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THE POSSIBILITIES ARE INFINITE FUJITSU
Post Office Account, CS Staff Briefing.
Martin Riddell
6" May 2004
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Agenda FUJITSU
> Organisation.
> Corporate Red Alert (CRA).
> Employee Opinion Survey (EOS).
> Q&A.
Post Office Account, CS Staff Briefing, 6" May 2004, Martin Riddell
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Fujitsu Services Focus, Mission, Operation FUJITSU
We have been focused on delivering IT Infrastructure Management Services
“Our belief is that modern IT Infrastructures facilitate business tra
We are expert in managing the most complex IT infrastructures,
cost and efficiency benefits and providing the basis upon
processes and systems can support future busines
> We design, build and manage our custof e
Data centres; Networks; Workgroup
> ...Through a choice of relationships:/f
Professional Services; Infrastructure PI
> ... Where we can act as: Prime Integré
; Maintenance;
* Alliance Partner; IT Sub-contre
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Fujitsu Services — Key Achievements 2003/04 FUJITSU
>» Major New Business wins:
— Aspire Inland Revenue win with CGEY
displace EDS
— NHS Southern Counties
—- DVLA Successful migration from EDS
— British Midland
— Marks & Spencer contract renewal
> Merger of Consulting and FTSI
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Fujitsu UK Organisation FUJITSU
Richard Christou
Executive Chairman
David Courtley
C.E.0
Tim Gibson Roger Gilbert Peter Hutchinson
UK Public Sector
UK Commercial UK Central Goy
Business c.
Jack Noble
Core Services
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Commercial Organisation Structure FUJITSU
Tim Gibson
Director
Financial Services lan Lamb Telcos, Utilities &
Retail & Travel Post Office Account Manufacturing Integrators
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lan Lamb
Account Director
Julia Andrews
Executive Secretary
Post Office Account Management Team
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Jacqui Zanetti
Colin Lenton-Smith [iti
Director,
Commercial
a
HR Manager
Liam Foley Peter Jeram
Director, Business System Integration
Development
Richard Escobar
Financial Controller
Martin Riddell
Director,
Director
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Customer Service
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Post Office Account — Our Goal FUJITSU
>» To enable our customer to achieve their business goals, assisting them
to transform their operations through the exploitation and development of
their I.T. infrastructure.
— To be the supplier of choice for Post Office.
— To be a great company to do business with.
— To bea great company to work for.
Post Office Account, CS Staff Briefing, 6" May 2004, Martin Riddell
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System Integration FUJITSU
Consultancy/Architect
Requirements/Solutior
Software Design/E Vi
System
Integration
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System Integration Life Cycle FUJITSU
= RELEASEMANAGEMENT ___:
RASD :
\BUSINESS = CUSTOMER)
DEV : SERVICES —
I: DEVELOPMENT I F
as - PROGRAMME OFFICE foo
PROGRAMME ASSURANCE :
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Post Office Account
System Integration Directorate
Peter Jeram
Jan Holmes
Director, ei
System Integration ,
Programme
Assurance Manager I
Fe)
FUJITSU
Dav Purewal
PA to SI Director
Mike How Graham Chatten
Director, Programme Office
IT Road Map Manager
I I an
Tony Drahota Alan D’Alvarez Programme/
Director, RASD Director, Release
Delivery Unit Managers
Gill Jackson
Ei.
Bill Reynolds
Core Services oN af Phil Brown
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Post Office Account Programme Office
Graham Chatten
Programme
Office Manager
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Annette Campbel
Programme Offic
Assistant
3; ‘ Ken Westfield Alex Nicholson : Steve Parkinson
Configuration Change & PO Document Post Once Recount Planning Unit Stephen Rotondo
ManagementI I quality Manager Manager PCO
y
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Post Office Account
Requirements Architecture & Strategy Development
Tony Drahota
RASD
Director
Architecture & Tech.
Strategy
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Analysis
Requirements &
Design Authorities
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Infrastructure Design
& Development
Architecture Lab.
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Post Office Account Delivery Unit FUJITSU
Alan D’Alvarez
Director,
Delivery Unit
David Johns
Janusz Holender
Design & Test Design Authority
Deirdre Johnson
Finance
Kevin Watson Roy Birkinshaw Pete Dreweatt Mike Anderson
Design PM Development PM Test PM Support PM
Mark Taylor Debbie Richardson
Development
SV&l Manager
Manager
Tony Heath Sheila Bamber
Development
RV Manager
Manager _ ,
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THE POSSIBILITIES ARE INFINITE FUJITSU
POA Corporate Red Alert Update
Martin Riddell
29" March 2004
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AGENDA FUJITSU
Background
> Post Office Concerns
> Approach
> Activities 8-29 March
> Initial Conclusion
Key Actions
Organisation and Manpower Review
Service Resilience and Recovery Catalogue
Service Enhancement Register
Culture of Continuous Improvem
What Next?
