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Business Service Management Service Reporting
Horizon Programme
Business Service Management
Management of the Live Environment
Report No 34 - August 2000
Richard $ Butler
1470972000 Tssued
‘Adele Kilcoyne
CONTENTS
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Business Service Management
1.0 Introduction
2.0 Problem Management EST
3.0 Outlet Systems Group 12-15
4.0 Transaction Processing 16-20
5.0 The Network on Horizon 21-27
6.0 Post Office Customer Management 28-30
7.0 Network Business Support Centre 31-36
8.0 Horizon System Helpdesk 37-41
9.0 Change Management 42-43
10.0 Business Impact 4446
11.0 Appendix 47-48
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Business Service Management
1.0 Introduction
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 report
aims to provide comprehensive and detailed statistics of issues 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 on each topic are incorporated at the beginning, of
each section.
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Business Service Management Service Reporting,
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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.
May Pa 15
June 35 21
Jul 24 29
August 35 24
Volumes of PONU Problems opened/closed during August 2000
31/07/2000
07/08/2000
14/08/2000
21/08/2000
wlalale
B}rofrol ar]
Volumes of ICL Pathway Problems opened/closed during August 2000
31/07/2000 1 2
07/08/2000 0 0
14/08/2000 0 7
21/08/2000 0 2
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Business Service Management
New Problems raised in August :
Jan
Feb
Mar
Ae
May
June
Jul
August
P10000228 I 01/08/2000 _I Printer Roll Wastage 31/08/2000
P10000229 I 01/08/2000 I Correspondence Server memory leakage 31/08/2000
P10000258 I 17/08/2000 _I Plu numbers removed from Horizon System _ I 29/09/2000
10000259 I 21/08/2000 I ICL Pathway informing, offices of known 11/09/2000
problems, not BSM
P10000260 I 2370872000 I Cashco envisages problems running two 0670972000
receipting processes
P10000263._I 2970872000 _I Miscellaneous Transaction Report 2970972000
R10000261_I 23/08/2000 _[ Cwmaman - Screen problems 06/09/2000
Open Versus closed problems since Jan 2000
Total number of problems open/closed since Jan 2000
20
25
20
‘5 [= Open
= Closed
The graph shows that August has been a good month : it had the lowest number of “New”
problems opened this year and twice as many problems were closed than opened.
Open Problems
Max No. of core days I Min No. of core days I Mean Average
Business open open
Post Office network 260 1 119
TCL Pathway 260 29 7
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Problems Over 6 Months Old
10000004 Receipts & Phil 15/2000- ¢ Minimal number of incidents occurring , PON to
Payments don’t I Turnock 29/09/2000 confirm progression of this problem.
balance AFTER
migration
10000005 I Receipts and Phil 24/05/1999 ¢ The majority of incidents originate from migration
payments do not I Turnock 29/09/2000 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 29/09/2000 between PON & ICLP
information from
the message store
10000021 I Contingency for [Jonathan _ I 28/09/1999- I ¢ Process Maps being reviewed by NBSC. Forwarded to
system failure Rogers 15/09/2000 TIP for agreement to implement.
when balancing
10000026 —_I No business Jonathan 07/10/1999- Draft policy out for review
policy for out -of- I Rogers 29/09/2000
hours transactions
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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Service Reporting,
10000057 I OBC Non- Nicola 07/01/2000 ‘* OBC process has been revised for CSR+
conformance Wood 29/09/2000
10000065 I Increase volume of I Theresa I 19/01/2000 * ICLP CCN has been accepted, awaiting,
Parcel traffic Errors I Walsh 30/11/2000 implementation (not until after CSR+ live)
(table 12)
10000027 _I Issue Failure of One- IStephen I 14/12/2000 * Disagreement between PON and ICLP over standard
Shot Passwords Potter 14/09/2000 of service, To be escalated.
10000089 I Release to the Live [Stephen I 11/01/00 © Negotiations continue regarding content of any
Environment Potter 30/09/00 relevant documentation
(non communicated
software releases by
ICL Pathway cause
problems to the
PON Horizon estate)
10000073 I Volume of non Mick 24/01/00 * ICLP producing CCN’s covering harvesting, of
polled Office Theobald I 15/10/00 marooned transactions and identifying terminals not
logged on.
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Business Service Management Service Reporting
Non Polling - (Problem No. 10000073)
Non Polling based on the first working day of the week
2000
3, (00 1B 10(+)I
5 0)
E scan no
= 1400 los
E 200 ay
& 000 ms
3 200 as
2 oo a4
E400 a3
= 200 baka
a1
o
YeJun 26nd hu 2-Aug (OF Sep
Non Polling based on the second working day of the week
2000
% 1800 101+)
3 as
§ 1600 ee
1400
A a7
E 1200 -
& 1000 as
8 800
3B 600 bad
2 400 Fa
5 20 az
as
t3Jun hun Atul = ul BAug —-2RAug —S-Sep
Whilst these graphs show a far higher incidence of non-polling on Monday , it is 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. A report on this problem was
issued by Deidre Coniss (ICLP). It covers the July incident but not the August one shown
above. (ICLP have confirmed that a separate report will cover this). Root cause of the
problem is still under investigation by ICLP.
