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@
BTTP / Enhanced Help and User Support (10.03)
Business Solution Design
Governance
Presented to: Senior User Forum Date of 02/06/2016
submission for
Approval:
Outcome: Option 2 approved for Solution Design
Outcome + Asingle Solution Design Document is produced to cover Enhanced Help and Support (10.03)
Conditions: and Branch Messaging (10.19)
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Contents
Management Summary 4
1.1. Business Problem 4
1.2. Drivers for Change 4
1.3. Summary of Findings 4
1.4, Recommendations 7
1.4.1. Impact on Core Operating Processes & Management & Support Services 7
1.5. Next Steps 8
1.6. Owner 8
2. Business Context 8
2.1. Background 8
2.2. Business Problem 8
2.2.1. Problem Statement 8
2.2.2. Current Mode of Operation Issues 8
2.2.3. Root Cause Analysis 12
2.3. Scope Boundaries 14
2.3.1. In Scope 14
2.3.2. Out of Scope 14
2.4. Problem Impact on Business 15
2.4.1. People 16
2.4.2. Process 17
2.4.3. Technology 18
2.5. Solution Constraints 18
2.6. Solution Acceptance Criteria 18
2.7. Key Stakeholder Needs 19
3. High Level Stakeholder & Detailed Requirements 20
4. Functional Use Cases ai
5. Recommended Option 21
5.1. Summary 21
5.2. Solution Outline 22
5.2.1. Pros and Cons 23
5.3. Timescale Outline 23
5.4. Budgetary Costs 24
5.4.1. Solution Implementation 24
5.4.2. Solution On-Going Service Delivery 24
5.5. Key Risks & Issues 24
5.5.1. Risks 24
5.5.2. Issues 25
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5.6. Next Steps 26
6. Considered Options 26
6.1. Overview 26
7. Appendix A - Glossary 27
8. Appendix B - Document History 29
8.1. Version History 29
9. Appendix C - Post Office Process Classification Framework 29
10. Document Control 29
10.1. Purpose 29
10.2. Reviewers 30
10.3. Referenced Documents 30
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Management Summary
1.1. Business Problem
On-line Help is currently not regarded as the first port of call for branches to resolve customer/product queries due to the clunkiness of the functionality
and the lack of a search engine. Branches default to ringing the NBSC. This results in:
1. A poor in-branch experience for customers as they wait for the postmaster to obtain the answer from the helpline.
2. Increase costs into Support Services as they manage high call volumes.
1.2. Drivers for Change
The Branch Technology Transformation Programme has made the decision to retain and evolve the existing Horizon functionality provided by Fujitsu.
Prior to this decision a procurement exercise was performed during which a number of requirements and improvement opportunities were captured and
shared with potential bidders. These, along with recommendations from Project Sparrow and the Branch Support Programme have formed the basis of the
driver for change and have been discussed in workshops with stakeholders and SME’s which has resulted in the requirements documentation being
produced (See Section 3).
The purpose of this document is to:-
« Ensure the business and programme stakeholders can:
o Clearly communicate to a technology service provider what the solution needs to do to satisfy the customer's and business’ needs
© Provide input into the design phase with the supplier
« Define the scope of the work package
e Detail the business requirements.
1.3. Summary of Findings
The solution should provide:
+ An intuitive search engine that enables the in-branch user to quickly get to the information they need therefore building the trust of branches in the
content and encouraging self-service
+ Organise information in such a way that it facilitates the smooth running of branches in recognition that branches are busy and their primary focus
should be providing excellent service to our customers.
+ The ability to publish information instantly (subject to internal approval) to ensure help content is current
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+ Strengthened business processes which ensure help content is owned and managed.
