POL00393805
POL00393805
Business Service Management Service Reporting
Horizon Programme
Business Service Management
Management of the Live Environment
Report No 33 - June 2000
Richard $ Butler/
Danny Co.
17/07/2000 Issued
‘Adele Kilcoyne
[FILENAME \* Lower\p \* MERGEFORMAT J 1
POL-BSFF-0220483
Business Service Management
CONTENTS
1.0 Purpose 3
2.0 1ISH - Haif Yearly Statistics 4
2.1 ISH breakdown of call figs for June 3
2 Pie chart to show % of calls per category. 6
3.3 Complaints received about FISH 7
SONBSC - Half Yearly statisties 8
3.1 Regional Helpdesk calls 9
3.2 NBSC breakdown of calls for June 10
3.3 Pie chart to show % of calls per category i
3.4 PO Customer Management (Tier 1) i
3.5 Update on NBSC - Year to date a
3.6 Tier I incidents resolved in April 3
‘£0 Transaction Processing
4.1 Extra staff required in TP 4
42 Overall e/a leaming curve for CLASS errors 15
43, Forecast Increases in Errors 16
4.4 Level of manual amendments on a paper copy of the electronic cash account 7
3.0 Outlet Systems Group Summary 18
5.1 HAPS 19
5.2 EPOSS 20
6.0 Problem Management
6.1 Volumes of PONU & ICL Problems
6.2 Problems open for 6 months & update
6.3 Graphs showing problems over 6 Months
(6.4 Percentage split between ICL & PONU Problems/levels of servive affected 26
7.0 Non Conformance 27-28
8.0 Change Implementation 29531
8.1 Impact of Change Implementation over 4 months 31
‘Appendix A - Definition of terms
‘Appendix B - Call type definitions
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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.
{FILENAME \* Lower\p \* MERGEFORMAT } 3
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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.
+2000 18
16
10000
“a
FA
000 128
2 8
3 1 § eae
z 5 I--a Is HSH
Fd I erage cals
2 8
4000 08 §
os *
2000
02
"ass 58°83 °8 5 geese,”
sezeeeee ages & 2233253555
FeRSPGEQShZSEE 2 TZ ERtregt
ee eSR R338 88 3 “SSee5 a3 2
geben ff8 gee wageees
oe FN geBR g &
DATE
The graph above shows that although call volumes are continually increasing the level of average calls has decreased since March. The
level of average calls seems to be levelling off at about 1.3 calls per office per week. The drops in call volumes at the beginning and
end of may are caused by Bank Holidays.
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POL-BSFF-0220483_0003
Business Service Management
2.1 Number of calls to HSH and breakdown of categories for June
Call Category I total] calls I total] calla] total I calloper] total] callaper I Tor] calle
calls I per Icatiswe I per I calls I office I callsw/e I office I calls I per
wie I office I oynqo0 I office I wie I wie I rao I wie I wie I office
agjnsyoo I wie we I ajo I 12/00/00 yoo I ago I “we
29/05/00 25/0/00 20900
Tavie& Guidance I 3206 I 0as I aon] ost I ais I 0s: I ae _I osm O54
Tlardware Soa__[ 007 [ser [0.07 I oa [0.08 [687 [009 008
Toplementaion 197 [00s I 256 I 00s I 249] 003 [30 com O08
Network B_[_oo1 % [oot [85 I 001 32 OL 0.02
‘Operations Tas [016 [1153016 I 10 I 013 [e070 as
Other a A oid
Reconcfation 3 0.00 3 0.00 2 000 © 000 0.00
Security a a 7 Oo Or
Software T9017 [513020 [2070 I 029 [asa 028 020
Cash Account 964 [oad [1192 I 016 I 1394 [018 [1394 [ 017, O18
TOTAL CALIS wars I a7 I 9963 I a8 I toss [aa I 109568 I 4.37 1
MIGRATED NA I 70a I N/A I 747 I N/A I 727 I NA I 8027 a302
orrices,
The decimal figures above show the percentage chances of an office phoning, on each category. For example : 0.01
‘would mean that there is a 1% chance that the office will be ringing on that topic ; whereas 0.43 would indicate that
there is a 43% chance that the office will be phoning on that category.