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Non Polled Offices (Problem No. 10000073)
ICL Pathway are working on draft CCN’s around the following issues :
1. Harvesting marooned transactions from non-polling offices : target for CCN
15/09/00
2. Alerting offices when one or more counters are not logged on : target for CCN
22/09/00
These changes if agreed would be unlikely to be implemented before January 2001. This being
the case , BSM are looking at some form of manual intervention which could be implemented
in the meantime.
Additionally, ICL Pathway are working on a process to indicate when an outlet’s
communication links have failed without reliance on the non-polled office report. Scripts have
been agreed with ICL Pathway to allow them to contact an office when remote health checks
still indicate a non-polling problem after two days. Outlets will be asked to be asked to
perform certain actions which will enable Pathway to identify the cause of the problem more
accurately. The inconvenience caused by asking an office to reboot to solve an ISDN link
problem has been recognised and action is in progress to identify a method of only rebooting,
the ISDN card and thus making the process quicker.
ICL Pathway are still investigating the impact of continued polling failures on the ability of
outlets to take the Siemens SPM card.
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Business Service Management Service Reporting
Non conformance Issues
1. Girobank Postmaster’s Daily Record ( PDRs )
ISSUE: Girobank have agreed 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.
The latest data received from Girobank shows a significant deterioration. This is due to a
combination of more offices presenting PDRs which fail and an increase in the number of
forms rejected from these offices. Unfortunately, the data is now being provided monthly,
without a weekly breakdown, so it is not possible to ascertain if there was a general
deterioration or a weekly blip. Girobank have not been able to provide any more information.
They will be concentrating on monitoring the effect that the introduction of the new forms
(linked to the roll out of CSR+) has on the failure rate.
The table below shows performance to date recalculated to a four week format.
Tot.
50-01 2429 156,542 1465 887 0.94
02 - 05. 3589 207,112 1100 791 0.53,
06 - 09 4897, 322,060, 1919 1353 0.60
10-13 6879 445,444 1882 1413 0.42
14-17 8493 602,420 4500, 2045 0.75,
2. Passwords
ISSUE: Monitoring of requests for One Shot Passwords ( OSP ) identified a significant level
of non conformance which if maintained will impact on resources in both POCL and ICLP.
The fall from June to July in the extrapolated full network rate of requests for OSPs was
maintained in August. There was also a fall in the percentage of these calls attributable to
non conformance.
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Critical Success Factors for Horizon
Area : HAPS
Criteria Weighting I High level description of issues which I _ Status of previous Reports
prevent the criteria being Green. 4 #2 3 4
1. I Timescales for file delivery i.e. normally by 23:59 25 I AILOK [s)
on Day A, in "exceptional circumstances by 03:00 ® G @ ® CG
‘on Day B (As detailed in OLA for AP Service)
2. [ICL Pathway Management Support Unit reports 5 IAIOK [)
received by OSG daily by 10am. e e e ® ”
3. [ICL Pathway Management Support Unit reports 75 I AllOK
4. I Transfer Files returned to ICL Pathway with an 20 =I AILOK [s)
"Error" status, should be returned to HAPS on @ e e e G
Day B (the txns. would be harvested by ICL
Pathway on Day A)
5, I “Targets for delivery of bans. to clients, for tans [ ) 20 I Average for month: @/0'e0/@I
performed at the counter on Day A: Day B - A Day B-97.3% A R R ”
97%, Day C - 99%, Day D- 100% Day C-995%
(see note at bottom of page) ey NS = 224
Day D - 99.7%
6. I An accurate Non-polled Office Report detailing 15 I AllOK
seven day period, to be delivered daily to OSG by
ICL Pathway.
ICL Pathway have never achieved the target of 100% of all transactions delivered by day D
If they miss any targets by as litle as 0.1% then the measure MUST be amber , as these targets are contractually agreed (Schedule E08)
When non-routine failures occur (perhaps ICL Pathway server failure) and targets are missed by a large amount then the measure is set as Red.
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OSG Critical Success Factors for Horizon
Area : OBC - EPOSS
Criteria Weighting I High level descript Status of previous Reports
prevent the criteria being Green. 4 2
1. I OSG to manage the verification and authorisation 40 AILOK
changes to be in place before their planned start
date.
2, I OSG to communicate changes to relevant groups AIOK
processes/ procedures supporting the change are
in place.
