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Business Service Management Service Reporting
Horizon Programme
Business Service Management
Management of the Live Environment
Report No 33 - May 2000
Richard $ Butler/
Danny Co.
12/06/2000 Issued
‘Adele Kilcoyne
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POL-BSFF-0220473
Business Service Management
CONTENTS
1.0 Purpose
2.0 HSH - Half Yearly Statistics
2.1 Percentage breakdown of calls over 4 weeks
‘2 HSH breakdown of call figs for May
3.3 Pie chart to show % of calls per category
ZO NBSC - Half Yearly statistics
3.1 Regional Helpdesk calls
3.2 Perventage breakdown of calls over 4 weeks
3.3. NBSC breakdown of calls for May.
3.4 Pie chart to show % of calls per category
3.5 PO Customer Management (Tiet 1)
3.6 Tier I incidents resolved in April
4.0 Transaction Processing
4.1 Extra staif required in TP
4.2 Overall c/a learning curve for CLASS errors
43 Forecast Increases in Emors
4.4 Level of manual amendments on a paper copy of the electronic cash account.
5.0 TEP. Interface
6.0 Outlet Systems Group Summary
6.1 HAPS
6.2 EPOSS
7.0 Problem Management
7.1 Volumes of PONU Problems
7.2 Volumes of ICL Pathway Problems
7.3 Problems open for 6 months & update:
7.4 Problem Management CSF"
7.5 Graphs showing problems over 6 Months
7.6 Percentage split between ICL & PONU Problems
7.7 Ownership of PONU problems by Business Group
7.8 Levels of Service affected by current open problems
7.9 Revaluation Problem Update
8.0 Non Conformance
9.0 Non Polled Offices
10.0 Change Implementation
10.1 Impact of Change Implementation over 4 months
“Appendix A - Definition of terms
‘Appendix B - Call type di
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Reporting,
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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 process.
The Horizon Service Review Framework provides a basis for improvements
on Service failures to be progressed.
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Business Service Management Service Reporting,
2.0 HORIZON SYSTEM HELPDESK:
Source : Richard Butler : Business Service Management
Total V's Average calls to HSH over Half Year.
10000 18
000 16
8000 te a
z
7000
3 6000 &
Fs oor
$5000 2
2 og 2 [Tm Average cals HSHI
& 4000 Fr
2 8
06
3000 i
2000 oa
1000 02
ore as’ ‘sg’ gs .
2 $$ 2 2? 2 8 2 Fe _yra
s 2 8 § &§ 8 8 & €* 8" &
2 egze#e# ars ~
z S a € &
DATE
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Business Service Management Service Reporting,
2.1 Percentage breakdown of Calls for May.
Source : Richard Butler : Business Service Management
100%
90%
@ Network
80%
O Security
70%
@ Software
60%
0 Other
50%
Cash Account
40%
Operations
30%
& Implementation
20%
@ Hardware
10%
@ Advice and
0% Guidance
1-7 May 8-14 May 15-21 May 22-28 May
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Business Service Management
2.2 Number of calls to HSH and breakdown of categories for May.
a ‘alas I avenge] teal] Average
Eq. Ba. Es
reMtay I ote fe I 98'May astvay I ttccwe I "220" I cite ny
TM ‘vay_I Stay _I 22 vay
EEE CCT TO 5 ED
Tari 7 a a To
Teplenaiao a ea
Naa a or ar
a a a
ta —I 008 I 8 08s} 0 1090] as
— a 7 a
a I tor ar
a oC TC I 0s as}
Ca oat SI te I i} 0 te} 0
Tora carts —[ ait] aa [ar 367 as [a]
TIIGRATED A] 8 NR oo
mers
Breakdown of call stats for May 2000
400
00
seco
200
2000
I Tar Cte wis ov0500
1500 2 Total cats we os0s.c0
m Tota cats we 180800
1000 m Total cats w/e 2008/00
0
Q
ge 5 £ 2 8 § 2 8 £
622 286 § 3 f §
See EE eb §
I t ° i 3
: E a
a
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Business Service Management
2.3 - Pie chart to show percentage of calls per category for April & May 2000
Breakdown of Total Call Stats for April.