Percentage breakdown in June
fm Network
DB Securty
IB irplementation
Hardware
Bother
IB Operations
1m cash Account
Dsotware
1m Advice and Guidance
From the graph it can be seen that the percentage of calls received within each category has been stable over the past
month, Only Software calls seemed to increase during the third week of June. This increase in software calls may have
been due to a “blue screen” on log-in. HSH reported that they received 320 calls in a timescale where they would
normally only expect 100.
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Business Service Management
2.2-- Pie chart to show percentage of calls per category for May & June 2000
Breakdown of Total Call Stats for May
cash Account
10% Advice & Guidance
Softw are 34%
16%
securty
1%
anner
11% ail
raters nists
ae Network 3% Hardware
1% 5%
Breakdown of HSH calls in June
Securty
Sotw are 1% Netw ork
1% _
Advice and Guddance
38%
otner
11%
Cash Account Hardware
13% Operations o%
11% Implementation
2%
y stable, There has been a
cash account calls and a
The pie chart shows that that the level of calls with in each category remains f
8% fall in the amount of operations calls. This was largely due to a 3% increas
4% in crease in advice and guidance calls.
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POL00393805
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Business Service Management Service Reporting
2.3 Complaints received about HSH since February 2000
Richard Butler: Operational Performance,
Breakdown of compalints to HSH
380
200
250 [a Aisude compar
lemareroptat reterral
200 leincorect advice given
JBretusalio give re. nurber
180 Jmunstleto get trough
lm ang tor catback
100 retusa log oat
0
°
Feb ‘aren A Nay June
The graph shows that the main area for concern is the rising number of people who had increasing,
difficulty contacting the helpline between February and May. The reason for the increase in people
failing to get through to HSH was due to the surge in calls at the end of April and beginning of
May regarding revaluation. This issue had been resolved by June hence the fall in complaints in
this category. Itis worth noting that June recorded the lowest complaints in this category since
records began earlier this year and this may well be linked to the introduction of IVR (Interactive
Voice Recognition) by HSH at the beginning of June.
reentage breakdown of complaints about HSH
faretosalio eg cat
retusa give re. nurter
Je Aisade comp
Janaceropiate retest
mw ating tor ca back
JBincorect sevice given
unable get tough
Feb re et wey une
The chart above shows that the biggest area for concern is the increasing percentage in complaints
relating to “wrong advice” being given by HSH operators.
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POL-BSFF-0220483_0006
POL00393805
POL00393805
Business Service Management
3.0 I NETWORK BUSINESS SUPPORT CENTRE.
Source : Richard Butler : Business Service Management.
Total v's Average calls to NBSC over Half Year
14000 2
18
+2000
16
10000 14
2 8000 we
F-I + 3, [ema Totals
gs FA
£ & I 'Av. calls per outlet
© 6000 os £
4000 oe
04
2000
02
8 Qge2eeoanad < +e eo ewe o
Seeesi Petes SseEET FFE SEES
BSSRSPELRAFFSF SNe egegr taser zeregse
SSSERSPESITS TS ° SSR FAN ZS aay
BesgG "8g re 5
8 iS & é
Date
The graph shows that although total calls are rising average calls are continuing to fall since rollout recommenced on the 24" January.
average calls now seem to be levelling off around 1.5 calls per office per week. (The troughs in the graph 17-23 April & 29 May - 4 June are
caused by Bank Holidays when a lower number of calls were received).
[ FILENAME \* Lower\p \* MERGEFORMAT ]
POL-BSFF-0220483_0007
Business Service Management
Service Reporting,
3.1 Calls to Regional Helpdesks.
(cource : Leon Sayers)
30000
25000
20000
15000
Total calls received
10000
Total v's Average calls to the Regional Helplines.