3, I Number of keying errors by POCL Reference Data 30 ALOK
Ne ) LILI e
4, I Number of data preparation errors on OBC forms. [) 15 AlOK @ [) @ @ I
by OSG G A A A G
Overall C)
Status : G
“Definition OF Status
GREEN: Current status indicates that there are no known issues.
RED:
WHITE:
Current status indicates that there are major issues.
Work has not begun on the criteria and the status is therefore unknown.
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Current status indicates that there are some known issues (but not significant issues and there are actions in place to resolve these).
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OSG Critical Success Factors for Horizon -
Area : OBC - AP (September Client Take On)
Criteria Weighting I High level description of issues ‘Status of previous Reports
which prevent the criteria being 4 2 3 4
Green.
1. I CTO packs to OSG by - 26/06/00 ls) 7 All OK ts) [) Ts) eo I
G G G G G
2. I OBC9's to ICL Pathway by - 04/07/00 ts) 7 ‘AILOK [¥) [) [+] oO I
G G G G G
3, I OBC 4/3’s to RDS team by - 04/07/00 ls) 7 AIL OK [) ts) Ts) Ts)
G G G G
4, I Reference Data to be with ICL Pathway by - ls) 7 AIlOK ts) [) [) ts)
10/07/00 G G G G G
5, I Test cards to be with ICL Pathway by - ts) 7 ‘AILOK [s) ts) ts) @ I
17/07/00 G G G G
6, I ICL Pathway Test File & Verification Report 7 I AMOK
7, I Number of errors found during initial 5 I AMOK
8. I File sent to Girobank by -09/08/00 o 24 ‘All OK [) o [) oO I
ig G G A G
9, I Number of clients not authorised for 29 +I AIlOK
data fault for - 20/08/00
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Extra Staff Required in TP
TELAT EAT TST TT MTT TOT TT RTT PTY COTY MT DTT
[Original Forecast I] ] ez] a)] oe] me] ?7)]+)2i,o);o0 i; 0
Latest Forecast % I 2 Ie] se]e]aIm]ofseIsfo lo fo
{Actual
* Figures stated are for the beginning of each month
Comments
1, First tranche of staff up to May 2000 appointed from an internal panel. These staff were allocated to individual
teams for clearing the increased number of errors from Horizon offices. Additional staff being picked in June 2000
onwards from the external recruitment exercise.
2. Although the length of the learning curve used has increased to week 30 after conversion, the latest forecast of
extra staff required this year are stil in line with the original forecast. This is due to applying the improved average
error clearance rates achieved in TP.
3, The latest forecast is based on the error rate for Horizon offices returning to the manual baseline by 30 weeks after
conversion. 2nd forecasts for extra staff required if learning curve extended to 40 weeks before returning to the
baseline removed.
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Business Service Management Operational Performance
A Comparison of TP CLASS Error Learning Curves
‘Original Forecast
atest Infor
Manual Baseline
0.0 $44 4 + ee
192 3 4 5 6 7 8 9 1 11 12 13 18 19 «20 21 «22 (23 2h 25 BT BOD
45 1647
Weeks After Conversion
Comments
= 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 originally used in Janary 2000. 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 20 to 30 weeks. The mid period figures for weeks 7 to 15 remain well above the baseline. Figures for weeks 15 to 30 at
the tail of the learning curve, now increasingly based on the results of offices rolled out since Xmas, show an improvement on earlier offices.
- From the latest information available for converted offices, the learning curve is assumed to return to the manual baseline after 30 weeks.
Summary of Early Learning Curve Information
Week After
Conversion iu bal 3 4 5 6
CLASS Errors Latest
Produced (wks 8- 22) 1.22 1.28 1.33 1.34 41.32 1.28
‘Original
Per Office (wks 34 - 43) 1.62 1.86 1.63 1.56 1.58 1.48
‘Notes
'- Average number of errors produced for Horizon offices based on CBDB data for the last 15 weeks (weeks 08 - 22),
'- 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 returns to the manual baseline
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Business Service Management
Operational Performance
=
i.
g
Extra Errors: Notes
10-Jul-00 I 77-Jur-00 I 24-Jul-00 I 31-Jul-00 I 07-Aug-00 I 14-Aug-00 [27-Aug-00
lo. of Horizon Errors ELIZI TOT T0005, T0243 ‘9688, S262 9734
= — ee eee ee
1000. =r Comments
tnereeseI I I. actual number of errors for Horizon offices lower than forecast in recent weeks.
