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Business Service Management Service Reporting
Horizon Programme
Business Service Management
Management of the Live Environment
Report No 33 - July 2000
Richard $ Butler
21/087 2000 Issued
Adele Kilcoyne
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Business Service Management
CONTENTS:
“SECTION” “PAGE No.
1.0 Purpose 3
2.0 Problem Management 4
3.0 Outlet Systems Group 12-14
4.0 Transaction Processing 15-19
5.0 The Network on Horizon 2026
6.0 Post Office Customer Management 28-30
7. Network Business Support Centre 31-35
8.0 Horizon System Helpdesk 36-40
9.0 Change Management 41-3
9.0 Appendix 44-45
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Service Reporting,
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Business Service Management
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.
* This Report aims to provide comprehensive and detailed statistics of
affecting the live environment. This report is not targeted at any one particular
audience but rather it is intended as a reference guide for people who work
within the Live Environment.
Operational Performance produce a number of other reports which are targeted to
a more specific audience, The data with-in these reports often can be found in
more detail within this report.
Headlines are incorporated at the beginning of each section.
Please note
A review is currently being undertaken to determine customer requirements for this
report. Although a number of improvements have been made on this report further
changes will be incorporated in next months MOLE based upon feedback received.
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Service Reporting,
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Business Service Management Service Reporting,
f? are owned by TX
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Business Service Management
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.
April B B
May 3 5
June 5 21
Jul 24 29
Volumes of PONU Problems opened/closed during July 2000
03/07/2000 1 2
09/07/2000 3 1
17/07/2000 1 2
24/07/2000 2 2
Volumes of ICL Pathway Problems opened/closed during July 2000
03/07/2000 0
09/07/2000 5
17/07/2000 1
24/07/2000 4
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Service Reporting,
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Business Service Management
New Problems raised in July :-
'P10000207_I 03/07/00 _I Office switching off horizon processor - Langham:359136 14/08/2000
P10000209_[ (04/07/00 __I Eastern Ave - 127140 - Problem office (04/08/2000
P10000210_I (04/07/00 _I Process not working for offices changing opening hours. 31/07/2000
10000211 I 07/07/00 __I Corrupt records within OBCS transaction file 31/08/2000
P10000212_[ 11/07/00 __I BT Payment Card Application Form P5745. 31/07/2000
P10000213_[ 12/07/00 __I Northern Ireland Emergency Cascade 28/07/2000
10000214 [12/07/00 __I Horizon transfers at Lottery Offices 29/09/2000
P10000215_I 13/07/00 _I illegal APS sequence Numbers 31/08/2000
P10000216 I 18/07/00 __I P&A Transaction Receipt Totals (01/09/2000
10000217 I 18/07/00 _I Littlewoods Lottery Prize Payments not a core product 18/08/2000
P10000219 [21/07/00 __I No Entry Signs / Missing Icons 11/08/2000
'P10000220_I 25/07/00 __I Manchester Stagecoach Supergem Vouchers 28/08/2000
P10000221 [25/07/00 _ I Lost Transactions - Heavily 190432 03/11/2000
P10000225 [27/07/00 _ I Miscellaneous Transaction Report (01/09/2000
P10000226 [27/07/00 _I Screen freezes in Training Mode 11/09/2000
P10000227_[ 27/07/00 _ I Unmatched reversed/ reversing at EOD, 31/08/2000
Open Versus closed problems since Jan 2000
Total Number of problems opened and closed each month since Jan 2000
Total number of problems
Open Problems
Max No. of core days I Min No. of core days I Mean Average
Business open open
Post Office network 413 5 92
ICL Pathwa’ 21 Py 1
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Service Reporting
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Business Service Management
Service Reporting,
Problems Over 6 Months Old
10000004 I Receipts & Phil 15/2000- Minimal number of incidents occurring , PON to
Payments don’t I Turnock 31/08/2000 confirm progression of this incident.
balance AFTER
migration
10000005 I Receipts and Phil 24/05/1999 The majority of incidents originate from migration
payments do not I Turnock 31/08/2000 activity , PON to confirm progression of this problem ,
match ON or known error.
Migration week
10000012 ‘I Investigators Theresa 03/12/1999 ICLP solution rejected by PON, discussion continue
require Walsh 30/08/2000 between PON & ICLP
information from
the message store
10000021 I Contingency for I Jonathan 28/09/1999- Process Maps being reviewed by NBSC in preperation
system failure Rogers 04/08/2000 for deployment.
when balancing
10000026 No business Jonathan 07/10/1999- Policy scheduled for deployment by the end of July.
policy for out -of- I Rogers 30/09/2000
hours transactions
10000031 I Readiness of new I Jonathan 28/10/2000- Guideline process document to be produced by the
products/services I Rogers 31/08/2000 Legacy Helpdesk Manager - slow progress being
to go-live made.
