the higher ones
are all on green this suggests that there are no major issues affecting the CSF and
therefore the overall traffic light for that CSF would be green. However in
Transaction Processing all the CSF’s are equally important which means that if any
of the measures are adversely affected the impact is high on TP.
Tier 1/Tier 1 Admin.
Tier 1
- Involves all first line calls to the helpdesk
Tier 2 Admin.
- This involves calls which can be resolved by Tier 1 but follow a longer set process. These
include office process calls such as : RNM paging ; one shot password required ; office
closing and burglaries and robberies.
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APPENDIX B - Call type definitions.
HSH Call descriptions
‘The majority of calls logged under this category are calls aimed at such
Guidance areas as; Automated Payments Systems (APS) operational enquiry,
Electronic Point of Sales System (EPOSS)operational enquiry, General
Enquiries, Order Book Control System (OBCS) operational enquiry, and
System Access enquiries.
Hardware These are all aimed at; Equipment damage, central system faults and
peripheral failure to areas such as back office printers ,bar code reader,
keyboard! andl monitor touch element etc.
Tmplementation
These calls are queries concerning; Implementation delay, planned
activity reschedule and site preparation issue.
Network ‘The Network areas here are; the central system, Network failure and
Post Office Configuration, Link and Router failure,
‘Operations This includes access and user administration failure, POSS operation
failure, Reference Data issue and System Environment failure.
Other Includes central system - environmental failure - PO - consumable order
request - office environment failure ie. power - miscellaneous.
Reconciliation Reconciliation calls are in particular aimed at APS, Benefit Encashment
System (BES) EPOSS, Reference Data.
Security ‘One - shot password problems
Software Software errors included are; expected change not worked, system
message displayed on - screen , system operation has changed
unexpectedly.
NBSC Call descriptions
Horizon The majority of calls logged under this category are calls which are
proper to Horizon System Helpdesk. This category also includes
Horizon issues which the NBSC should deal with, for example - Bill
Payment, Banking, Cash Accounting, Reconciliation and Settlement ete,
Glient Counter
Procedure
This is transactional procedures including how to account for items and
how to perform the transaction.
Local Schemes
Contains details of clients for local schemes and transactions types
regarding these.
Office Process
This includes burglary, robbery, complaints, office closures, stock
shortages, power failures, industrial action, name badge ordering, safe
problems, health and safety issues etc.
Switchboard/
Inappropriate
Calis that are misdirected or proper to other sections
‘Transactions regarding charge accounts for electricity
Transactions regarding, charge accounts for gas
‘Transactions regarding charge accounts for gas
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