1 Fc Gs GSS with the pattern for the remaining manual offices overall.
fone
uso
uezs
ure
ures
wre-co
reo
reas
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Business Service Management
Operational Performance
Level Of Manual Amendments on Paper Copy of Electronic Cash Account
AUG I SEPT I OCT- ] NOV I DEC- I JAN- ] FEB- I MAR] APR- ] MAY I JUN- I JUL- I AUG
-99 -99 99 -99 99 00, 00 00 00 -00 00, 00 -00
Number of 294 423 1056 1515 740 377 572 775 1148 710 986 1097 1036
Amendments
% Automated 11.3% I 12.4% I 11.0% I 6.6% 4.2% 27% 2.6% 24% 1.9% 1.2% 1.2% 0.8% 0.9%
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
Research is being, done to identify why theses figures are still increasing
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Business Service Management Operational Performance
Of offices requesting Second Balance Support received
Of offices requesting Third Balance Support received it
Of offices requesting Fourth Balance Support received it
2 aE : TE SEES
EEE
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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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Business Service Management Operational Performance
Calls to NBSC
100%
= 80%
3
£
a
S 60%
1
=
& 40%
%
3
z
= 20%
0%
Weeks live
live trial = = NRO — NRO1 —*-NROZ
Calls to HSH
100%
80%
2
2 60%
$
8
"
ze 40%
&
3S 20% —- ~*
« \
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
Note : Figures for the August coping, curve will be available from 21**
September
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Business Service Management Operational Performance
Mystery Shopper - Horizon Learning Curve - July 2000
Kjetil Fuglesta : Post Office Consulting
In order to ensure that the effect of Horizon is more fully understood, leaning curve analysis has been
carried out including all NRO offices by contract type. This analysis was based on Mystery Shopper
data for the last 12 months up to and including July, but excluding November and December.
QofS learning for BOs
“Time since gove
ofS learning curve for SPSOs
QofS learning curve for MSPO / FPO
It can be seen from the diagrams that performance in all offices types is adversely affected in the first 2-
3 months after going live with Horizon. There is some evidence to suggest that the long term impact on
Qof S may be positive in BOs, MSPOs and FPOs. However, it should be pointed out that sample sizes
are small so the extent of this effect remains uncertain,
Please note : The results quoted in this report for SPSOs are not directly comparable to those
in the official Mystery Shopper reports, due to the complex weightings that are applied in the
official results.
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Business Service Management Operational Performance
August Phone Survey
100 postmasters were contacted in August 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 ?
Be
Mean. 2 hours 23 minute:
Median 2 hours
Mode 2 hours
* How easy do you find the Horizon System to Use ?
Very Easy .
Fairly Eas’ 37 64.9%
Fairly Difficult 4 7.0%
Very Difficult 1 18%
a) Consult the relevant office 51.8% 40.8%
documents.
b) Call the HSH 28.6% 14.3%
©) Call the NBSC 1.8% 18.4%
d) Do something else 7.1% 10.2%
(this was either phone another sub postmaster or
call their RNM)
© (ay/(b) 8.9% 143%
) @/© 0 2.0%
2) @/(a) 0 0
h) (bY(©) 1.8% 0
No of responses: 56 49
The results show that the majority of people who require help on the system
would consult the relevant documentation first. 89.3% of respondents would
either consult the documentation first or call the HSH , showing most people
know the correct helpline to call with system failures. The figures regarding,
help on post office business however show that 28.6% of people either consult
their documentation and phone HSH or just phone HSH first rather than the
NBSC.
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Business Service Management Operational Performance
* Balance Support Statistics over last quarter
2d Balance Support
‘Second Balance Support
fm 2nd balance requested
2 2nd Balance Supt
No. of offices.
Third Balance Support
[m 3rd balance requested
a 3rd Balance Supt
No. of offices
»
i
0 aoa oe © ae
4th Balance
Fourth Balance Support
ath bance requested
[4th Balance Supt
No. of offices
raul
19-0
02-Aug
03-Aug
16-Aug
23-Aug
S0-Aug
14.un
21Jun
26-Jun
Over the last Quarter :~
96.79% _ I Of offices requesting Second Balance Support received it
93.50% _ I Of offices requesting Third Balance Support received it
92.74% _ I Of offices requesting Fourth Balance Support received it
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Resignations
SPMR Resignations 2000
14
Z 100
i
:
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
August 1999 this figure had risen to 11,000 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
60
60 JO.
of =~ a an
£00
2 NT
20
10
° io: ¢
2 8 § & 8 8B 5 & & Ff
3g € 8 - &§ & §
2 8 8 & 5 3
I re ee er:
Month
The graph above shows that the level of Branch Office resignations has not
been adversely effected by the Horizon Rollout.