28/02/2000
06/03/2000
13/03/2000
20/03/2000
27/03/2000
03/04/2000
04/2000
g
E
15/05/2000
2105/2000
29/05/2000
05/06/2000
24/04/2000
01/05/2000
08/05/2000
1
Week Commencing
12106/2000
19/06/2000
26/06/2000
2.00
1.80
1.60
1.40
1.20
1.00
0.80
0.60
0.40
0.20
0.00
Average calls per office
"EE Calls Received
~@> AVERAGE
CALLS /
OUTLET
The level of calls to Regional helplines has continued to fall as offices become automated and therefore phone the NBSC instead of their
regional helplines. Total calls over the last month have however remained fairly static despite the migration of some 300 outlets a week this
may suggest that some migrated outlets still phone their regional helpline instead of the NBSC. The average level of calls to the Regional
Helpdesk is around 1.5 calls per office per week. This is comparable to the average calls to the NBSC. (shown on the previous page).
[ FILENAME \* Lower\p \* MERGEFORMAT ]
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POL-BSFF-0220483_0008
POL00393805
POL00393805
Business Service Management Service Reporting,
3.2 Number of calls NBSC and breakdown of calls for June period.
cai i Tanger =I cals Talinper
per office per ‘office
office whe office whe
whe 1306/00 whe 2z6yo0
yo aspjoo
Horizon 3150 CS ES CZ TS om
Client counter 2768 043 375 045 ‘361s 045 17 050
procedure
Local Schemes 37 0.01 7 001 To 0.01 Ta ‘002 109 001
Office process ies [07] 110] oo] 1588] 00 I 1097 [oat I ter [0
Switchboard” Ts] ans tase aa0 I seat] I ie I os I 2s I 0
Non-conformance™ I Sr I tatapt I coord I ears I 1] 00m a
Complaints ZO
Utilities/ Electricity I 52 0or 39 ToT i 01 id Tor 106 oor
Utilities / Gas a 001 35 ‘001 50 0.01 69 ‘O01 110 001
Utilities/ Water 20 0.00 33 0.00 23 0.00 18 0.00 EJ 0.00
TOTAL CALLS war] ae I ta ae I sre] aa I nae I aa0 I ono I a
MIGRATED WR] om] NA [7507] NR] or] NR mee]
OFFICES:
Non conformance calls relate to those offices which are phoned by the NBSC for not correctly conforming to OBCS procedures,
“Top ten categories for Switchboard calls in June
I2805
Ii
“The calls transferred to HSH includes : PMR rung wrong helpdesk ; Horizon Navigation Calls & problems stemming from an NBSC query where
Incident Analyst has to transfer the call to HSH,
NBSC % Breakdown and Call Volumes during June
100%
90%
20%
fa omer
70% ' Local Schemes,
60% 12 Ortice Process
50% = Switchboard Cals
40% 1m Horizon
30% IG Gient Counter ProceduresI
20%
10%
o%
20 611 12 10 26
Nay June 18 25 une
: une une 22
une uy
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FORMAT } a
POL-BSFF-0220483_0009
Business Service Management
3.3 Pie chart to show Monthly breakdown of calls to NBSC
Breakdown of NBSC calls in month of June
ther
2%
Oftice Process
18%
Horzon
34%
‘Glent Counter Procedures
32%
Dalene ‘Switchboard Calls
1%
3.4 Post Office Customer Management Tier 1
NBSC - Incident Resolution - Month of June
resolve
Time [0-15 [15-30 [05-1 I1-15 ]15-2 ]2-3 [3-4 Idhe-1]Iiday- ]7
takento I Minutes I Minutes I Hour I Hours I Hours I Hours I Hours I Day — I 1week I Week+
Tier 1 I 85.0% I 2.7% I 2.8% I 1.8% I 1.6% I 1.9% I 1.0% I 2.0% I 1.0%
Tier 2 [29.2% I 32.0% [221% [5.9% [20% [1.6% [0.7% [4.1% [2.0%
NBSC CSF’s
Measure Target_I March [April May June
End Users (Quantitative) % % % % %
Calls answered within 15 85% 89% 86% 79% 85%
seconds
%Calls answered <1 minute I 95% o% BK 5% o%
Overall % Abandoned E5% 2% 3% 8% 3%
% Incidents resolved al Tier 1_I 75% 6% 8% O% 70%
The table above shows how Tier 1 have improved in recent months as operators become
familiar with using, the knowledge base. The graph (page 12) shows that towards the end of
June Tier 1 were beginning to meet their Service Level Agreements.