10000046 I Information Theresa 10/12/1999 Root cause analysis is on-going, problem appears to be
downloaded to I Walsh 14/09/2000 in the batch interface download overnight
the Network
Business Support
Centre
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Business Service Management
Service Reporting,
10000057 I OBC Non- Nicola 07/01/2000 IAM have proposed an initial action plan to address
conformance Wood 24/08/2000 the levels of non-conformance
10000065 I Increase volume I Theresa 19/01/2000 * ICLP CCN has been accepted, awaiting
of Parcel traffic I Walsh 18/08/2000 implementation
Errors (table 12)
10000027 I Issue Failure of __ I Stephen 14/12/2000 * Increased volume of incidents, problem to discussed at
One-Shot Potter 31/08/2000 the Problem Co-ordination meeting to agree a way
Passwords forward
10000059 _I Release to the Stephen 11/01/00 * Negotiations continue regarding content of any
Live Environment I Potter 30/09/00 relevant documention
(Non
communicated
software releases by
ICL Pathway cause
problems to the
PON Horizon
estate)
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Business Service Management Service Reporting,
Problem Number : 10000073 - Volume of Non-Polled Office
Current incident levels are as follows at the end of July: 64 in total, with a breakdown as follows:
Day1 :27
Day 23:17
Day 4+ :20
One outlet (160 313) is at 8 days; this was reported in ICLP’s report of 28/07/00 as resolved. This outlet was reported as
resolved because ICLP’s health check shows that communication with the counter can be made, although a configuration
problem means that the counter is unable to communicate back. ICLP are hopeful that the problem should be resolved by
02/08/00 as it is a problem which has occurred before.
Root causes include =
* BT faults - The largest percentage of polling failures are caused by problems in the BT ISDN network .
« Problems cleared by gateway swaps and/or reboots.
* The majority of non poll failures are following a weekend - Analysis has failed to identify a trend on this although the
suspicion which cannot be proved are that some offices simply switch off their kit on a Saturday.
A clear statement of the solutions
Revised Incident Mgt Process introduced by ICL Pathway - the overall incident management process was reviewed and
tightened to ensure that incidents are handied quickly and directly
* BT faults. - Pathway are working with Energis in this area.
* Problems cleared by gateway swaps and/or reboots. - Analysi
which have been swapped out as a result of non-polling inciden
reboots can resolve polling failures.
Reviewing options to release ‘trapped transactions’ in non poll outlets.
* Revised daily reporting processes between ICLP and PON
s being performed on fault reports for gateway PCs
. Similar work is being carried out to ascertain why
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Service Management
Non Polling
Number of outlets
non-polling report based on 1st
working day of week
600
400
30-May
12-Jun
28-Jun
10-Wl
2t-Jul
— i
O7-Aug
ais)
aia
013
12
an
10
imo
ins
7
m6
ins
B4
m3
m2
1400
1200
1000
Non-Polling based on the 2nd working day of the week
4
a}
a,
iB 15+I
mia
13
nie
mit
B10
m9
8
a7
m6
ns
4
ms
16-Ney
3t-May
13.Jun
2-jun
‘tl
25-dul
B-Aug
m2
CH
Whilst these graphs show a far higher incidence of non-polling, on Monday , itis pleasing, to
note that the number of non-polled outlets has not grown in relation to rollout
NB. The 24'* July shows a high level of non polled offices. This was solely due to a
problem with the Pathway Correspondence server within that week. By Tuesday 25" July
non Polling had returned to normal levels.
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Service Reporting
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Business Service Management Service Reporting,
Non - Conformance Issues
1. Girobank Postmaster’s Daily Records ( PDRs )
No information has been received from Girobank this month because of annual leave.
2.Non Polling
The action taken following the build up of a backlog of non polled offices after Easter and
the May Bank Holidays has resulted in more vigorous investigation of non polling incidents
by ICLP. However, despite the increase in resources devoted to the issue ICLP have not
been able to identify a significant level of non conformance.
Only two instances of non conformance, out of a total of 271 closed incidents, have been
identified on the new reports that ICLP have been producing, since 24 July.