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Business Service Management Operational Performance
in
ved and
fronthe
month. nen agreed
the: ! nds he I
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Business Service Management Operational Performance
Post Office Customer Management Tier 1
NBSC - Incident Resolution - Month of August
‘Time 0-15 15-30 05-1 1-15 I15-2 [2-3 3-4 4hrs-1 I Iday- I 1
Cae to I Minutes I Minutes I Hour Hours I Hours I Hours I Hours I Day week I Week+
resolve
Tier? I 858% I 25% I 23% I 15% I 11% I 1.4% I 0.9% I 3.1% I 1.2% I 03%
Tier2 I 27.8% I 30.1% I 21.6% I 7.6% I 3.0% I 2.0% I 0.9% [4.7% I 1.9% I 05%
NBSC CSF’s
Measure Target_[_ May June July [August
End Users (Quantitative) % % % % %
Calls answered within 15 85% 79% 85% 84% 86.8%
seconds
%Calls answered < 1 minute 95% 85% 94% 94% 94.8%
Overall % Abandoned 55% 8% 3% 3% 2.7% {Commented [RL1I )
% Incidents resolved at Tier 1 75% 69% 70% 75% 76.8%
Customer Satisfaction Index 81% 82% 89.5% 86.6% 86.6%
Average wait fo answer TOsecs I Tsecs I secs I IMsecs I 8secs
The table above shows that over the last quarter there has been a significant
improvement in the performance of customer management. Two new Service
Level Agreements have been added to the report this month ; average wait to
answer and the customer satisfaction index.
Summary
Five out of the six main SLA’s were achieved and this is a marked
improvement from previous months (the only exception being the 95% for
calls answered in less than 60 seconds and this only missed by 0.2%). Work
continues with progressing the issue of quality measures and the first
quarterly customer satisfaction report for May to July is due in Mid
September.
[FILENAME \"Lower\p \* MERGEFORMAT ] 29
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Business Service Management Operational Performance
Tier 1 Incidents resolved in June
(’see Appendix A for definition of Tier 1/Tier 1 Admin.)
[FILENAME \ Lower\p \* MERGEFORMAT I 30
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Business Service Management Operational Performance
(FILENAME \-Lawes\p\MERGEFORMAT} 31
POL-BSFF-0220507_0030
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Business Service Management Operational Performance
NETWORK BUSINESS SUPPORT CENTRE.
Saston Bian Palestinian Mhanpenent,
Total v's Average since January 2000
16000 2
18
14000
16
12000
14
__ 000 Aig
3 3 Tia
S e000 +3
: Bm cameron
al 08
6000 5
0s
4000
04
2000 02
a : 2444 sat = a
a 2322 EPR EEE i: 5 if
g sees zis s2 Py Be
8 8h Bao g* a LEB
8 222232383 ag* se PO Ee F
bate
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-0220507_0031
Business Service Management
Calls to Regional Helpdesks.
(cource : Leon Sayers)
Operational Performance
30000
25000
20000
15000
10000
Total number of calls
5000
28/02/2000
1/03/2000
27/03/2000
10/04/2000
24/04/2000
08/05/2000
22105/2000
(05/06/2000
19/06/2000
03/07/2000
17/07/2000
31/07/2000
14/08/2000
28/08/2000
Average and total calls received at the Regional Helplines
Average number of calls
mE Cals Received
"Om AVERAGE CALLS / OUTLETI
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. 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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Business Service Management
Number of calls NBSC and breakdown of calls for August period.
walls per calls alls per
office per office
wie office w/e 14
31 July whe 7 ‘Aug
Aug.
Horizon 3004 I os7 I 3861 I os7_I 3373 I osa I 546
Horizon Balancing n/a na I _r/a_IrJa_I 516 I 005 I 3205 I 029 I 3208 I 029
Client counter 3977 I ost I 5789 I 056 I S005 I 033 I Sasi I os2 I 5030 I o5r
procedure
Local Schemes a tor} 2 I _o0r Al Dat a om I_I o0r
Office process 2058 I o2i I 2105_I 020 [2280 I o21 I 2303_Io21_I 193 I oa7,
“Switchboard” 2e_I_027_I 2559 I 025 I 2952 I 028 I 2700 I 025 I 209 I 02s
‘Non-con = 7 000 25 I _0.00 0.00 B 0.00 4 0.00
‘Complaints 17 oor I 90 I 00 at 0.00 st oor I 7 oor
Tilities 25 oz I tse I 002 I 212 I oz I 217 I oor I iss_I 00
Other 3 000 I 2 I 0.00 35 0.00 2} oor] 9s] 008
TOTAL CALLS aso [tao I rare [aaa [i528 [ras [tems [a7 I ees [a7
MIGRATED. NA I 9990 I NA I 10306 I NA I 10sie I N/A I 10912 I NA I aa92
OFFICES
“Non conformance cals relate to those offices which are phoned by the NBSC for not carrectly conforming to OBCS
procedures
“The calls transferred to HSH includes : PMR rung wrong helpdesk; Horizon Navigation Calls & problems stemming from an NBSC qué
‘where Incident Analyst has to transfer the call to HSH.
NBSC br
*Top categories for Switchboard calls in Au,
down of calls during August
[acter
lnotce Process
Gre Courtor Mococires
[aLccalSchorms,
[Dow ita Cate
\B Horizon Balancing
31 hy. 6 Aug 73 Aug 14.2009 227A 25-Avg.3-Sopt
laren
33399939898
Ye
oe
accom
_
The above graph highlights the stability of calls of calls received at NBSC. Despite the
increase in call volumes the percentage breakdown of calls received has remained stable.