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POL00393805
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Service Reporting,
(Commented RL
POL-BSFF-0220483_0010
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Business Service Management Service Reporting,
Update on NBSC year to date
The tables below cover the year to date figures from 1* of January to the 30" June 2000.
Calls received / abandoned
Calls Offered 178,693 N/A
Calls Answered 170,430 N/A
Calls Abandoned 8,263 N/A
% of calls Abandoned 4.6% 5.0%
Calls answered within 15/60 seconds
Calls answered in 15 secs
Calls answered in 60 secs
Calls to resolution
‘Average call length 202 N/A
(secs)
‘Average wait before =
‘Answered (secs) 2 70
‘Abandoned (secs) 28 N/A
Longest Wait before
‘Answered (Secs) 1,132 (18 mins) 60
‘Abandoned (Secs) 1,560 (26 mins) 60
Resolution Rate 68.7 75
Summary
Service Level Agreements (SLA’s) have currently not been met over the last 6 months.
The main areas for concern centre around calls answered within 60 seconds and the
longest waiting time before a call is either answered or abandoned.
The resolution rate over the last 6 months has averaged at 68.7% and therefore failing its
SLA of 75%. Improvement in this area is however progressive and figures for June show
that calls to resolution averaged at 70 for the month with the target beginning to be met
during the latter days of the month (see graph over page) .
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POL00393805
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Service Reporting,
Business Service Management
3.5 Tier 1 Incidents resolved in June
(‘see Appendix A for definition of Tier 1/Tier 1 Admin)
of Incidents Resolved by Tier 1 between 01/06/2000 and 30/06/2000
Percenta;
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Business Service Management Service Reporting,
4.0 Transaction Processing
Information supplied by Lynn Kelly
1 Extra staff required in TP
3. Extra Staff Required in TP
TanW TIVO] hug 0] Sep] Cave I Nove0 I Decl] lan dt] Fob tt I Ward! I Morar] Mayo? I dunt] dr? I Aug? I Spit]
[Original Forecast I 36.0 I 36.0 I 37.0 I 38.0 I 38.0 I 38.0 I 38.0 I 26.0 I 31.0 I 320 I 27.0] 19.0 I 150] 7.0 40 2.0
Latest Forecast 36.0 I 38.0 I 38.0 I 38.0 I 36.0 I 36.0 I 32.0 I 34.0 I 330 I 29.0 I 21.0 I 150] 100] 60 I 3.0
{Actual 31.0
* 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. These staff were allocated to
individual teams for clearing the increased number of errors from Horizon offices.
Additional staff being picked up from June 2000 onwards from the external recruitment exercise.
- Although the length of the leaming curve used has increased to be up to 30 weeks after conversion, the latest forecast of extra
staff required this year are stil inline withthe original forecast. This is due to applying the improved average error clearance rates
acheived in TP over the last 6 months.
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POL-BSFF-0220483_0013
Business Service Management
Service Reporting,
4.2 Overall c/a learning curve for CLASS errors
Errors
Per Office
A. Comparison of TP CLASS Error Learning Curves
‘Original Forocast
Latest Information
Manual Bacal
o 0 1 2 9 4 1 8 7 1 1 — m2 e O
‘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
‘conversion as that previously used. Errors produced per office in the 1st weeks after conversion, based on the last offices to go live, are shown in the table below.
= The length of the current learning curve is at least 20 to 30 weeks. The mid period figures (weeks 6 to 19)and the tail of the learning curve (over 20 weeks after conversion)
‘remain well above the baseline
- 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 : . : ai : e
GLASS Errors Latest
ten gous st 13, I 498 I 145 I 457 I 153 I 440 I 144
Original
Per Office, (wis 34-43) I 18 I 186 I 165 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 81 - 13)
' Manual Baseline before Live Trial / NRO calculated at 0.63 CLASS errors per office.