The two postmasters concerned were contacted. One said his assistant had accidentally hit
the processor switch on her way out of the office. The other denied that the equipment had
been switched off. She said they had had a lot of problems with the system at the time and
that at one point they had been instructed to reboot all their terminals.
Although ICLP only contact offices after they fail to poll for two consecutive days they do
additionally contact those that fail more than once in a seven day period. This, together
with the fact that offices where the equipment is deliberately switched off at the weekend
would not be polled for two days, means that postmasters who deliberately switch off their
processor should be identifiable.
3. Passwords
The number of requests for One Shot Passwords has fallen by 40% (6% due to less requests
from auditors ), to a full network equivalent of 180 per week, since last month.
The number of calls related to non conformance has fallen in line with the overall fall in the
number of requests. However, there has been no improvement in our ability to identify the
reasons for requests - 45% of calls can not be categorised with confidence.
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Business Service Management
Service Reporting,
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Area : HAPS
Criteria e Weighting I High level description of issues which Status of previous
prevent the criteria being Green. Reports
1 2 4
1. I Timescales for file delivery i.e. normally ts) 25 All OK [ SEO) [)
by 23:59 on Day A, in “exceptional G G A 6G
circumstances by 03:00 on Day B (As
detailed in OLA for AP Service)
2. I ICL Pathway Management Support Unit ts) 5 All OK [ JROMEONE
reports received by OSG daily by 10am. G G G
3. I ICL Pathway Management Support Unit [) 15 All OK 0/0/'0/0'
reports to match the appropriate transfer G G G G G
file contents.
4. I Transfer Files returned to ICL Pathway [) 20 All OK [) [») ts) @'I
with an "Error" status, should be returned G G G G G
to HAPS on Day B (the txns. would be
harvested by ICL Pathway on Day A)
5. I Targets for delivery of txns. to clients, for I @ 20 ‘Average for month: 0o'od/0/@)I
txns performed at the counter on Day A.: A Day B - 97.1% R R A A
Day B - 97%, Day C - 99%, Day D - Day C - 98.8%
100% Day D - 99.7%
6. I An accurate Non-polled Office Report [ ) 15 ICL Pathway failed to raise incidents with I@ I@I/@/@I
detailing offices that appear more than A HSH for 5 outlets on 17/07/00. ICL A A A fe
once (as 1 day) in a seven day period, to Pathway were chased and incidents were
be delivered daily to OSG by ICL raised late, resulting in minor impact.
Pathway.
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POL-BSFF-0220495_0012
Business Service Management Service Reporting
Area : OBC - EPOSS
Criteria CoE High level description of Status of previous Reports
issues which prevent the
criteria being Green.
‘1 2 3
1. I OSG to manage the verification and
authorisation of OBC files in a timely
manner, i.e. for product changes to be
in place before their planned start
date.
oO
40
All OK
G A G
*@ *
2. I OSG to communicate changes to
relevant groups of the business to
ensure that background
processes/procedures supporting the
change are in place.
8
15
All OK
08)
08
08
iad
3. I Number of keying errors by POCL
Reference Data Team
30
2 errors no impact
4. I Number of data preparation errors on
OBC forms by OSG
>@>@
15
1 error no impact
>@>@
>@>@
2O>@
ere
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Business Service Management Service Reporting,
[+ First tranche
hes
bs me
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Business Service Management Service Reporting,
4.0 Transaction Processing
Information supplied by Lynn Kelly
4.1 Extra staff required in TP
3. Extra Staff Required in TP_
THAT POM MEMO AHO Yay TIO TITLE PGI] BIT] OTT MIO OT TTT TFET I MTT ATTY Maya TTT
Original Forecast I 60 I 100I 200 I 270 I 320 I so0 I s60I w0 I 060 I 360] 060 I 060 I 260 I 310 I 300 I 270] 190 I 150
Latest Forecast 36.0 I 38.0 [36.0 I 360 [ 360 I 320 I 34.0 I 330 I 200 [ 210 I 150
[Actual 60 I 90 [ 175 I 240 I 290 I 310 I 330
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
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 forec:
of extra staff numbers are now inline with the original forecast by applying the improved average error clearance rates achieved in TP over the last 6 months.
- First staff being picked up now / June onwards from the external recruitment exercise for additional people and where replacements required
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Business Service Management
Operational Performance
Errors
Por Office
A Comparison of TP CLASS Error Learning Curves
06
04
02
0.0
10 11
ade
647
1 Cofverslon
18 19 20 21 22 2 2 2 2% 27 28 29 2%
- 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 7 to 15) 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 u 2 ba i bd bi
‘CLASS Errors Latest
eehicee (wheg 17) I 122 I 191 I 148 I 148 I 146 I 1.40
‘Original
pericimcs (wheat ay, I 182 I 186 I 163 I 186 I 158 I 148
Notes
Average number of errors produced for Horizon offices based on CBDB data for the last 15 weeks (weeks 03 - 17).