Note : with ettct from w/c 14! August Horizon and Horizon Balancing calls have nove been separated. The change occurred at the
end ofthe week , hence some Horizon Balancing call for this week were categorised under the old call ype.
[FILENAME \* Lower\p \* MERGEFORMAT ]
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Service Reporting
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Business Service Management Service Reporting
Pie chart to show total breakdown of calls to NBSC since January 2000
Breakdown of call since the start of the year
Other
Office Process ning
14% Horizon
lent Counter Procedures Horizon Balancing
cd ‘local Sob Switchboard Cals °*
alla 16%
August Breakdown
Other
Office Process 3% Horizon
12%
14%
Horizon Balancing
13%
‘Switchboard Cals
18%
lent Counter Local Schemes.
Procedures o%
40%
The piechart shows that there has been an 8% increase in calls relating to “client counter
procedures” since the start of the year. Horizon calls have recently been split to include
Horizon Balancing as a separate call category. This helps to explain the fall in Horizon calls
and the rise in Horizon Balancing calls.
[FILENAME \* Lower\p \* MERGEFORMAT ]
35,
POL-BSFF-0220507_0034
Business Service Management
Complaints received at NBSC over the previous five months.
Complaints received at NBSC over last five months
aa [a Compiaint about HFSO
10 18 complaint about REM unt
i 350 I complaint about RNM
© 200 complaint about stores
Bos fw customer
= a general pubic hebpine
3 2 Ja HR service centre
5 150 oHsH
3 100 J ICL Pathway
§ 50 mnesc
‘ a Outet
April May June July August ja resciorial Hotere
Complaints received over the last Quarter
[Complaint about HFSO
167 82754 18 9 1 complaint about REM unit
IB complaint about RNM
[B complaint about stores
m customer
IB general puble helpline
BHRservice centre
HSH
Pathway
mnasc
Outlet
Regional Helpline
The profile of complaints was raised in April 2000 and an agreement for a complaints
process between both the Network Business Support Centre (NBSC) and the Horizon
System Helpdesk (HSH) has been documented and finalised.
Asa result improvement opportunities including the introduction of Interactive Voice
Response system at HSH have been identified and implemented and have resulted in a
general steadying off of complaints.
The number of complaints being investigated by the NBSC Customer Relations Team has
increased, ensuring, outlets receive a timely and efficient response. A series of articles
highlighting the NBSC Customer Relations team is planned to allow outlets to have a
channel to forward complaints to for investigation and resolution.
[ FILENAME \* Lower\p \* MERGEFORMAT ]
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Service Reporting
POL-BSFF-0220507_0035
POL00393829
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Business Service Management Service Reporting,
[FILENAME \* Lower\p \* MERGEFORMAT ]
37
POL-BSFF-0220507_0036
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Business Service Management Service Reporting,
HORIZON SYSTEM HELPDESK:
Source : Richard Butler : Business Service Management
Total V's Average calls to HSH since January 2000.
14000 18
16
12000
144
I
10000 Fs
12
2 6
2 8000 1 &
3 game Total
g
5 I-- is HSH
Z som os 2 Average cats
5 Ff
£ 8
06
4000
o4 ©
2000 oe
Ce a oe o
SSPE EERE REE 22355
secsg fee icgrgigzgs 3?
6 ¢ & 4 € & a oe a a: ‘
5s Fd as 2 3 ay
cae rs 233
“ g 8 a g
DATE
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 /end of May and last week of August are caused by Bank Holidays.
[ FILENAME \* Lower\p \* MERGEFORMAT }
38
POL-BSFF-0220507_0037
Business Service Management
Number of calls to HSH and breakdown of categories for August
Call Category Total I callsper I Toul] callaper I callaper I calleper I Total] callsper I Toul] calle
calls I office I calls I office I office I office I calls I office I «ls I per
wie I wie I w/e I we I we I we I w/e w/e wh I office
si7rw I ayprp0 I ory I o7pywo I ryoyoo I ynyvo I zyayo I ayeyoo I 29° I we
Advice &Gadane I S07 I ose I 02 I oa) I sino Ta 037
Other st] 0 [243 I 002 I 374 I 008, O04 02
Flandware 2 _ [007 I 735 I 007 I 730] 007, 007, 007
Implementation 23 [008 (002 I 256 [002 Or 0.02
Cash Account 1626 I 0.16 a SE 01s 03
Customer Complaint I 6 0.00 0.00 2 0.00 0.0 0.00
Newwork isi} 002, O01 Ts I _002 0.03, 0.03
Operational 3 I_0.09 0.0 70 OL O01 0.00
Software Eo 1851] 019, 047 I 1880 [0.17 O18 045
Training 13 I 002, ‘007 I 986 [009 THEY az
Tnappropriate 268 [0.03 ‘oar I i510 [012 012 00
Security 725001 O01 723 [001 002 ‘O01
TOTAL CALLS, Tsss_I 129 116 I 12635 [1.19 116 708
MIGRATED NA I 9990 mons I NYA I 0618 T0912 1m
OFFICES
Note : New call categories were introduced on the 4" August. Hence the sharp decrease in “other” calls during, the
period looked at. Much of the ori
inal content of “other” calls are now broken down into two new categories
Training and Inappropriate. The week commencing 7% August shows a rise in these categories as this is the first
full week they have been reported.