+ Management information down to branch and user level which allows an understanding of how help is being used
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Business Process } Gen
On line Help
Content
Content
Approval
On-Une Help
Content
Content
Publication
On-Line Help
Content
On-Line Help Ot-Line Help On-Line Help
Content Content I Content
Authoring Format Usage : MI
Help Content Governance(authoring/ approval) Help Content Usage MI/Audit
‘Ovnership within the business of content is poor Cumbercome Bupishin I + No management
Poor maintenance oF content imiparts dear PiOrace vig Fuitsy favigete fequired formation information or audit
‘confidence in ts accuracy New/revised help « No content differentiation by use drives calls into NBSC trail on usage of
Weal content approval piccess Gotiereectictadto =; = fole/bianch: Seach Wictionalty = ontine help
Ohte 4 Ween publishing.» fo rich medias content and limited and not user + No feedback on
cycle q limited formattinglayout option: quality/content
Opaaue version
controlling of content
a Content Governance- ae [Help Content Publication Help Content format : Mi /Audit
‘Clear business owners responsible for the accur@e Slicker publishing * improved and more flexible The introduction of Recording of user
‘of the content, and approval of any changes process which allows I content typestinciiding pictures tracking analytics by that viewed content
A solution that facilitates the business need for 3] content to be publisher hyperlinks te create much more bronch and user will tal and for how lng
fobuat and flecble governance of content directly by POL User friendly service fo estabiich ease of use Audit tral of when
Gace decendancy mapping © cncure all ovcasaQ> 41 content to hove Ability to have differentiated an earch engine oreline help 5
Updeted with the change transparant version tallorad help content by user roll functionality ensuring accessed
control and change and branch toe answers can be found User feedback shout
traceability I hale to continually
ft improve the service
shorteut functions
Ensures the most
popular information can.
be easily found
Requirements
On-Line Help I ’ i I
Content On-Line Help r On-line Help @ On-Line Help On-Line Help
es Content Content Content B Content
Aaoote Approval Publication Format : Usage
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1.4. Recommendations
4.4.1, Impact on Core Operating Processes & Management & Support Services
Customer Positive + Quicker responses in branch to resolve customer queries or complete transactions
compared to ringing through the NBSC. XX% of calls into NBSC are where the branch
has a customer waiting at the counter [ST - Awaiting figures from KD]
Cost Positive + Initial high-level estimate of 10 FTE savings if Online Help can be delivered alongside
product simplification and branch uptake of the self service options is encouraged and
supported by the business
Efficiency Positive + Simpler publishing and maintenance of Online Help content, including the ability to
(Simpler To Run) publish content instantly to branches
+ Utilising Online Help to actively assist Manager/Postmaster in the management of their
branch (e.g. using weekly task lists)
Controls Positive + Better control of Online Help content, with audit trail and approval for all changes and an
easily accessible archive to view content that was live at a particular point in time
+ Management information about Online Help usage at a branch and user level giving an
understanding of which branches are using the system, the areas which need
improvement and providing support on any potential mediation cases
+ Meets one of the Project Sparrow recommendations
1.5. Next Steps
Enhanced User Help and Support is one of the Candidate Opportunities that the BTTP wish to take into Release 1. This outline document will be presented
to the Senior User Forum followed by the Solution Design Authority for assessment and shall be a part of the Summary for Approval pack.
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1.6. Owner
This document is owned by Dawn Brooks who is responsible for approval of this document and all related feedback should be directed to them.
2. Business Context
There is an operational need to provide transactional and procedural information to support branches when completing their day to day tasks. It is
essential that branches have instant access to the information and answers can be quickly retrieved, especially if this is to complete a transaction whilst a
customer is waiting. The information must be kept up to date to ensure branches do not follow incorrect or out of date procedures, which may have a
financial impact on the branch.
2.1. Background
2.2. Business Problem
2.2.1. Problem Statement
On-line Help is currently not regarded as the first port of call for branches with customer/product queries due to the clunkiness of the functionality and the
lack of a search engine. Branches default to ringing NBSC resulting in a poor in-branch experience for customers as they wait for the postmaster to obtain
the answer from the helpline. This in turn drives cost into Support Services
2.2.2, Current Mode of Operation Issues
The following key issues have been identified within the current mode of operation:
(Please refer to the requirements documentation at Section 3 for full details)
I sige Recommended Priority
I J mitigation MoSCow
01 Lack of search functionality As there is no easy way for EUHAS-001 M
users to search on-line help to. EYHAS-002 M
find answers, they tend to 7
contact the NBSC for EUHAS-003 8 2.2.3. Root Cause Analysis
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Id Descript
02
03
System limitations to the way
Online Help Content is
Structured/Presented
Branch users can only access
Online Help via the Horizon
system
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information. This not only
increases costs at NBSC but
also impacts on the customer
journey times.