I- The dotted line indicates where it is assumed that the learning curve retums to the manual baseline
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POL-BSFF-0220483_0014
Business Service Management
Service Reporting,
4.3 Forecast Increases in Errors
xtrm Errors 2, Forecast Increase in CLASS Errors at Horizon Offices
weno I
ao I
oa
I
ef eER EEE Ege gE ge EE BEE SE if PEs
Extra Errore: om
serra a someaiaon Au annn ta
sec I esol eens Toren 7 arta
I Week 07 nk OS jeek 09 2k 10 11 I Week 1: 13
son ERT al CRTC RTE RTEC lO EW
Ta a ee ee
2000 I Forecast oof Horizon Offices 6.107 I 6.413 I 6.746 I 6.963 I 7.269 I 7.575 I 7,881
‘Actuat increase II TErrors Per Horizon Office 4.37 1.33 4141 14.33 115 129 1.30
1000 ‘Comments
SS ETE EEE I [tater roranet rope tlw the min onan Bap 2001 becane of th lin Wlabalaneearre au
eee EEE EE ct norizon
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POL00393805
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POL-BSFF-0220483_0015
Business Service Management
Service Reporting
4.4 Level Of Manual Amendments on Paper Copy of Electronic Cash Account
JUN- I JUL- AUG- I SEPT- I OCT- I NOV- I DEC- I JAN- I FEB- I MAR- I APR- I MAY- I JUN-
99 99 99 99 99 99 99 00, 00 00 00. 00 00.
Number of 413 [378 I 204 423—*f 1056-1515 I 740—~377—«4[572—~«775—~«* TAS «YY 710——~*Y 959
Amendments
% Automated 20.9% I 14.4% I 11.3% I 12.4% I 11.0% I 6.6% I 4.2% 2.7% 2.6% I 2.4% 1.9% 1.2% 1.2%
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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POL-BSFF-0220483_0016
Business Service Management
Service Reporting,
5.0
OUTLET SYSTEMS GROUP
Critical Success Factors for Horizon
Source : Paul Sumner/ Jeannette Strong, Outlet Systems Group
*Definition Of Status
GREEN: Current status indicates that there are no known issues.
ates that there are some known issues (but not significant issues and there are actions in place to resolve these).
sates that there are major issues,
WHITE: — Work has not begun on the criteria and the status is therefore unknown.
Summary :
Area e Status of Previous Reports
A 2-3 4
OSG Overall @0'/0/'/0/0/ @I
G A G G G
Work Areas :
HAPS @©'0/;@ e e I
OBC - EPOSS [ BONE EOE
G G G
OBC - July CTO 0o/0'0/'0/I@OI
G G G G G
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POL00393805
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POL-BSFF-0220483_0017
Business Service Management
Service Reporting
5.1 Area : HAPS
Criteria F-] Weighting High level description of issues Status of previous
which prevent the criteria being Reports
Green. A -2 3-4
Timescales for file delivery i.e. normally [¥) 25 AIlOK @ @I
by 23:59 on Day A, in "exceptional rej A G GC 6
circumstances by 03:00 on Day B (As
detailed in OLA for AP Service)
ICL Pathway Management Support Unit (+) 5 AllOK Cy eu
reports received by OSG daily by 10am. G A G A
ICL Pathway Management Support Unit [¥) 15 All OK 010\'0/'0'I
reports to match the appropriate transfer SG G 6 G G
file contents.
Transfer Files returned to ICL Pathway [») 20 AllOK 0'0\'0/'0I
with an "Error" status, should be returned G G G red G
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: [ FROMLONION
txns performed at the counter on Day A.: R Day B - 98.1% R A A A
Day B - 97%, Day C - 99%, Day D - Day C - 99.5%
100% Day D 7%
An accurate Non-polled Office Report 15 ICL Pathway failed to raise incidents
detailing offices that appear more than ® with HSH for 5 offices on 27/06/00. ® ® e eo
once (as 1 day) in a seven day period, to
be delivered daily to OSG by ICL
Pathway.