Percentage breakdown in August
woos = = = = I
0% i 720 =
a
we
10%
sors
aa =I
1970
40%
20%
20%
108
om
tye 7 1420 n21 2aAvg
$ Ait Avot Avot Sap
up
im customer complaints
Im Security
Botner
1 Operational
Netw ork
I Irplementation
a Heraware
JB appropriate
JB Training
IE.Cash Account
1a Sottw are Error
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.
[FILENAME \* Lower\p \* MERGEFORMAT ]
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POL-BSFF-0220507_0038
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
Network
1% Inappropriate
Software Error Security Training 294
16% 1%
‘Advice and Guidance
38%
other
10%
Hardware
5%
12 Operational ——_-rplerentation
11% 2%
Breakdown of August Figures
hnappropriat
Traning =
oe Advice and Guidance
Security 30%
1%
Softw are Eror
18%
Hardw are
other
Operational
4% cash Account 4 gl
pry Implementation
2%
‘The charts show that the categories have remained fairly stable this month when compared to year to date
figures. Exceptions occur in categories “other” and ” Operational” , this is because new categories such as
“inappropriate” and “training” have been set up since the start of the year . Calls which used to be
classed as “other”
[FILENAME \* Lower\p \* MERGEFORMAT ]
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Service Reporting
POL-BSFF-0220507_0039
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
oso
200
use consent
£ 20 m raproprt tera
i covet ave gen
§ 200 cuet opens conpensatin
5 sso metusato geet. nurse
5 B ural to get tvoush
$100 wating torcatack
Bretsato uy ct
%
°
March April Ney June uy August
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 HSH complaints over the last 6 months
Ba Atttude complaint
1 irapproprate referral
1D incorrect advice given
outlet requests compensation
I refusalto give ref. nurber
I unable to get through
1B wating for call back
IB refusal to bg cal
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.
[FILENAME \* Lower\p \* MERGEFORMAT ]
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POL-BSFF-0220507_0040
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Business Service Management Service Reporting
‘Change Implication Impact
Total new ATP's/Changes
[FILENAME \* Lower\p \* MERGEFORMAT ]
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Business Service Management Service Reporting
Change Implementation
Period covered 4'* August - 31 August
Prestige Stamp Book Revaluation The increase in price of two products missed from the Counter News
main Tariff in April
BT Global Cards To advise users of the changes to these products Counter News
UKPA 2year extensions Withdrawal of the free 2 year extension Counter News
‘Aberdeen CRU conversion Offices converting to being supplied by the NSSC Letter to offices
Redeemed Savings Stamps To allow the reversal of savings stamps on the system Counter News
without having to reverse the original transaction as well.
5 Ticket and Travel schemes New and withdrawn schemes Letter to offices
1 Meals on Wheels scheme Withdrawn product Letter to offices
[ FILENAME \* Lower\p \* MERGEFORMAT ] B
POL-BSFF-0220507_0042
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Business Service Management Service Reporting
[ FILENAME \* Lower \p \* MERGEFORMAT }
44
POL-BSFF-0220507_0043
Business Service Management
Business Impact
Sue Siowart and Adele Kileoyne: Business Service Management
The business impact model is a tool which will enable the ICL Pathway Service
Level Agreements (SLA’s) to be assessed from a business wide perspective by
PON. The business impact scores will show how any SLA failures are affecting
the Network and where the most pain is felt.
The model is derived from matrices which contain scores based on the
percentage failure of the SLA against the number of offices affected. The model
will allow comparison between the SLA results on an even scale rather than
identifying which SLA’s have failed by the biggest margin.
The matrices are divided into four key areas of the business which are impacted
by ICL Pathway’s performance (customer, support, client and outlet) and from
these an overall score is produced for each SLA.
The scores are as follows:
* 100% shows that the SLA was achieved to the agreed minimum acceptance
threshold.
* Scores above 100% shows that the SLA target has been exceeded by ICL
Pathway therefore having, a positive impact on the business
* Scores below 100% show the extent to which the SLA has failed based on the
impact on the business. The historical data will enable decisions to be taken
based on sustained failure rather than reacting to ‘blips’
A score of 0% show that the failure of the SLA is totally unacceptable to PON
and should be the focus for immediate action to improve the SLA results.