Cash Account
a Advice & Guidance
37%
Softw are
18%
Securty
1%
11% ‘Giratina Implementation
13% 3% Hardware
Netw ork 5%
1%
Breakdown of Total Call Stats for May
Cash Account
10% ‘Advice & Guidance
Software Lod
16%
‘Securty
1%
Other
11%
Inplerentation
Operations
pie Network 3% Hardware
1% 5%
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Business Service Management Service Reporting
3.0 I NETWORK BUSINESS SUPPORT CENTRE.
Source : Richard Butler : Business Service Management.
Total v's Average calls to NBSC over Half Year
12000 18
16
+0000
14
8000 12
Fs Fy
3 5000 1 8 femme Totes
g og £ [-—Av.calss per outet!
fs s
2
4000 06
oa
2000
02
one 0
BRSRRREREESESSESESES ERE SERRE
BeRSRRSSESR ERE RE EE ERE8
eresegeggst®egsseess 22 F555 5
Ss ese esse xr FageRreeer*gRFrasyg
S gers pitfgeoage eta SPs
s eo FRR =
Date
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Business Service Management Service Reporting
3.1 Calls to Regional Helpdesks.
(cource : Chris Harker)
Total v's Average calls to the Regional Helplines.
30000
25000
20000 8
z =
3 3 I =m calls Received
2 15000 2
= B I ——averace caus,
i ouTter
3 £
2 10000 E
=
5000
°
EERE SEER EES
ee2282 25282228
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POL-BSFF-0220473_0008
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Business Service Management Service Reporting,
3.2 Percentage breakdown of calls to NBSC
Source : Richard Butler : Business Service Management
Percentage Of Calls Made to NBSC broken down by Category
100%
Other
90%
80% Office Process
70% @ Client Counter Procedures
2
‘3 60% Local Schemes.
5 50
2 50%
g O Switchboard Calls
SB 40%
> § Horizon
30%
20%
10%
0%
1-7 May 8-14 May 15-21 May 22-28 May
Week Commencing
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Business Service Management
3.3 Number of calls NBSC and breakdown of calls for May period.
walls per walls per walls per calls per
office we w/e office wie office we
1705/0 3/05/00
Horizon 4054 070 3527 O57 3007 056 3556 O52
Client counter DA U5T 25 os 3058 047 3S Tae
procedure
Local Schemes EJ Tor Te oor EJ Tor Te om
Olfice process 108 02 137 Oz Ta 1 Ta oa
Switchboard” cd 02s Ta zy 7390 om TB ey
‘Complaints 5 Ts 105 07 B Dor 76 Tor
Utilities/ or S oor a Dor ® Dor
Electricity
Utilities / Gas B 00 w oor 36 Dor 36 Tor
Utilities/ Water w 100 B 0.00 @ 00 B 700
TOTAL CALLS I _10577_I 180 50 1 cal 730 Ed Ta
MIGRATED NA 3565 NA Grey NR 5 NR coy
OFFICES
“Top ten categories for Switchboard calls in May
a
4500
Breakdown of calls Stats. to NBSC
4000
3500
3000
2500
2000
1800
+1000
Horizon
CClent counter
fm cals per office w/c01/05100
cals per office w/c08105100
i cals per office w/c15105100
cals per office w/c 22/05/00]
‘procedure
Local
‘Schemes
Office
process
Complaints
Utities/
Blectrcty
lites / Gas
‘Switchboard
Category
Ubities/ Water
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Business Service Management
3.4 Pie chart to show Monthly breakdown of calls to NBSC
Breakdown of Calls to NBSC in May 2000
Complaints ULities
‘Sw tchbvoard te ee
14% Herzon
26%
Office process
18%
Local Schemes
1%
‘ent counter procedure
21%
3.5 Post Office Customer Management Tier 1
NBSC- Incident Resolution - Month of May
Tine] 0-18] 15-30] 05-1] 1-15 15-2 ]2-3 ]3-4 I tha-1 I day] 7
takento I Minutes I Minutes I Hour I Hours I Hours I Hours I Hours I Day I 1week I Week+
resolve
TierdI 843 I 25 I 24 [18 [I 1 I 16 I 12 I 37 I 14 I 0
Tier2I 284 [ 289 I 202 I 56 I 37 I 28 I 13 I 57 I 29 I 1
NBSC CSF's
Measure ‘Target_[ FEBRUARY I MARCH [APRIL May
End Users (Quantitative) % % % % %
Calls answered within 15 35% 86% 39% 36% 79%
seconds
%Calls answered <1 minute I 95% 36% om 3% rad
Overall % Abandoned 5% 3% 2% 3% 3%
% Incidents resolved at Tier 1_I 75% QR 6a% 68% 69%
‘The Graph shown over the page shows that tier 1 achieved their SLA’s 3 times during the month of May.