The way in which the content
is structured/presented,
makes it difficult for users to
find the solution they are
looking for.
Users are unable to search for
a topic but instead have to go
through a series of menu
buttons. It is not always clear
under which button, the
content lies.
The impact is on the customer
journey time whilst the user
frantically searches for
relevant information
Provides users with more
options to access help and
means other devices can be
used tp dind answers leaving
EUHAS-001
EUHAS-002
EUHAS-003
EUHAS-004
EUHAS-005
OZBWEBE
EUHAS-006
EUHAS-008
EUHAS-009
EUHAS-010
EUHAS-015
EUHAS-022
EUHAS-023
EUHAS-024
EUHAS-026
EUHAS-048
EUHAS-051
EUHAS-052
EUHAS-057
EUHAS-060
EUHAS-062
EUHAS-063
EUHAS-065
EUHAS-066
EUHAS-067
EUHAS-068
EUHAS-070
EUHAS-071
EUHAS-072
EUHAS-073
EUHAS-074
EUHAS-075
EUHAS-007
ZENAONZZZANANAWNNZWH ZNO ZANOWVZAWZVHVNDA
“One Best Way Delivering Change”
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04
05
06
07
Need to ensure that only
authorised users have access to
the data via Access Control
No link to the relevant Online
help content based on the
current screen/step in the
transaction
It is not possible for users to
download/print material in its
entirety
No robust Content Management
process
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the Horizon POS free for
serving customers.
POL operational instructions
are safeguarded
Integrated content
management process will
ensure appropriate quality
checks on content changes
and that it is delivered to
users in a timely manner
Slows down the speed by which
a branch can find the answer
which in turn increases
disruption to customers and
demand on Support Services
Prevents user frustration seen
with the current system
where workbooks can be
printed but have to be done a
page at a time
Currently there is little
governance around the
content and no way for users
to feedback on how
good/useful it is.
Integrated content
management process will
ensure appropriate quality
checks on content changes
and that it is delivered to
users in a timely manner
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EUHAS-007 M
EUHAS-011 M
EUHAS-037
EUHAS-049 M
=
EUHAS-012
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EUHAS-059
EUHAS-061
EUHAS-080
EUHAS-016
EUHAS-017
EUHAS-018
EUHAS-019
EUHAS-020
EUHAS-021
EUHAS-025
EUHAS-028
EUHAS-029
EUHAS-030
EUHAS-031
EUHAS-032
EUHAS-033
EUHAS-034
EUHAS-035
EUHAS-036
EUHAS-038
EUHAS-039
EUHAS-040 Ss
“One Best Way Delivering Change”
OZ ZZZZZTZZZEOBTAHVHVAAH ZHHVBHVzZZ
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EUHAS-041
EUHAS-042
EUHAS-044
EUHAS-045
EUHAS-046
EUHAS-047
EUHAS-055
EUHAS-076
EUHAS-077
EUHAS-078
EUHAS-079
EUHAS-081
EUHAS-082
EUHAS-083
EUHAS-085
EUHAS-086
EUHAS-087
EUHAS-088
08 i Lack of Management No analysis of help usage to EUHAS-027
Information/Tracking Analytics drive improvements to EUHAS-043
content and layout EUHAS-069
EUHAS-084
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ZBEOZZEONZZZTNNZTAOMNHHHZTZEHNH ZHHNOZZZTZZZTZZZONE
BUSINESS SOLUTION DESIGN ENHANCED USER HELP AND SUPPORT V2.0
09 Need an easy way to migrate to Allows easy transition of EUHAS-064 M
current help content across to
the new solution, but with the
flexibility to exclude where
content is to be rewritten
the new format
2.2.3. Root Cause Analysis
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The following improvement opportunities were identified at the start of the BTTP programme. These were provided by various users within the business as
suggestions as to how branch messaging could be improved.