© N/A means that ICL Pathway are not currently reporting on these SLA’s.
Although the matrices scores have been agreed across the business it should be
noted that this is currently a learning model. As such the scores may be subject
to change if the impact is considered to have a greater or lesser impact than the
results suggest.
The table below shows the business impact for the past 6 months. The key
impacts on the business are the Service Level Agreement failures for file and
data deliveries by Day D and Business Incidents
[ FILENAME \* Lower\p \* MERGEFORMAT }
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Service Reporting
POL-BSFF-0220507_0044
Business Service Management
Business Impact Scores Table
[Service Level Agreement Mar-00_I Apr-00 I May-00 I Jun-00 I Jul-00_I Aug-00.
IRDMS reference data file delivery - day D 0 7 0 7 a 7
[APS reference data file delivery - day D a 0) 0 a a a
[APS data delivery - day D. a a 0 a d a
[TPS data delivery -day D 0 ql 0 a 0) a
[ORCS stop list delivery - day D q q a a a
OBCS data file delivery - day D a a 0 a t) a
[Business incidents q d 0 Q a a
Priority A-4 hours (local) 3I 125 625] 43.75} 1.35)
[Calls answered within 40 seconds 3135) oI__125I__ 68.75 68.75)
Priority A- 6 hours (local) 635 Of 43.75 B75
[Calls abandonedt 625] 6.25I __18.75I 3 100)
Priority B- 10 hours (local) 62.5 30I__36.25I__—81.25 a75)
Priority B- 12 hours (remote) 62.5 Bz 100] 150
Priority B- 8 hours (local) Bi 7 875 130)
[Cevel 1 calls -5 minutes 5x) 50] 130)
Calls engaged 375 150) 150)
Priority B - 24 hours (remote) 025 6.235) W735 1.35)
evel 2 calls - 45 minutes 75 3 3 Bi
[Site installation - quality compliance 87.5] 875 EAINAN ENVAN
[Calls answered within 20 seconds 100] 50] 50) So] 31.35
[Level 2 calls -30 minutes Tool 875 75 00] 150
[APS reference data file delivery - day C Too] 875 100) a) 100)
Training, course timeliness live delivery Too] 100] ___87.5) 875 #75
[Level 1 calls - 10 minutes Too] 100] 00) 09] 100)
[Cash account - 2nd line call back Too] 100] 100) 09] 00)
[Training venue quality Too] 100] 100) 100] 100)
Training, course quality 100] 100] 100) 100] 100)
Training, courses NOT cancelled 100I 100] 100) 09] 100)
Training, course competancy levels Too, 109] 100) 109] 700)
TPS data delivery - day B 100} 100] 100) 100] 100 34.38]
OBS stop list delivery - day C 100I 100] 100) 100] 100 100]
OBCS data file delivery - day C Tool 100] 100) 109] To) 109]
[Site modification - quality compliance 100, 100] T50INZA ENN ENN
Priority A - 12 hours (remote) 100,100] #NVA 100) To) Et)
IRDMS reference data file delivery - day B 150/100] 100) 150] 100 100]
[APS data delivery - day B 150) 109] 100) To9] 700) 4.38
[APS data delivery - day C 150) 100] 100) 150] 100) 150]
RDMS reference data file delivery - day C 150] 100] 150) 150] 150 150)
[APS reference data file delivery - day B 150, 100] 150) 150] 00) 150]
[OBCS data file delivery - day B 150, 109] 150 150] 100) 150]
TPS data delivery - day C 150/150] 150) 150] 150) 150]
[OBCS stop list delivery - day B 150/150] 150) 150] 150) )
[Cash account - 2nd line availability 200, 200] 200) 200] 200) 200]
[Site installation - repair timeliness 200I 200] 200) 200] 200) 200]
Priority A- 8 hours (remote) 200[ _200I_#N/A 200] 200) 200]
[Cash account scripts FWA_[#NVA I #N/A_ INVA ENZN #NA
Priority A- 6 hours (intermediate) #WA_[ #N/A_I#N/A 200I__#N/A #NA
Priority A 9 hours (intermediate) ANA I #N/A I 4N/A, W75I 875 875
Priority B - 10 hours (intermediate) #N/A_[#NV/A_I #N/A 200] 200) 200]
Priority B- 15 hours (intermediate) #N/A_[#N/A_I#N/A. 875 #75 875
[Site modification - repair timeliness FWA #N/A_I_#N/A s4al_aNVA FWA
[ FILENAME \* Lower\p \* MERGEFORMAT }
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POL-BSFF-0220507_0045
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.
[ FILENAME \* Lower \p \* MERGEFORMAT }
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POL-BSFF-0220507_0046
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,
[ FILENAME \*L
ower \p \* MERGEFORMAT ]
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POL-BSFF-0220507_0047