This however have been due to the number of similar calls taken on revaluation during the month of May.
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(Commented [RL1]: )
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Service Reporting,
Business Service Management
3.6 Tier 1 Incidents resolved in May
(see Appendix A for definition of Tier 1/Tier 1 Admin)
of Incidents Resolved by Tier 1 between 01/05/2000 and 31/05/2000
Percenta;
100
o00z 0/16
007 /s0/0
noe /s0/
one /so/ a
noe /s0/s%
one /so/z
cn0e/s0/
onne/so/e
cone iol
onnz/so/e
onnz/so/er
007 0/8
onnz/so/a.
o00e 20/91
on0e/s0/st
noe /s0/et
onne/so/er
cooe/so/
on0z/s0/or
one/so/@
conr/s0/0
on0z/s0/0
on0e/s0/20
on0e/s0/10
on0e/s0/00
one /s0/00
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POL-BSFF-0220473_0012
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Business Service Management Service Reporting,
4.0 Transaction Processing
Information supplied by Lynn Kelly
Extra Staff Required in TP
EE CL TI
[Original Forecast %0 I 100 I 200 I 270 I 320 I 360 I 360 I 370 I 380 I 350 I 360 I 380 I 260 I 310 I 320] 270 I 190] 150] 70 I 40 I 20
Latest Forecast 34.0 I 36.0 I 37.0 I 380 I 38.0 I 36.0 I 380 I 32.0 I 340 I 330 I 290 I 210 I 150 I 100 I 60 3.0
Actual 6.0 9.0 17.5 I 24.0 29.0
* Figures stated are for the beginning of each month
Comments.
- First tranche of staff in post to cope with the increased number of errors from Horizon offices. Internal staff placed on a panel and allocated to individual teams for clearing the
increases up to May 2000.
- Although recent weeks have produced a high number of errors for Horizon and manual offices and the length of the learning curve has increased, the latest forecast of extra staff
numbers are now in line with the original forecast by applying the average error clearance rates achieved in the last 6 months
- More staff wil 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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POL-BSFF-0220473_0013
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Business Service Management
Service Reporting,
Errors
Por Office
A.Comparison of TP GLASS Error Learning Curves
o4
o2
oo
+ 209 4 8 6 7 8 9 0 1 2 19 MH 45 M6 47 18 19 20 2 Be
weeks Aiter conversion
a m7 mm 2B 40
- 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 tail of the learning
‘curve 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 i ai 5 4 5 $
CLASS Errors Latest
ty (wks 460g I 44 I 150 I 163 I 156 I 147 I 143
Onginal
(whe stag I 182 I 186 I 163 I 156 I 158 I 148
‘Notes
Average number of errors produced for Horizon offices based on CBDB data for the last 15 weeks (weeks 46 - 08).
'- 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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Business Service Management Service Reporting,
43
extra Errors
nor Wce 2. Forecast Increase In CLASS Errors at Horizon Offices,
Original Forecast uses Live Trial \ National Roll Out info as at start of January 2000
- Latest forecast based upon learning curve calculated from CBDB data for wooks 46 - 08, with the learning curve
lextending for 26 to 30 woeks before Horizon offices retum to / below the manual baseline.
Actual Errors for weeks 2 to 08.
Week 02] Waek0s I Week 04] Week 0S I Week 06 I Week 07 I Week 0s
]3-Apr-00 I 70-Apr-00 I 17-Apr-00 I 24-Apr-00 [01-May-00 [08-May-00 I 15-May-00
INo_of Horizon Errors o27 I 6360 I 7205 I e213 I 006 I e388 I asd
io of Horizon Offices ‘471g I 5044_I —5370__I 5564 5801 6.107 I 6.413,
[Errors Per Horizon Office I _1.47 726, 7.36, 748, 7,50. 7.37 733
‘Comments
I- Longer learning curve causes latest forecast figures to be greater than original forecast
I Latest Forecast drops below the manual baseline In Sept 2001 because of the fall In Misbalance errors as @
result of Horizon,
sey90,
sees
sonree I
see
atveo!
atv. I
sien.
ater!