- Manual Baseline before Live Trial / NRO calculated at 0.63 CLASS errors per office.
The dotted line indicates where itis assumed that the learning curve returns to the manual baseline
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Business Service Management
Operational Performance
5000 -Per Week
4500 I
4000 I
3500 I
000 I
2500 I
2000 I
1500 +
1000
as 2. Forecast Increase in CLASS Errors at Horizon Offices
Latest Forecast
riginal Forecast
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 weeks 03 - 17, with the learning curve
lextending for 26 to 30 weeks before Horizon offices retum to / below the manual baseline.
Actual Errors for weeks 11 to 17
Week 11 I Week 12 I Week 15 I Week 14] Week 15 I Wook 16 I Wook 17
000 I 05-Jun-00 I 12-Jun-00 I 19-Jun-00 I 26-Jun-00 I 03-Jul-00 I 10-Ju-00 I 17-Jul-00
=n] jo. of Horizon Errors 8360 ‘9760 T0223 9749 T0275 174 TOI
200 I No.of Horizon Offices I 7,269 I 7.575 I 7.881 _I 6,167 I e493 I 8709_I 9105
‘Actual [Errors Per Horizon Office 4.15 4.29 1.30 4.19 4.21 1.04 4.42
increase I I = ——
1000 I comments
'- Longer learning curve causes latest forecast figures to be greater than original forecast
°
2 @ 8 B & SF BS B BS S FZ I-catest Forecast drops below the manual baseline in Sept 2001 because of the fall in Misbalance errors as a
BE FS & §& € F E E E I lresutofHorizon.
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Business Service Management
Operational Performance
4.4 Level Of Manual Amendments on Paper Copy of Electronic Cash Account
JUL- I AUG- ISEPT- I OCT- [NOV-] DEC: [JAN- IFEB- I MAR- ] APR- I MAY- I JUN- ] JUN-
99 99 99 99 99 99 00 00 00 00 00 oo I 99
Number of 378 [204 423—«f 1086. «1515 [740 «I 377—«4( 572s 775——«f a8 [710 «I 986 I 305
Amendments
% Automated 14.4% [113% [124% [11.0% [66% [42% [27% [26% [24% I19% [12% [12% [09%
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 Operational Performance
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Business Service Management Operational Performance
Outlet Coping Curve
Jackie Stubbs : Counters Business Consultancy
The chart below shows an update of the coping curves for Horizon offices and
includes:
* number of calls to HSH;
* number of calls to NBSC;
* number of cash account errors from the QPA database;
* time to produce a cash account.
Outlet Coping Curve - July 2000
100% —-
80% —-
3
£
: 60% --
=
s
x 40%
Ey
3
&
20%
0%
0 1 2 3 4 5 6 7 8 9 0 411 12
— Live Trial - - NRO —-NRO1_ -—NRO2
The chart above shows the following, curves:
* live trial
* NRO - national rollout before Christmas 1999
* NRO1- national rollout in January and February
* NRO2- national rollout in March and April
The sample size for time to prepare a cash account is too low for NRO2 and so
this has not been included.
The outlet coping, curves show that offices are now ‘coping’ at a similar level
to NRO and NRO1, and better than the live trial offices.
The charts overleaf show the individual attributes which make up the outlet
coping curve.
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24 July 2000
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Business Service Management Operational Performance
Calls to NBSC
= Coping)
Index (0%
RoR
8 8
3 8
2
z
Weeks live
—livetrial = = NRO = —-NRO1 ——NROZ
Calls to HSH
100%
80%
2
2 60%
$
8
"
ze 40%
&
3S 20% Brgy eS Sl
& X 2
0% ear ane nen: Ree
1 2 3 4 5 6 7 8 9 0 11 12
20% Weeks live
{ —lLivetrial = = NRO = — NRO1 ——NRO2 I
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POL-BSFF-0220495_0021
Business Service Management Operational Performance
Mystery Shopper - June 2000
The mystery shopper survey has been used to look at the effect of installing,
Horizon on:
© quality of service;
* product knowledge;
© customer service indicator (conformance to standards).
Four groups of offices have been identified in order to look at the effect of
installing Horizon, and to look at whether this effect changes over time.