Reference I Requirement
Area
10_154 On-Line Help
10.322 On-Line Help
10_323 On-Line Help
“10324 On-Line Help
10_325 On-Line Help
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Remote Access
Help - Best feature
made too slow and
complicated.
Help Search
Help tips
Help content
12 of 30
Detai
Ability to access transactions screens to enable guidance to be provided to users
on specific problems
This has to be the easiest feature to use so that the best support is available.
Search is useless.
An area of the screen should be dedicated to tips/important information on the
relevant transaction, for instance country specific mail rules, transaction
requirements etc.
Horizon Help is hopeless, merely typing out paper manual onto a computer does
not provide a useful help system. Replace with something similar to the many
wiki available online (you do not have to allow everyone to alter it) and use the
structure as a guide i.e. pages, the way they are linked and information is
presented.
“One Best Way Delivering Change”
Source
Managed Services Team
Mails - Pricing and
Acceptance
Branch User Forum -
Bhavna Desai (Relief
Spmr)
Branch User Forum -
Bhavna Desai (Relief
Spmr)
Branch User Forum -
Karen Goldthorpe
(Manor PO, Sheffield)
Branch User Forum -
Karen Goldthorpe
(Manor PO, Sheffield)
10_326
10_327
10_328
10_329
10_479
10_480
10_481
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On-Line Help
On-Line Help
On-Line Help
On-Line Help
On-Line Help
On-Line Help
On-Line Help
BUSINESS SOLUTION DESIGN ENHANCED USER HELP AND SUPPORT V2.0
Help page
bookmarking
Help prioritisation of
calls
Help navigation
Help Search
Horizon on-line help -
correcting errors
Horizon on-line help -
live chat link
Horizon on-line help -
split screen
13 of 30
Bookmarking of horizon help pages to allow clerks to return to a particular page
easily.
Ticket based/email help system for non urgent enquires direct through horizon.
Helpline Page — Requires overall updating and made more ‘user friendly’ (certain
processes need to be checked internally, for accuracy before transference of
data) A bookmarking facility would be helpful to aid easier navigation. In respect
of dangerous good procedure the information could be presented in an improved
format (on similar lines to RMDG3 Business booklet, which for instance uses a
table to show exceptions to the rule; in respect of electronic items containing
lithium batteries.)
On-line help is too long winded — can’t find what you are looking for e.g. stock
codes or answers to difficult mails questions. Need a search facility similar to
Google
Not very helpfull!
*needs more info about how to put things right rather than how to do the
transaction. If I make a mistake there is nothing that shows me how to correct it.
Not user friendly
*could be vastly improved with instant messaging or direct link to a helpline
advisor
Currently cannot read instructions and carry out the transaction
* need to be able to see both at the same time.
“One Best Way Delivering Change”
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Branch User Forum -
Karen Goldthorpe
(Manor PO, Sheffield)
Branch User Forum -
Karen Goldthorpe
(Manor PO, Sheffield)
Branch User Forum -
Karen Goldthorpe
(Manor PO, Sheffield)
Angie Gambetta (Clay
Cross PO)
FSC Issues Log
FSC Issues Log
FSC Issues Log
BUSINESS SOLUTION DESIGN ENHANCED USER HELP AND SUPPORT V2.0
10_666 On-Line Help Link to security Ops A security button on the main screen of the application which is an electronic link
Manual to the Security Operations manual as well as other related communications
should exist so that branch staff have the availability of the information that they
need to reduce the risk of fraudulent activity.
10_691 On-Line Help — Subspace Online Are there any plans to put Subspace online onto Online help/horizon so that it
can be viewed in branch?
Branch feedback shows a reluctance to view as have to use own PC in own time,
needs to be accessible in branch.