fon-io
soyee0
fone,
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6
POL-BSFF-0220473_0015
Business Service Management
Service Reporting,
4.4 Level Of Manual Amendments on Paper Copy of Electronic Cash Account
MAY- [JUN- [JUL- [AUG [SEPT- [OcT- [NOV IDEC- ]JAN- [FEB- [MAR- [APR I MAY-
99 99 I 99 I -9 I 99. 99 I-99 I99 [oo [00 __ I 00 -00 00
Number of 307-«((413—*[378 [204 [43/4056 [1515 [740 [377 [572 [775 [1148 [332
Amendments
% Automated [168% [209 [144 [113 [i24% [710 [66% [42% [27% [2e% [aay [79% [73%
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
m 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,
5.0 TIP Interface
The TIP Interface information supplied by Martin Box
Griteria High level description of issues which prevent the Status of previous
criteria being Green. Reports
A 2 3 4
> 97% of sub files are received from Pathway by day B Pathways SLA’s for May- PONU derived SLA’s
99% of sub fil .d from Pathway by day C 1o) Day B 97.38% Day B 89.38% OIOIOIO
J+ 99% of sub files are received from Pathway by day ri Day 98.62 % paycsa30% I A} Al AI A
J+ 100% of sub files are received from Pathway by day D [Day D 99.02 % Day D 98.64%
GREEN: Current status indicates that there are no known issues.
AMBER: Current status indicates that there are some known issues (but not significant issues and there are actions in place to resolve these).
RED: Current status indicates that there are major issucs.
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POL-BSFF-0220473_0017
Business Service Management
Service Reporting,
6.0
OUTLET SYSTEMS GROUP
Critical Success Factors for Horizon.
Source : Paul Sumner/ Jeannette Strong, Outlet Systems Group
*Definition Of Status
GREEN: Current status i
AMBER: Current status indicates that the
RED: Current status indicates that th
WHITE: — Work has not begun on the o
icates that there are no known i
some known issues (but not
major issues,
id the status is therefore unknown.
ignificant issues and there are actions in place to resolve these).
Summary :
Area e Status of Previous Reports
A 2 E 4
OSG Overall @'10/0
A G G
Work Areas :
HAPS
OBC - EPOSS
OBC - June CTO
°@>O@>@
°0@°0>@
°O>O>8
28oOo@ Oe
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Business Service Management
Service Reporting,
6.1 Area : HAPS
Criteria F 7 Weighting I High level description of issues which Status of previous
prevent the criteria being Green. Reports
1 2 -3 4
Timescales for file delivery i.e. normally @ 25 File for 30/05/00 not delivered until 03:45 ts)
by 23:59 on Day A, in "exceptional A due to problems with ICL Pathway server. I G G6 rej
circumstances by 03:00 on Day B (As
detailed in OLA for AP Service)
ICL Pathway Management Support Unit I @ 5 ICL Pathway shut their e-mail system OM WO
reports received by OSG daily by 10am. A down due to ‘I Love You’ virus which A G A
delayed the reports on 04/05 and 05/05.
Reports were also received late on 16/05
and 17/05 due to server problems.
Unable to establish whether Pathway or
PON at fault.
ICL Pathway Management Support Unit [s) 15 All OK 010/90
reports to match the appropriate transfer G G G G
file contents.
Transfer Files returned to ICL Pathway ts) 20 All OK e0oi0/od
with an "Error" status, should be returned 1S G C rej
to HAPS on Day B (the txns. would be
harvested by ICL Pathway on Day A)
Targets for delivery of txns. to clients, for I @ 20 ‘Average for month: [ wk BE)
txns performed at the counter on Day A.: R Day B - 96.1% A A A
Day B - 97%, Day C - 99%, Day D - Day C - 98.3%
100% Day D - 98.9%
‘An accurate Non-polled Office Report [ ) 15 I HSH numbers unavailable on 08/05 and I@ I @I@®
detailing offices that appear more than A 09/05 due to ICL Pathway network A 6 iG
once (as 1 day) in a seven day period, to failure.
be delivered daily to OSG by ICL
Pathway.
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Business Service Management
Service Reporting,
6.2 Area : OBC - EPOSS
Criteria F 7 Weighting I High level description of issues which Status of previous
prevent the criteria being Green. Reports
1 2 3 4
1. I OSG to manage the verification and @ 40 Please see No. 3 below. Procedures now [)
authorisation of OBC files in a timely A in place to ensure comparison report from I G
manner, i.e. for product changes to be in Pathway is always checked.
place before their planned start date.