These groups are:
offices without Horizon;
live trial offices (LT);
national rollout offices before Christmas (NRO);
national rollout offices after Christmas (NRO1).
Only data from June has been analysed in this report, therefore NRO 1 offices
have been rolled out for and average of sixty nine days.
Quality of Service
Percentage of Customers Waiting over 5 minutes
aur
NRO
NRO!
EINo Horizon
BO F&M ‘sub Overall
The main point to be noticed in this chart is the fact that overall number of
customers queuing for more than five minutes, is lower in the offices with
Horizon than those without. In the case of the Franchise and Modified
offices, which were rolled out in the Live Trial, no customers were waiting for
over five minutes during the mystery shopper vis
Analysis of the average waiting times of customers shows that overall the
longest queues are in offices which have been rolled out since Christmas 1999.
This is then followed by the offices without Horizon. This suggests that when
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Business Service Management Operational Performance
Horizon is first implemented it can cause waiting times to increase, but once it has
been in place for a few months the system becomes more efficient.
Product Knowledge
Transactional Knowledge
SDE R2% 0
1
"8S o8e1%6 — goagengure TES,
9%
LT
NRO
EINROI
EINo Horizon
BO F&M sub Overall
This chart shows that the level of transactional knowledge is slightly lower in offices
without Horizon, but the level of knowledge across the other types of office does not
differ too greatly. The chart above should be used for comparison purposes as the
calculations do not match national figures.
Customer Service Indicator (conformance to standards)
Customer Service Indicator
100% F go, 995 954 9505:
80%
T
BNRO
NRO
[No Horizon
20%
0%
BO Sub Overall
Thirteen attributes connected to office appearance and counter clerk behaviour are
checked during a mystery shopper visit. The customer service indicator is based on
a weighted average of the scores where 100 is the highest possible score and 0 the
lowest. The chart here shows again that there is some difference in between the four
groups of office, but that difference is only slight.
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Business Service Management
July Phone Survey
200 postmasters were contacted in July and asked a series of questions the results of
which are shown in the table below.
* Not including printing how long did you spend completing the balance after
closing on Wednesday ?
Operational Performance
1 hour 26 Minutes
Mean
Median 1 hour 15 Minutes
Mode hour
* How easy do you find the Horizon System to Use ?
sti
53 27.7%
Very Easy
Fairly Easy 126 66.0%
Fairly Difficult i 5.8%
Very Difficult 1 0.5%
a) Consult the relevant office 47.6% 31.6%
documents.
b) Call the HSH 35% 174%
¢) Call the NBSC 1.6% 36.8%
d) Do something else 31% 3.6%
call theit NM)
e) (ay/(b) 115% 47%
) ao 0% 4.2%
g) ad) 0% 05%
h) bY) 1% 1.1%
No of responses: 191 190
* The table above shows that 95% of respondents recognise the need to phone HSH
if they have a problem using the system nearly half 47.6% would check there
office documentation.
‘* 73% of people asked recognise the need to phone the NBSC if they have business
query. 36% of people said they would consult there office documentation before
contacting the NBSC. Alarmingly 17% of people said they would phone up the
Horizon System Helpdesk first.
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Business Service Management Operational Performance
Balance Support Statistics over last quarter
Richard Butler: Business Service Management
2nd Balance Support
‘Second balance spor requeted Vs those supported over as quarter
On average over the last quarter 99.9% of all 2 balance requests have been
supported. This figure is high because Edinburgh Cluster group supported offices
who did not request support. (see table above 10! May ; 31 May and 7* June).
31 Balance Support
‘Thitd balance support requested Vs those supported over ast quoter
hey sTAky 26kay tab Tan Han Dt BBO IB TR)aB ag
On average 93.8% of people requesting 3«! balanc
the last quarter.
support actually received it over
4th Balance
support requested Vs those supported over last quater
(aap oven co
1
eeseeses
1OMey —ATAby 2eNay SAky MN Mn Ok hn Oh)
On average 89.3% of offices requesting, 4% balance support over the last quarter
actually received it
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Business Service Management Operational Performance
Resignations
‘SPMR Resignations 2000
250
vo LN Ota
B 190
€
2 100
50
LJ . Pa ri o =
2 8 § § § = 3
8 2 a
Month
The graph above shows that the level of Sub Postmaster resignations has
remained relatively stable despite the continuing rollout of Horizon. At the
beginning of September 1999 there were only 323 offices on Horizon by May
1999 this figure had risen to 7000 offices yet there does not appear to be any
sharp increases in the levels of Sub Postmaster resignations. While some Sub
Postmasters have stated the introduction of Horizon as reason for their
resignation ; it appears that overall levels of resignations are not out of the
ordinary.