Progression to Amber Alert
Summary
W
WV
Vi WV
VV WV
W
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BACKGROUND FUJITSU
V
2003-Contract renewal and Network Banking, start of on-
line transactions
> July 2003 - Outage of 17 large branches
27 October 2004 Corrective Action Plan @
>» February 2004-900 branches down-VPN issue
> 3 March 2004 Awayday —
8" March 2004 Corporate Red Alert
WV
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Post Office Concerns FUJITSU
V
Too many avoidable outages - FJS seen as not in control
Handling of outage not efficient (timeliness, availability of
impact etc)
Culture of reactivity rather than pro-activity - 'seas¢han
required
Driven by SLT’s rather than by business im a
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Approach FUJITSU
> Raise CRA-visibility and resources
> Alert team put together-corporate representatives
> External(to POA) initial audits of service-ide
areas to concentrate on and quick wins@
>» Focus on improvements within curre
on IT Roadmap j
> Continuous improveme
one-off exercise
change not
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Activities 8 March-29 March FUJITSU
Vv
> Organisation and Manpower Re
> Continue to focus on day tod
Corporate Alert team established, including FJ Japan.
Mixture of FJS staff and POA staff
Led by Senior Architect and Project Manager
Daily progress reporting to David Courtley
Initial audits on key parts of operation
Total Project Review carried out for FJ Japan.
— Enhanced monitoring ons
— Debit-card task-force
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Initial Conclusions FUJITSU
>» Increased demands on staff, processes and tools in managing on-line
service leading to focus on management of day-to day issues rather than
culture of continuous improvement and innovation.
> Improvements needed in end-to end management of service outages.
No operations-wide view of service vulnerabilities and pre:
documented actions associated with return to service
> More focus is needed in defining and developing the)
required for effective management of an on-line se
>» Processes good but need to be more i _andIthey need to be less
complex in some areas.
> Need more cohesive structure a
to assist in driving service chan
ational toolse
ice enhancement /
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Key Actions FUJITSU
> Organisation changes
Development of Service Resilience and Recovery
Catalogue
Implement Service Enhancement Register
Implement more cohesive processes [
> Encourage culture of continuous improvemen
V
Post Office Account, CS Staff Briefing, 6" May 2004, Martin Riddell
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Organisation and Manpower Review FUJITSU
V
Ops and Support becomes Infrastructure and Availability
Management.
More focus on Technical Management
Dedicated Problem and Availability Managers
Business Continuity heads increased and
and Risk. Emphasis on forward planning
Additional Service Introduction reso rce > to snsure more
involvement in solution lifecyolé :
Organisation changes in
single ownership of Infrastructure delivere nd better I
interface with Customer ce
Post Office Account, CS Staff Briefing, 6" May 4, Martin Riddell
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Customer Service Organisation FUJITSU
MARTIN RIDDELL
Service Director
RICHARD BRUNSKILL PETER BURDEN
Infrastructure Services Manager Operations and Support Manager
REG BARTON,
Service Introduction Manager
BILL MITCHELL
Security Manager
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New Organisation FUJITSU
Service Director
M. RIDDELL
T 1
I
ructure & Avattabi I Business Service Mgt. I I Service Introduction I I Security and Risk I
Menger R. BRUNSKILL R. BARTON B. MITCHELL
DATA CENTRE & (— FUTURE SERVICE)
OPERATION HSH [ PLANNING SECURITY
(TBA) (TBA)
NETWORKS ( G
ENGINEER & INTRO.
(TBA) (TBA) ITY
ROLLOUT &
SERVICE AVAILABILITY L OBC(BRANCH) I IMPLEMENTATION NESS
RELEASE MANAGEMENT OBC(PRODUCT)
a
SUPPORT RECONCILIATION
IANAGEMENT
PROBLEM MANAGEMENT.