2. I OSG to communicate changes to [) 15 All OK [»)
relevant groups of the business to ensure SC G
that background processes/procedures
supporting the change are in place.
3. I Number of keying errors by POCL @ 30 1 error which resulted in 120 outlets [)
Reference Data Team A needing an ATP, although ICL Pathway’s G
co-operation prevented a bigger impact.
Procedures now in place to prevent a
repeat.
4. I Number of data preparation errors on @ 15 3 errors in total. 2 outlets were impacted [s)
OBC forms by OSG A by 2 of the errors and no impact was G
caused by the third.
Overall @
Status : A
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Business Service Management
7.0
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.
31 15
7.1 Volumes of PONU Problems opened/closed during May 2000
72
01/05/2000 0 1
08/05/2000 0 3
15/05/2000 2 2
22/05/2000 2 2
Volumes of ICL Pathway Problems opened/closed during May 2000
01/05/2000 1 2
08/05/2000 4 2
15/05/2000 1 1
22/05/2000 2 3
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Business Service Management
Service Reporting,
7.3 Listed below are the details for the problems which have been open for 6 months or more:
10000005 [Receipts I Phil 24/05/1999 Ie Work is continuing on identification of a suitable strategy for identifying,
and Turnock I 30/06/2000 I an agreed resolution. PON are likely to fund any changes in the absence
Priority I payments of any contractual “clout” and therefore it will may become a known
-3 do not error,
match ON * Operating process are monitoring month to month, Incident levies have
Migration gone down.
week
10000013 I Bureau de ~~] Mick 04/08/1999 I * It has been agreed that there is to be no further expenditure on further
change Theobald I 13/06/2000 I refinements or changes to this product, As such only two options are
transactions on °
fans’ therefore available :-
account
1. Utilise current ATP as BUA (the obvious preferred option) or,
2. Withdraw the current ATP
0000014 [Girobank I Dennis I 19/08/1999 I All backlog offices will have supplies of Giro forms for use by the middle
forms tobe IWong — I 31/06/2000 I of July. New Horizon forms are waiting signoff during the forthcoming,
used on week. Agreement on suitability of the product software for use on the
Horizon new Horizon form is awaiting confirmation.
system
(PDR’s)
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Business Service Management
Service Reporting,
10000026 I No business __I Jonathan. The redraft expected to be completed on the 19" May 2000 for review
policy for out I Rogers has missed the deadline and a fresh target date has been requested
-of- hours from the co-ordinator.
transactions
10000031 Readiness of I Jonathan I 28/10/2000- I ¢ Consultation with IAMT for agreement on the prepared final process
new Rogers I 16/06/2000 document is to be carried out.
products/ser
vices to go -
live
10000004 I Receipts & Phil 04/05/2000- I ¢ As stated in the previous report no contractual leverage exists for
Payments Turnock — I 30/06/2000 PON to compel ICLP to agree to ownership of the problem, It is
don’t balance foreseen that this problem may therefore be reclassified to “known
AFTER error” status when incidents are reported.
migration
© Operating Process are monitoring month to month : Incident levels
have gone down.
10000021 I Contingency I Jonathan I 28/09/1999- I ¢ Proposed process has been amended to include additional NBSC
for system I Rogers _I 31/07/2000 support and involvement. Final review is expected on 13" June.
failure when
balancing
74 Problem Management Critical Success Factors :-
Once the final toolset enhancement (timebox 6) has been introduced , the cri
‘al success factors for Problem Management will
be redefined. This will take into account any known restrictions within the definitive version of the toolset.
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Business Service Management Service Reporting