Voluntary Branch Offfice Resignations 2000
66. Jorn,
ol Re,
— i, te
Number
8
> @ © € § F F F &€ & F
> $8 @ € ¢€ @ § = §
8 2 6 § ¢
I eo
Month
The graph above shows that the level of Branch Office resignations has not
been adversely effected by the Horizon Rollout.
(FILENAME \"Lowee\p \" MERGEFORMAT ] 27
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Operational Performance
Business Service Management
e q tf x . —
22 3: a oe a
ee S
ge 3 ee. : oe
ooo er
& eg. . : - :
2 ll
28
(FILENAME \"Lome\p \° MERGEFORMAT I
POL-BSFF-0220495_0027
Business Service Management
Post Office Customer Management Tier 1
NBSC - Incident Resolution - Month of July
Operational Performance
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The table above shows how Tier 1 have improved in recent months as
operators become familiar with using, the knowledge base. The graph (page
30) shows that towards the end of July Tier 1 were beginning to meet their
Service Level Agreements on call resolutions on a regular basis.
[HILENAME \"Lower\p \° MERGEFORMAT ]
29
‘Time 0-15 15-30 05-1 1-15 I15-2 [2-3 3-4 4hrs-1 I Iday- I 1
ae Minutes I Minutes I Hour Hours I Hours I Hours I Hours I Day week I Week+
resolve
Tier1 I 86.3% I 1.8% I 2% [1.7% I 1.2% [1.5% [1.1% [28% I 1.4% I 0.2%
Tier2 I 34.0% I 29.2% I 21.0% I 4.9% I 1.7% [1.4% [0.7% [4.4% I 2.2% I 05%
NBSC CSF’s
Measure Target_[_ April May June July
End Users (Quantitative) % % % % %
Calls answered within 15 85% 86% 79% 85% 84%
seconds
%Calls answered < 1 minute 95% 93% 85% 94% 94%
Overall % Abandoned 55% 3% 8% 3% 3% ‘(Commented [RL1}: }
% Incidents resolved at Tier 1 75% 68% 69% 70% 75%
POL-BSFF-0220495_0028
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Operational Performance
Business Service Management
Tier 1 Incidents resolved in June
(’see Appendix A for definition of Tier 1/Tier 1 Admin.)
jer 1 between 01/07/2000 and 31/07/2000
¢ of Incidents Resolved b:
Percent.
100
a /t0/1¢
ec 0/62
30
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Business Service Management Operational Performance
(FILENAME \-Lawes\p\MERGEFORMAT} 31
POL-BSFF-0220495_0030
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Business Service Management Operational Performance
NETWORK BUSINESS SUPPORT CENTRE.
Source : Richard Butler: Business Service Management.
Total v's Average since January 2000
+6000 2
+4000 a
16
+2000
14
1000 wa
3 3 [aaa Totals
3000 1 $
q § [Av cae per out
2
6000 08
06
4000
04
2000 02
° °
§ § @ @ © 6 Ee ee & FBS
§ § @ 2 § ee BB FFE EB Bz
ge ?2e 2 2 8 &s § = FF 88k
So se & 2 8 @ . 5 Pi = Go [UU
S - 3 8@ @ 3 6 & & NS 8 @ = 3
> 5s ~ 3 5
&
Date
The graph shows that although total calls are rising average calls have generally continued to fall since May. 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).
[FILENAM \* Loveor\p\* MERGEFORMAT ] 32
POL-BSFF-0220495_0031
Business Service Management
Calls to Regional Helpdesks.
(cource : Leon Sayers)
Operational Performance
2.00
1.80
1.60
1.40
1.20
1.00
0.80
0.60
0.40
0.20
0.00
Total v's Average calls to the Regional Helplines.
30000
25000
Pisa
a
‘15000
3
© 10000
5000
0
CEEEEER EERE RES EEE EERE
S8sssssssessessssssssss
ESFRSBSSRSSSRRSITSRSSER
Week Commencing
Average calls per office
lm 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 .
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).