2.3. Scope Boundaries
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Security and Fraud
meeting with Chris Hardy
Anita Bravata
Branch User Forum Co-
ordination Manager
This document will detail the requirements associated with Online Help. Please note there will be a separate Business Specification Design Document which
will detail the requirements associated with Branch Messaging.
2.3.1. In Scope
The following aspects are in scope for Online Help:
. Content Management
. Look and Feel
. Accessibility
Ld Ownership
Each section of the new help solution will have a business owner, who will be responsible for creating and maintaining the content on an on-going basis to
ensure it remains up to date.
2.3.2. Out of Scope
This document will focus on the requirements for Online Help, other methods of getting important information to branches are not in scope therefore the
following areas are excluded from the solution.
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Branch Messaging
Grapevine text blasts and other communications
2.4, Problem Impact on Business
The following issues exist with Online Help today:
The help solution is not content driven i.e. if a user is having problems with a specific transaction / part of the system, the help is not completely
tailored to the problem the user is having. The current help solution isn’t contextualised sensitive help — i.e. you can’t search by key words - you
end up at a main menu from which you then have to select the correct topic.
There is no clear business owner for each of the sections of Online Help today (Changes not necessarily made to the exact request of the Product
Manager)
Branches don't use it because it's not user friendly
Unable to report on how help is used (to support with on-going training)
Not one version of the truth - various systems hold different information (Knowledge Base, Horizon Help)
Cannot view help / horizon at the same time
The current solution is not intuitive
Help is not updated consistently, many sections of help haven’t been updated for 12 months plus
No instantaneous publishing (requirement for real-time content management)
Can only change once a week, can only change a certain number of cases/characters/pages
The current browser doesn’t scroll. (We are only allowed text and images in the content pages (no scripting); the lack of scripting on the web pages
greatly hinders the development of a better user experience such as improvements to site navigation and organisation of content.)
Whenever changes are made to help content today they are not version controlled.
In order to view help within Horizon today, you have to abandon any transaction that you are currently doing and start the transaction again, once
you have exited help. This not only wastes time for the counter colleague but more importantly the customer.
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2.4.1, People
Counter Colleague:
¢ Not able to easily find the relevant information.
e Frustration at not being able to serve customers in a timely manner.
e Possible financial impact if out of date/inaccurate information is used to help them complete a transaction.
e No mechanism to feedback comments on the content or how useful it was in helping them.
Network Business Support Centre advisors:
« Cannot meet the SLA targets for answering calls due to high call volumes.
« Advise the branch to complete the transaction incorrectly due to out of date/inaccurate information.
Communications Team: -
* Can only update the content once a week.
« No clear ownership of the content so usually go the person requesting the change to sense check and approve the content, which may or may not
be the product owner.
Product Manager:
« No clear ownership of the content
e Some information on Online Help has not been updated since it was originally generated in 2009
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2.4.2. Process
End to End process for Updating Online Help Content
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2.4.3. Technology
2.5. Solution Constraints
Constraints on the required solution are: to be completed at next stage
Constrai Description
Timescale
Resource availability
Budget
Legislation or Regulatory needs
Technology framework/strategy
Company Standards
Security
Safety
2.6. Solution Acceptance Criteria
The following key success factors represent measurable criteria that will be used to evaluate the recommended solutions to determine a solution will be
acceptable to the business.
Measured by
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2.7. Key Stakeholder Needs
The key solution needs from the perspective of key Stakeholders are:
Stakeholder Name Role I Key Needs/Features of so
Angela Van Den Bogard Support Services
Kevin Seller Network
Paul Swanton Internal Communications
Beau Burton Training Lead
Shirley Hailstones Project Sparrow Recommendations
Kath Alexander Project Sparrow Recommendations
Sharon Rai SME
Pau Blackmore SME
Mark Horne SME
Kendra Dickinson SME
Sandra McBride SME
Shaun Turner Business Readiness Lead
Gayle Peacock Product Owner
Angela James Product Owner
Jonathan Knox Product Owner
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3. High Level Stakeholder & Detailed Requirements
bie the high level aquirements to be
re
ments,
ment is defined
is racomm:
that each req
The 1 of all the raqui
ments, which were
<Insert completed Business Requirements here>
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4, Functional Use Cases
This section defines the functional requirements in terms of the system actors and outline use case/functional descriptions.