7.5- Graphs to show Problems over the last Half Year
PON Problems over last 6 months
2s
20
18
a
B= Chsed
10
5
o
Dec Jan Feb Mer Apr May
ICL problems for previous 6 Half Year
ICL Pathway Problems over last 6 months
12
10
8
5 == open
“== Closed
4
2
°
Deo Jan Feb Nar ‘Apr Nay
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POL-BSFF-0220473_0024
Business Service Management
7.6 Percentage split between Pathway and PONU Problems
Percentage of ‘Open’ Problems
7.7 Ownership of PONU problems by Business Group.
Ownership of PON Problems
i bernal AC Mart
3 Operating Process
3 ‘2 Transacton Processing
5 4 {DHorizon Iplerentation
$ 1m Securty & vestigation
2 I Netw ork Policy & Trans
0 Netw ork Speciation
1 ‘Outlet Systems Group
Business Units Busines Service Management
7.8 Levels of Services affected by current open problems.
Services Affected
frastrvcure At services
20% 26%
pres
cece %
bid eros
20%
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Service Reporting,
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Business Service Management
7.9 - NEGATIVE RM REVALUATION (April 2000)
Kevin Lenihan - (Head of Problem Management)
Background
On Thursday 7 April 2000 (0930 hrs), it was evident from the number and
type of calls received that a problem was beginning to emerge in relation to
the Royal Mail revaluation. It was quickly apparent that this was a major
issue that would have significant impacts and therefore Problem Mgt treated
it as a Potential Major Business Continuity Incident (MBCI). We had
recognised that the problem had potential to flare up the following week but
with greater impact. Remedial action was put in place but the sheer volume
of calls taken on 2/3 May meant that significant delays occurred. (No details
yet of the error costs arising which will have impacted Transaction Processing - they
are currently looking at these figures).
Root cause of the Problem
Not yet established ,nor agreed with ICL Pathway - meeting planned for 14
June to discuss this and other associated issues. One of the key disputes
surrounds ICLP’s attitude to this. Admittedly if no one had made mistakes
then no problems would have occurred. However if a wrong figure is
entered, the system was designed to let you reverse that - the issue is that in
many cases that was not possible. This issue is still a major factor we have yet
to resolve as part of the Problem resolution.
Next Steps
All BSM reports in respect of this problem were forwarded to ICLP to address
/ formulate actions as appropriate. There are numerous issues to resolve -
meeting with ICLP, arranged for 14 June (Head of BSM Operations to lead).
Details of all action arising will be documented in full and circulated to HERF
members FYI.
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8.0 Non conformance
(Des Harsbury Problem Managenen Team)
Girobank Postmaster’s Daily Record ( PDRs )
ISSUE: Girobank have agreed a phased program to accept printed versions of
the daily report forms for Deposits (G4631 ) and Withdrawals (G4632) from
all Horizon offices. However, the continued acceptance of these forms is
dependent on the level of errors received at Girobank being reduced. The
errors largely relate to factors that prevent the forms being read by Optical
Character Recognition equipment.
SCALE: Girobank are providing weekly reports that list all the offices that
present PDRs containing print and presentation errors. However, because of
the cost to Girobank of providing full details, the reports only show the
number of forms with errors against the number of forms presented, not the
specific errors.
The table below shows print & presentation errors reported for the current
year.
Week Error Offices % Error
PDRs
ol 299 2697 63655 0.74
02 214 2919 60028 0.52
03 195 3215 65209 043,
04 201 3463, 46555 0.55
05 178 3707 54325, 0.47
06 292 4100 91838 0.48:
07 487 4619 88906 0.74
After an initial fall the error level stabilised until wk. 07 when the increase in
the number of offices presenting PDRs containing errors was far greater than
could be accounted for by the increase in the number of offices authorised to
use the forms. This corresponded with the start of the program to roll out the
forms to the offices which had previously been migrated but not allowed by
Girobank to use the forms. However, only two of the backlog offices were
listed on the report for wk.07. An alternative theory was that the increase in
errors may have been linked to the problems associated with the revaluation
exercise, but once again the offices affected by the revaluation problems were
underrepresented on the report for wk. 07. Further investigation is therefore
required.
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WAY FORWARD: All authorised offices have been provided with information on the
errors being monitored and the correct procedures to follow.
Since wk. 05 the reports have been analysed to highlight the worst offices - in terms of
percentage error rate and / or number of times reported. The offices highlighted are sent a
copy of the original communication together with a letter which points out their poor
performance and explains why it is necessary to eliminate errors. This method has been
adopted because we are unable to specify the errors being made.
The key messages will be reiterated in a forthcoming, Counter News article
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9.0 Non-polled offices
(Mick Theobald - Problem Management)
This issue has recently received high profile awareness; the following is a statement which
outlines the nature and scope of the problem and additionally the actions taken by
Business Service Management to resolve the situation.
ICL Pathway have a contracted Service Level Agreement to deliver all Automated
Payment transactions to Post Office Network by Day D (i.e. no office should remain
unpolled for a period of time in excess of 3 days)..