Qe SSSSSSSSSSSSMMM
—————_{
MIS
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Service Resilience and Recovery Catalogue FUJITSU
Vv
V
V
WV
V
Identify possible points of failures and highlight current and
potential mitigations where appropriate
Documents actions and responsibilities wnen outages
occur
Pulls together information residing in vario
organisation
Single source available to all communities
Impacts and return to servic ocumented-more I
rapid response. I
Puts emphasis on return t
Continues to be maintaineé
Web-enabled
or new releas
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Service Enhancement Register FUJITSU
> All service enhancement ideas captured, assessed and
implemented where appropriate
POA-wide
Input from Post Office Se
No major redesigning-looking for quick-meditim t rm wins
> Encourage through local incentives and object
> Update/Review at SMF }
V WV
Vv
Post Office Account, CS Staff Briefing, 6 May 2004, Martin Riddell
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Service Enhancement Register(examples) FUJITSU
DES-03 Improve X-25 problem diagnosis
DES-06 Refine Tivoli events
DES-11 Replace satellite
DES-12 Redefine escalation triggers a
DES-15 Improvement in Streamline interface
DES-26 Implement ‘Resilience on Demand! y
PRO-4 Additional resource withimGS. I
PRO-19 External network man igeme
Vv
VV Vv Vv
Vvv
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Culture of Continuous Improvement FUJITSU
> Not one-off exercise. Continued drive to ensure culture of
continuous improvement
— Additional staff and drive to eliminate activities that do not directly
benefit business will result in more time to look ahead
— Personal objectives more focussed on personal c
quality of service and service improvement initi
— Service Enhancement Register will give visibilit
good ideas I
— Re-introduction of Value in Peo
recognition of service improv
— Focus on all joint forums in
d progress of all
) give POA staff
usiness benefit
Post Office Account, CS Staff Briefing, 6" May 2004, Martin Riddell
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What is next FUJITSU
>» Continue to populate SRRC
> Continue to identify and implement Service Enhancements
> Meeting with Post Office to go through initial list
>» Recruiting happening now. Organisation changes when ke
recruited
> External alert team continue for 3-5 weeks
> Network enhancement work through JAF
— Satellite removal
— Additional network resilience
>» Now part of Total Project Review,
on progress of improvements /
> BSI 15000 Self -assessments
improvements
Specific network management al
apan-report regularly .
dening April/Junest ofe.potential
Post Office Account, CS Staff Briefing, 6 May 2004, Martin Riddell
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What is next(con’t) FUJITSU
> External best-practice benchmark Summer 2004
> Continue engagement with Post Office
— Agree business impacts with Post Office and add to Service
Resilience and Recovery Catalogue
— Joint work on Service Enhancement Register
— Future SMF’s will focus on service improvement/initia V
parties
— Operational Forums will concentrate.on
ervice improvements
Post Office Account, CS Staff Briefing, 6 May 2004, Martin Riddell
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Definition of Alerts FUJITSU
>» ALERT
— A problem that has been escalated for senior management attention
because it is deemed sufficiently serious to threaten the normal
business relationship between the customer and Fujitsu
> Red
— Situation of extreme customer dissatisfaction or @ ? .
Management attention and deployment of resources at corporate
level that requires focus to bring an event under Control.
> Amber
— Situation of customer dissatis
Business Unit level or whe
but may still require corpo
ions are in plac
Post Office Account, CS Staff Briefing, 6" May 2004, Martin Riddell
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Progression to Amber Alert FUJITSU
> Criteria for progression to Amber
— Resourced plan in place that includes
— Organisation changes
— Development of Service Resilience and Recovery Catalogue
— Current corrective actions
—Actions from initial BS! 15000 audits,
> Criteria of closure from Amber
— Completion of Service Resilience and Recovery ¢
— Milestones for first 2 month of plan
— No ‘unexpected’ service outage
— Outage not addressed in S
— Return to Service Actions
— Mitigation actions to pres
— Post Office Ltd satisfied th
and mitigate against servi
ice with SRRC
tage did not work
reasonable steps
ge (
Post Office Account, CS Staff Briefing, 6" May 2004, Martin Riddell
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Recommendation to Progress to Amber Alert FUJITSU
> Red Alert required to raise visibility, obtain resource for
initial activities and produce plan.
> Plan now in place and actions in progress.
> Visibility will continue-weekly corporate reportings
> Return to Red Alert if insufficient progress in’ plan.
Post Office Account, CS Staff Briefing, 6" May 2004, Martin Riddell
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Summary FUJITSU
> Impact of on-line services not fully appreciated by Post
Office Ltd or Fujitsu Services e.g.
— Impact of any branch outage, frustration and lost business
— Service implications e.g. branch visibility of any data ce
network problem.
>» We are now in catch-up and are addressing
enhancements and improvements to currel
Roadmap y
> Post Office Ltd concerns take
> Plan is in place and in pro,
» Focus is on identifying img
Emphasis is on culture of'
hrough
ervice and I
Post Office Account, CS Staff Briefing, 6" May 2004, Martin Riddell
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EOS Actions FUJITSU
Post Office Account, CS Staff Briefing, 6" May 2004, Martin Riddell
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FUJITSU
Post Office Account, CS Staff Briefing, 6" May 2004, Martin Riddell
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FUJITSU
THE POSSIBILITIES ARE INFINITE