[FILENAM \* Loveor\p\* MERGEFORMAT ]
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Business Service Management
Number of calls NBSC and breakdown of calls for July period.
walls walls call per walls per walls per
per per ae office w/e
office office 318 July
whe wie july aes uly
ES 10%
July July
Horizon 3602 [042] 3741 I oar ao] 3535) a7 037
Client counter 21st 2277 tae tise 5c — at ‘6
procedure
Tocal Schemes om} ot ur w Dar a Dar
Office process 1906 [ 022 I i966 [om [i913 [ oat I iss [021 I 2058 o2t
“Switchboard” Biss I_o24 I 2405 I 027_I 240a_I _0a6 I 250 I _027__I 2671 027
‘Non-con =a [om I 13 [om I 52 O0L 22 0.00 7 0.00
‘Complaints 33 [oor_I 76 [oor 7 Or 7 0.01 17 0.01
Utlities/ Fleswicny I 89 [oar I 02 I om I ite I oor FTC) ‘OL “0 ‘or
Tilities 7 Gas. 73_I-oo_I 72 [om] 57 oor 3 ‘aL o ‘or
Uilities/ Water is [000 [17 I 00 15 0.00 iB 0.00 2 0.00
TOTAL CALLS sm_I 1a I 9m] aaa oe I tae I ta] 140 I tans] 149
MIGRATED. NA I 8740 I N/A] 9053 I N/A I 9095] NVA I 9680 I N/A 3990
OFFICES
‘Non conformance calls relate to those offices which are phoned by the NBSC for not correctly conforming to OBCS
procedures,
“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 July
100%
0%
wor
70% aoe
con 1B Local Schemes
ortice Recess
seal I Horizon
Eel © Client Counter Procedures I
a
10%
om
39.duy 1046 17.23 te
uly shy ‘ow
a
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Business Service Management
Pie chart to show total breakdown of calls to NBSC since January 2000
Breakdown of calls since January 2000
other
Ottee Frocees 3
“i
Hexeon
26%
(tent Counter recedes
31%
Pie chart to show the breakdown of calls for July 2000.
Breakdown for July 2000
omer
Office rocess 2% Hergon
14% 2%
(Gent Counter Procedures
36%
‘Switchboard Cats
18%
Local Schemes,
1%
The pie chart shows that there has been an increase in percentage of client counter
procedure calls and a reduction in the percentage of horizon calls when compared to the
year to date totals. This is probably due to the fact that a some of the old horizon calls were
not proper to NBSC and should have gone to the Horizon System Helpdesk. The reduction
in the percentage of Horizon calls received would indicate that this problem has been
reduced.
[FILENAME \* Lower\p \* MERGEFORMAT ]
35,
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Service Reporting
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Business Service Management Service Reporting,
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36
POL-BSFF-0220495_0035
Business Service Management
Service Reporting,
HORIZON SYSTEM HELPDESK:
Source : Richard Butler : Business Service Management
14000
12000
10000
8000
6000
TOTAL CALLS
4000
2000
Total V's Average calls to HSH since January 2000.
Ss 8 8 8 6 § € € Fees
se eee bP R22 GGG
s 2 &§& 26 6 § 5 8 3 8 3 8
ges $ @ 2 2 is .
= £8 &
Dare
3.9 July
17-23 July
31 July -6 Aug
08
06
AVERAGE NUMBER OF CALL
4
02
= Total
=~ Average calls HSHI
The graph above shows that although call volumes are continually increasing the level of average calls has decreased since March.
© The drops in call volumes at the beginning and end of May are caused by Bank Holidays.
[ FILENAME \* Lower\p \* MERGEFORMAT }
37
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Business Service Management
Number of calls to HSH and breakdown of categories for July
CallCategory I total] calla] total] calla] total ] callaper I total] callaper I Tol I calla
calls I per I catiswie I per I calls I “office I callsw/e I office I calls I ‘per
wie I office I 1yu70 I office I we I we we I we I office
aywrpo I “we wie I a7j7jo0 I 17/07/00 avmrpo I supe I “we
30770 ayo sare
Advice € Guidance I a7 I 04s I ais I 04s I ae I om I sos I om I am I om
Hardware a 005 [660 [007 [528 [os
Tmplementation 2520.03 [ 300 I 005 0.03 [256 I 00s I 177 [ome
Network a a om [208 [om [138 I oot
Operations I 170 [018 OB [ mas [ 013 [8409
Other oi I ata I 013 oa [1368 I 01d [156 ox
Reconcifation 000 T 0.00 0.00 o a a CT
Security O01 30 [om oT 7 a a
Software ois I 1a? I 0.16 os [17] os [1489 I ot
Cash Account 017 I 1450 I 0.16 ox [1735 [018 I 1584 [06
TOTAL CALIS 120 I 10596 I 1:17 121389 I 28] maas [as
MIGRATED e740 IN/A I 9055 3395] NVA I 9680 I NA I 9900
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 July
100% = = = =
P40 cy 660 526 I
Pa 60 [ sos 6
1170 1220 ‘285 &
0%
SN] 1302 1368 Xs B rplemertaton
70% Network
cow Securty
a Haraw are
50% 2 Operatons
Bother
ate Bsotware
att Cash Account
Advice and Gudtance
20%
10%
o%
3.9.hy 10-16 17.23 24.30 31 ay.
ay sy shy 6
August
From the graph it can be seen that the percentage of calls received within each category has been stable over the past
month.