A
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Business Service Management
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Service Reporting
5.2 Area: OBC - EPOSS
OBC forms by OSG
Criteria é Weighting I High level description of issues which Status of previous
prevent the criteria being Green. Reports
1 2 3 4
OSG to manage the verification and [*) 40 All OK ONK:)
authorisation of OBC files in a timely G A G
manner, i.e. for product changes to be in
place before their planned start date.
OSG to communicate changes to (+) 15. I AllOK 0/10
relevant groups of the business to ensure G G G
that background processes/procedures
supporting the change are in place.
Number of keying errors by POCL @ 30 1 error - no impact (RE)
Reference Data Team G
Number of data preparation errors on [ ) 15 I 2minor errors - no impact 0ol'®e@
A A G
Overall te)
Status : 6
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POL-BSFF-0220483_0019
Business Service Management
6.0 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.
Ff [[Nuniber” of PONT
19 17
23 20
23 13
21 8
23 13
25 15
05/06/2000 1 1
12/06/2000 1 3
19/06/2000 2 2
26/06/2000 4 2
Volumes of ICL Pathway Problems opened/closed during June 2000
05/06/2000 4
12/06/2000 0
19/06/2000 0
26/06/2000 0
[FILENAME \* Lower\p \! MERGEFORMAT] 21
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POL-BSFF-0220483_0020
Business Service Management
Service Reporting,
6.2 Listed below are the details for the problems which have been open for 6 months or more:
a
10000005 I Receipts and Phil 24/05/1999 Ie The majority of incidents originate from migration activity, PON to
payments do not Turnock I 28/07/2000 confirm progression of this problem, or Known Error.
Priority I match ON
-3 Migration week
10000004 I Receipts and Phil 04/05/1999 Ie Minimal number of incidents occurring, PON to confirm
payments do not I Turnock I 28/07/2000 I progression of this problem
match AFTER
Migration week
10000012 Investigators Theresa I 03/12/1999 I e ICLP solution rejected by PON, discussion continue between PON &
require Walsh 13/07/2000 ICLP
information from
the message store
10000014 Girobank forms to I Dennis 19/08/1999 I ¢ Enlivenment of Giro PDR’s is complete, back-log of offices should
be used on the Wong I 30/07/2000 I __ be using Ecco style PDR’s by end of July 2000
Horizon system
(PDR’s)
10000021 I Contingency for I Jonathan I 28/09/1999 I Process maps being, reviewed by NBSC
system failure Rogers I 30/07/2000
when balancing
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i
10000026 I No business Jonathan I 07/10/1999 I Policy scheduled for deployment by end of July 2000
policy for out-of- I Rogers I 29/09/2000
hours
transactions
10000031 I Readiness of new [Jonathan I 28/10/1999 I * Guideline line process document to be produced by the Legacy
products/services I Rogers I 31/07/2000 I Helpdesk Manager - slow progress being made
to go-live
10000046 I Information Theresa I 10/12/1999 I Root cause analysis is on-going, problem appears to be in the
downloaded to I Walsh I 14/09/2000 I _ batch interface download overnight
the Network
Business Support
Centre
10000065 [Increase volume [Theresa I 19/01/2000 _[~* ICLP CCN has been accepted, awailing implementation
of Parcel traffic I Walsh —_I 30/07/2000
Errors (table 12)
10000027 Issue Failure of Dennis 14/12/2000 e ICLP response times being reviewed, current response times
One-Shot Wong, I 09/07/2000 I _ render process ineffective - Meeting scheduled for 04/07/00
Passwords
10000059 I Release to the Dennis I 11/01/00 [* PON appointed a Release Manager to interface with ICLP for
Live Environment I Wong I 12/07/00 minor releases
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10000073 I Volume
‘of Non-
Polled
Office
Mick
Theobald
24/01/00
14/07/00
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 (ie. 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. The key root causes 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.