Use Case
Templatev1.0100915.
<Insert completed ‘Use Case’ document here>
5. Recommended Option
Option 2 - Build new hosted service
5.1. Summary
+ Best fit against requirements
+ Architecturally the same solution as that already signed off by SUF 20" May for Branch Messaging
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+ Strategic fit with STRN — moves help content outside of Fujitsu ‘walled garden’
+ Help content accessible on external devices
+ Integrated content management approval and publishing workflows
5.2. Solution Outline
+ Principle of this option would be to develop connectors that would enable Horizon to consume the SaaS taking advantage of a wider set of features.
An integration layer would be developed that reduces dependence on a specific SaaS solution and therefore lock in.
Horizon Cloud
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5.2.1. Pros and Cons
This option has the following advantages and disadvantages in relation to solving the business problem and delivery against the high level business
requirements.
wn
2.1.1. Solution Pros
This solution has the following advantages:
- Solution can be used to deliver on Enhanced Help & Support and Branch Messaging
- Straightforward to separate should PO wish to replace Horizon.
- Supports STRN goals
- Flexibility in content presentation to branches
- External device access to help content
- Integrated content management tool (e.g. Magnolia) would support all approval, authoring, publishing and content ownership requirements
- Supports differentiated content (dependency on user management to deliver this)
5.2.1.2. Solution Cons
This solution has the following disadvantages:
+ Not as feature rich as social media solution, particularly in terms of two way engagement and collaboration
5.3. Timescale Outline
<Insert Implementation Plan and Summary> THIS SECTION WILL BE COMPLETED FOLLOWING DELIVERY OF FULL SDD
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5.4. Budgetary Costs
<Insert Budgetary Costs>
5.4.1, Solution Implementation
The estimated costs for implementing this solution will be <> given the following assumptions <>.
THIS SECTION WILL BE COMPLETED FOLLOWING DELIVERY OF FULL SDD
§.4.2. Solution On-Going Service Delivery
The estimated year on-year costs for using this solution will be <> given the following assumptions <>.
THIS SECTION WILL BE COMPLETED FOLLOWING DELIVERY OF FULL SDD
5.5. Key Risks & Issues
5.5.1. Risks
I Description Impact I Likelihood I Severity I Recommended mitigation Status
Ls 1-5 1-25 (Open,
Closed,
Deleted)
ROL With enhanced HELP, it will only have 3 5 15 There should be focus on the project transaction journeys as part Open
some impact on the calls into NBSC of the evolvement of Horizon which would help mitigate against
this risk.
and will not tackle the problem why
the branch is ringing in in the first
place.
RO2 There may be cultural issues adapting 2 3 6 Effective training of any new help solution to help mitigate Open
to a new online help solution as they against this risk.
has been such a reliance on NBSC
helping the branch colleagues out in
the past.
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RO3 Information remains out of date.
RO4 No Ownership of help content.
RO5 Fujitsu, may not be able to deliver the
improvements required to either the
help functionality or the transaction
processes, or the risk that the
development costs are not
justified/benefits can’t be quantified
Key:
Category Low
Impact
Likelinood
Severity (Impact x Likelihood =)
5.5.2. Issues
Id __I Description
I
Impact
THIS SECTION WILL BE COMPLETED FOLLOWING DELIVERY OF FULL SDD
5.6. Next Steps
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S
5
5
25
15
10
As part of the move to the new help solution, all current help Open
content will be re-written by the product owners and Risk 04
below will help to mitigate the content going out of date.
Each section of help on the new solution will have a dedicated Open
business owner who will be responsible for ensuring the content
remains up to date. New Operational procedures will be put in
place to ensure this happens.