Owing to the inability of certain ICL Pathway investigative and diagnostic processes to
react quickly enough to initial non-polling, incidents, in a number of cases the length of
time a specific office remains unpolled has significantly exceeded the contracted SLA. In
some instances, this has reached the level whereby payments are not transmitted to clients
who then issue the customer with a reminder or, as in some cases, instigate disconnection
procedures.
On 3«! May, there were 100 offices which had not been polled for more than 3 days (as
reported by ICL Pathway) and therefore fell outside the contracted SLA for AP
transactions. The worst of these had not been polled for 26 days.
ICL Pathway set up a daily “war room’ to look at incidents with a view to identifying root
causes and resolving the problem.
Root causes so far identified so far are:
BT faults. The largest percentage of polling failures are caused by problems in the BT
ISDN network . Pathway are working with Energis in this area.
Problems cleared by gateway swaps and/or reboots. Analysis is being performed on
fault reports for gateway PCs which have been swapped out as a result of non-polling,
incidents. Similar work is being, carried out to ascertain why reboots can resolve polling,
failures.
The overall incident management process was reviewed and tightened to ensure that
incidents are handled quicker and calls should not be 'bounced! around various support
units.
Pathway’s root cause analysis and Action Plan for the management of future incidents are
being discussed with PON at a meeting on 14** June with the purpose of agreeing, a
definitive process.
As at 09/06/00, there are 9 offices which represent SLA failure on Pathway’s part (ie.
unpolled for more than 3 days). The worst of these (FAD 055 900) was last polled on
27/05/00 (12 days). This particular office failure relates to a BT exchange issue. Pathway
havew raised this as a problem with BT as BT had previously visited the site without
discovering the problem.
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10.0 Change Implementation
(Information supplied by Kate Elliott)
ethos
Miscellaneous Transaction Report and
SU Balance Reprint.
To inform users of the new reports which are a delivery of the
original requirements
Counter News
Issues ‘This report was planned for delivery in January but it was actually delivered 13/05/00 as it kept failing, testing, Once delivered it has
caused confusion to users as the naming conventions for Personal Banking transactions as not consistent. How the HSH responded to these calls
has been raised as a problem (P10000179) and the redesign of the report is being investigated. La ca
OBCS enlivenment
To advise all users to use the OBCS functionality following the
ATP.
Print & distribution of instructions via
Postalprint
OBCS control offices Introduce 30 to full OBCS procedure so that the impact can be I Telephone call and letter to each office
measured.
Viacode Introduction of anew product Counter News
Issue : The initial Horizon accounting, inst
following Counter News. I
ructions written by the IAM in the Workaid were incorrect. The correct instructions were issued in a
Southern Electric Saving Stamps
Redeemed
To advise users that the stamps will no longer be accepted as a
method of payment
Counter News
Queen Mother Special Stamp Issue
To advise users how to account for a new product - a
Commemorative Document
Counter News
Travel Insurance
Withdrawal of obsolete products.
Counter News
‘1 Meals on Wheels scheme
To advise users of price change and correct accounting on
Horizon
Letter issued by IAM
6 Ticket & Travel schemes
To advise users of price change for 4 schemes and the
withdrawal of 2 schemes.
Letier issued by IAM
4 Home Care schemes
Introduce new products for 4 existing clients
Letter issued by IAM
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ATPs Implemented (during the period)
Product ATP I Notice ‘Reasons Cost
no.
Lincolnshire Home I27 I 1day I NSSC distributed stock early I 188 letters posted
Care Stamps and offices could not remin I 1* class by BSM
new supplies of stock
Leicestershire CC [26 I Iday I NSSC distributed stock early _I 261 letters posted
Home Care Stamps and offices could not rem in _I first class by BSM
new supplies of stock
ATPs Withdrawn (during the period)
Product ATP no. Reasons
Leeds CC Home Care B Items now visible on the Home Care pick list
Stamps
Leicestershire CC Home I 26 Ttems now visible on the Home Care pick list
Care Stamps
10.1 A graph to show the amount of Changes made and Authorised Temporary
Procedures (ATP’s) over the last 4 months.
Change Implementation Impact
0 5
45
60
rf 4
2 50 s
a) 3 & [mmm changes Made
Bg 25 £ I=anew ate
i %0 2g [DeeATR witharawnI
= x» 18%
3 1
F 0
os
° °
Feb Mar Apr May
Date
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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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