ICL Pathway have enhanced their E2E process for managing non-polled offices, with a new version
of their process document being reviewed within PON. In addition ICL Pathway have been
actioned to identify technical contingencies to recover ‘trapped’ transactions at an outlet that has not
been polled longer than 3 core days. This includes the following:
‘* swapping processor/ removing to a centralised location to extract
‘* downloading to a laptop
© satellite links
From a PON perspective, Business Service Management has undertaken the task of investigating the
end to end solution including how data can be recovered out of offices and to the client in a
controlled manner, if feasibl.
.
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6.3 - Graph to show PONU Problems
PON Problems Since December 1999
25
20
15
——
—S— Closed
10
z
o
Dec Jan Feb Mar Apr Mey June
Graph to show ICL problems
ICL Pathway Problems since December 1999
12
10
8
=P Open
§ Closed
4
2
of
Dec Jan Feb Mar Apr Nay June
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6.4 Percentage split between Pathway and PONU Problems
Percentage of ‘Open’ Problems
cP
45%
95%
6.5 Ownership of PONU problems by Business Group.
As the pie chart shows above 55% of problems relate to PON issues. The remaining 45%
are cross - domain problems which require involvement from ICL Pathway
Ownership of PON Problems
Volume
1
Business Units
[B hternal A/C Mgnt
Im Operating Process
10 Transaction Processing
IB Horizon implementation
'm Security & Investigation
1B Network Policy & Trans
I Netw ork Spectication
1D Outlet Systems Group
Im Business Service Management
Internal Account Management currently have 10 problems. Of these 95% are product
problems where, for example Client Managers are not conforming, to the OBC process i.e.
Non- completion of an OBC form, or not linking ‘Go Live’ date with the icon and stock
availability. Another reason may be that stock remittances are arriving in outlets prior to
being visible on the Horizon system.
6.6 Levels of Services affected by current open problems.
Services Affected
Infrastructure
aN AlServices
ones
4
APS
eros 6%
3%
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7.0.Non conformance
Des Hansbury - Problem Management
7.1 Passwords
Issue:
Monitoring of requests for One Shot Passwords ( OSP ) has identified a significant level of
non conformance which if maintained will impact on resources in both POCL and ICLP.
Scale:
Each previous monitoring, exercise has shown the rate of growth of OSP requests
exceeding the rate of growth of the automated network. However, the latest exercise
shows the growth rate has stabilised at the level noted in last report (just over 300 per
week for a fully automated network ).
The changes made to call categories since then, together with further instructions issued to
call handlers, have improved the logging of calls so that we can now identify and exclude
‘a number of calls that previously would have been included in the figures. Excluding
these calls produces a full network request rate of about 250 per week. Nevertheless, the
adjusted figure still leaves a large discrepancy between NBSC and ICLP records. Further
changes are, therefore, still necessary to enable us to identify which calls are genuine OSP
requests.
Action:
The Incident Analysts will be liaising with Customer Management tier 1 admin. to obtain
agreement to the recording of HSH call reference numbers in the call log which will make
it much easier to segregate the requests that actually require an OSP for resolution.
Further investigation of a sample of the remaining calls can then be carried out to try to
establish the reasons for these calls; currently, the call handlers are only able to categorise
57% of calls with any confidence ( auditor requests - 25%, non conformance - 32% ). The
call descriptions suggest that a large percentage of the remaining calls may be due to user
error ( training issue ) or system problems rather than non conformance.
7.2 Girobank Postmaster’s Daily Records ( 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 (OCR ) equipment.
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Seale:
The table below has been updated from the last report with a further 6 weeks information.
It indicates that performance has continued to improve.
_Total
Week I Error Offices I Offices: % Exror
PDRs
o 299 2697 (63655
02 214 2919 60028
03, 195 3215 65209
04 201 3463 46555
05, 178 3707 54325
06 292 4100 91838
07, 487 4619 88906
08, 309 4769 102443
09 265, 5069
10 390 5655,
ia 328 6096
12 365 6593,
13 327 7066
Action:
The reports continue to be analysed to identily the poorest performing offices which are
then contacted by letter. Persistent poor performers are contacted by phone. However, it is
proving difficult to make progress with some of these offices because of the lack of specific
detail on the errors being made and the postmasters’ insistence that they are following the
instructions correctly. A possible explanation is that the errors in these cases relate to the
boldness of the print presented.