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Business Service Management
Pie chart to show percentage of calls per category for Year to date and for July 2000
Year to date breakdown of HSH calls
sotware SEY Network
17% 1%
Advice and Guidance
39%
other
12%
ash Account Hardware
11% Operations sentation 5%
= ements
July 2000
Security
1% Network
Software 1%
14%
Advice and Guidance
Hardware
Cash Account
15% 5%
Operations
10% 7
Implementation
2%
‘The pie charts show that that the level of calls with in each category remains fairly stable with only small
percentage fluctuations in the levels of calls within each category.
Advice and Guidance and Cash Account calls have been above the year to date average while there has
been a fall in the levels of software and operations calls.
[FILENAME \* Lower\p \* MERGEFORMAT ]
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Business Service Management
Complaints received about HSH over last 6 months
Richard Butler: Business Service Management
Breakdown of complaints to HSH over last 6 months
£ 250 1m appropriate referral
3 /@ unable to get through
°
°
Feb March Apri May June uy
The graph shows that the main area for concern is the rising number of people who had
increasing difficulty during April 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. The introduction of IVR (Interactive Voice Recognition) by HSH at the
beginning of June may also have helped to reduce complaints in this category.
Breakdown of complaints about HSH over the last 6 months
wating or calback ute compet
re rs
vpn eter
ae
vrai ot touan
om rnia9 WA seo soe gan
:
2% iam
The pie chart above shows that the main area for HSH complaint over the last 6 months
has concerned failure to get through. As it mentioned above the introduction of IVR
during June should help to combat this problem.
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POL-BSFF-0220495_0040
Business Service Management
Service Reporting
cal
Girobank PDR’
forms
All Horizon offices now despatch printed versions of the
Letter to offices
Bureau de Change
New Table 10G product to allow On Demand Bureau outlets
to send currency out by courier to Pre Order Bureau outlets
Counter News
TVL - Under 75's pre-registration
New product
Counter News
8 Ticket and Travel schemes
Various new, changed and withdrawn schemes
Letter to offices
1 Homecare scheme.
New product
Letter to offices
2 Meals on Wheels scheme
New product
Letter to off
Lloyds Personal Banking
Expansion into Scotland
Counter News
Self Adhesive Stamp Sheets
New Screen
Counter News
British Gas Trading Ltd
Removal of existing Table 10G product.
Counter News
BT Payment Card Applications
New Table 10 G product
Counter News
No ATPs were implemented during the period
ATPs Withdrawn (during the period)
Product
Sheffield CC Homecare
Eastern Scottish Omnibus 32 Product now available on the Horizon system
Scottish Midland Bluebird 33 Product now available on the Horizon system
Barclays Personal Banking 34 Product now available on the Horizon system
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Emergency Cascades Implemented (during the period)
30/2000 1 day Icor re required for CSR+ 10389 x 45p The cost will be met by ICL
implementation £4675.05 in total Pathway
Stagecoach not 1 day Promotional vouchers Met by IAM I Cascade of existing, procedures to
Manchester _I allocated helplines
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Business Service Management
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
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.
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Business Service Management
HSH Call descriptions
‘Advice &
Guidance
The majority of calls logged under this category are calls aimed at such
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 and monitor touch element etc.
Implementation
Those 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, EPOSS operation
failure, Reference Data issue and System Environment failure.
Other
Includes central system - environmental failure - PO - consumable order
request - office environment failure ic. power - miscellaneous
Reconcil
Reconciliation calls are in particular aimed at APS, Ben
‘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 etc.
Client 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
Call
Calls that are misdirected or proper to other sections
Utilities -
Electricity
‘Transactions regarding charge accounts for electricity
Utilities -
Gas
Transactions regarding charge accounts for gas,
Utilities -
Water
Transactions regarding charge accounts for gas,
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ower \p \* MERGEFORMAT ]
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