Once this BSD has been signed off by the Senior Sign-Off
stakeholders there will be a session organised with Fujitsu to
discuss our requirements.
m High
High
Likelihood I Recommended
(H, M, L) Bern
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Initiate solution design phase
Refine benefits associated with solution and complete business case
6. Considered Options
This section provides a summary of other potential options considered.
6.1. Overview
The study considered the following options and their relative pros and cons:
Name Description Pros Cons
Option 1 Centralisation of help + Server side search functionality + No access to help content via non-
+ (HING-A Model) - Centralisation of would improve branch ability to Horizon POS devices
help content - resulting in quicker find information quickly + Content remains within the
publishing of content to branches + Centralisation of help content will Fujitsu domain so no alignment to
+ Enhanced search facility result in quicker publishing out to future strategic goals (e.g. STRN)
branches + Does not address content
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+ management workflows
Option 3 Social media based solution - existing off the + Free upgrades + Overspecified against
shelf package (e.g. Google, Yammer, Blue + No penetration testing likely to be requirements
Kiwi) required + The cost model may make a
+ Most feature rich and modern «The service would offer other solution prohibitively expensive
solution benefits such as integration into + Upgrade schedule out of POL’s
+ Meets all requirements, but Head Office systems. control and likely to costly from a
potentially over specified for POL «Provides a mechanism for testing and integration
+ Ongoing costs likely to make solution improving engagement and perspective
prohibitively expensive collaboration with branch staff + Restricts POL to taking the
+ Built in social media features like features that are already there,
live feeds, ‘like’ and ‘follow’ or in the pipeline. Given the
buttons bespoke nature of some of the
requirements the mapping may
not be 100%.
7. Appendix A - Glossary
This section lists all terms used in this document.
Meaning
AML Anti Money Laundering
AP Automated Payment
‘AP-ADC Automated Payment Advanced Data Capture
BRL Business Readiness Lead
BSD Business Specification Document
erie Branch Technology Transformation Programme - the programme for the delivery
of the Front Office Application
Case Generic term for a discreet piece of self contained help content
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Clerk The merchant of the product or service at the Post Office counter
CRB Criminal Records Bureau
Consumer The user of the product or service acquired by the Customer
Content Generic term used to describe the information contained within the help solution
Counter Past Offies Counter where a product or service is acquired by a customer from a
Customer The acquirer of the product or service
DVLA Driver and Vehicle Licencing Authority
EPOS Electronic Point of Sale - the Front Office Application at a Post Office counter, or
Electronic Point of Sale - item
FAQ Frequently Asked Question
FOA Front Office Application
FSC Financial Service Centre - Branch Accounting and Client Enquiries
GIF Graphics Interchange Format
HTML HyperText Markup Language
Item The product or Service being acquired by the customer or used by the consumer
JPEG Joint Photographic Experts Group
MagCard Magnetic Swipe Card
MOV Apple Quicktime file format
NBSC Network Business Support Centre - the internal helpdesk for Post Office branches
PDF Portable Document Format
PNG Portable Network Graphics
POL Post Office Ltd
POS Point of Sale
SME Subject Matter Expert
TIFF Tagged Image File Format
wmv Windows Media Video
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8. Appendix B - Document History
This section records the version history of this document.
8.1. Version History
Version Date Change Details Author
0.1 08.04.2016 Draft version created Jane E Smith
0.2 11.04.2016 Information added to section 2 Jane E Smith
0.3 13.04.2016 E2E solution and publishing Visio diagrams added Jane E Smith
v1.0 15.04.2016 Final version for submission to SUF Jane E Smith
Viel 10.06.2016 Updated Section 5 with preferred solution and other I Angela Saul
options considered.
V2.0 20.06.2016 Changed name/version to V2.0 at request of BTTP for I Angela Saul
consistency and added version number to header
again for consistency.
9. Appendix C - Post Office Process Classification Framework
<To be advised>
10. Document Control
10.1. Purpose
This document presents the findings of the study into <>.
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10.2. Reviewers
Name Job Title Date Completed
Sign off
Peer Review
Reviewers
10.3. Referenced Documents
Title Version Date Document Ref. Location:
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