A decision on how bold the print needs to be in order to be read by the OCR equipment is
inevitably subjective in the absence of examples showing what is acceptable. To address
this issue a print quality guide is being developed. The PDRs are also being, redesigned to
remove the need for postmasters to make any alterations or entries.
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8.0 Change Implementation
(Information supplied by Kate Elliott)
implems
‘Change the “Complete” icon to “Exit
To inform users of the new wording on the icons which is an
enhancement.
Counter News
‘Queen Mother Coin Covers and
Banknote Covers
To advise users how to account for new ‘Philatelic Other’
Commemorative products
Counter News
Photos on Li
ces
Introduction of a new product
Counter transaction guide
Viacode (E-mail encrypting service)
Record vol. of txns on Table 10G in c/a
Temporary withdrawal of product
Counter News
Treasury of Trees
To advise users on how to account for a new Prestige Stamp
Book
Counter News
UKPA
New accounting, procedures. Counter Acceptance Charge to
be levied at time of checking, passport. Items relocated to a
new pick list.
Counter News
Swansea CRU conversion
Conversion of CRU area to NSSC (National Secure Stock
Centre) See ATP 31
Training support by TP
Queen Mother Coin
New commemorative coin
Counter News
Rod Licences - Withdrawal of old
Removal of last year’s product from system following 01
Counter News
product April price increase
Cahoot Internet Bank New Personal Banking Product Counter News and Workaid
Handstamping New table 10 G product - datestamping 1 and 2 class Letter to oifices - cost met by
packets at counter to replace datestamping, in sorting offices
Internal Account Managers
(IAM)
2 Home Care schemes
To advise users of new values of slamps
Letter issued, cost met by IAM
13 Ticket and Travel schemes
To advise users of changes to ticket prices and changes to
schemes including new and withdrawn products
Letter issued, cost met by IAM
1 Meals on Wheels schemes
To advice users of new product
Letter issued, cost met by [AM
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ATPs Implemented (during the period)
ice
u s ae ee
Middlesborough 28 I1day I Go-live date was not agreed I 27 letters posted
Home Care Stamps with the client before OBC I 1 class by BSM
was completed, NSSC
distributed to meet the
system go-live date.
Ashiord Ticket and I 29 I 1day I New Product not available _ I 30 letters posted
Travel on the system until 19/06/00. I 1° class by BSM
This is after the agreed first
date of sale with the client
(15/06/00).
Sheffield Home 30 IIday I Product being received at __I 79 letters posted
Care outlets on 20/06. Not 1s class by BSM
available on the system until
12/07/00. OBC failure.
Swansea CRU 31 ITday I Problems have occurred on I Man hours only.
Conversion all previous CRU ATP kept at
conversions, despite extra I NBSC.
action taken this time
Software/Reference data was
not delivered to 14 offices.
These post offices are
therefore unable to rem in or
out correctly.
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ATPs Withdrawn (during the period)
Lincolnshire Home Care Item is now on the picklist for REM’s received.
Stamps
Middlesborough HC 28 Product now visible on system.
Ashford T&T 29 Product now visible on system
8.1 A graph to show the amount of Changes made and Authorised Temporary
Procedures (ATP’s) over the last 5 months.
Error! Not a valid embedded object.
A sudden escalation in Changes made in March were due to several local schemes
changing their price structures with the start of the new financial year . There were ,
however, a number of Operational Business Changes (OBC) process failures regarding,
ATP's.. This was down to a combination of reasons. One being, due to stock arriving in
outlets prior to being visible on the Horizon system. Hence the large number of Changes
and ATP’s in March. Another was Stock Centres agreeing, timescales but not adhering to
these.
Many of the ATP’s were withdrawn in April once the products were able to go through
the OBC process.
Appendix A
Glossary of Terms
CBDB - Counters Business Database - All cash accounts are keyed into this and it
holds information on client 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
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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.
Tier1
- Involves all first line calls to the helpdesk
Tier 1 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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