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Service Management
High Level Process Description
Service Improvement
Author: Paul Martin
Process Design Manager
Sponsor: Nick Embling
Design Development Manager
Authoriser: Harvey Skipsey
Head of BSM
[symbol 227 \f "Symbol" \s 12] The Post Office 2000
The contents of this document must not be reproduced (wholly or in part) used or
disclosed without the written permission of The Post Office. This copyright applies
to all forms of storage and reproduction in which this information may be embodied
including without limitation magnetic storage, computer printout, and visual
display.
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0. DOCUMENT CONTROL
0.1_ VERSION HISTORY
Version Dated Change Details
A 20/04/2000 First draft for discussion
B 26/05/2000 Draft for BSM input
Cc 18/07/2000 Draft for initial BOM review
D 18/09/2000 Draft following initial B5M review
incorporating changes based on comments
received.
1.0 10/10/2000 Approved, but not implemented due to
instructions from the National Rollout
Project Board.
11 20/10/2000 Updated in line with TOR from National
Rollout Project Board
12 14/11/2000 Updated with review comments
0.2 DOCUMENT REFERENCES
Ref. _I Title Version Reference
1. Business Service Management I Draft A L/001
Change Control Procedures CHE/CCC/002
2. Service Review Process
3: High Level Problem L/001
Management Process PRB/APR/001
4, Business Service Management 0.2 2
Supplier Performance - Horizon
User Groups Generic Process
5, Service Configuration Process 1 CNF/APR/002
6. Service Development Plan v1.0
0.3 DISTRIBUTION LIST
Name Title Team
Ruth Holleran Head of Automation Automation
Programme
Mary Phillips Head of Sales and Service Customer and Network
Specification Specification
Martin Humphreys Mails Programme and Customer and Network
Delivery Manager Specification
Nick Beal Service Development
Team
Lynn Kelly Head of Development Transaction Processing
Trevor Colgrave Communications
Sue Stewart Service Review Manager BSM
Kate Hadfield
Transaction Processing
Business Service Management
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George Hooper Head of Business Planning I Finance and Planning
and Quality
Dave McLaughlin Head of OSG BSM
Mark Haynes Head of NBSC BSM
Graham Shervington Head of BSM Ops. BSM
Liz Tuddenham Head of Operational BSM
Performance
Harvey Skipsey Head of BBM BSM
Steve Turnbull Quality Manager BET, BSM
Louise Bentley Service Configuration BET, BSM
Manager
Kevin Lenihan Service Quality Manager Ops, BSM
Tain Blood OSG Change Manager OSG, BSM
Nick Embling Development Manager BET, BSM
Mark Burley Requirements Manager PON
Jjaz Bhatti Internal Account Customer and Network
Management Team Specification
Don Grey Horizon National Rollout Automation
Project Manager
0.4 DOCUMENT AND CHANGE CONTROL
The BSM Change Control Team is responsible for maintaining and changing all the
documentation created in Business Service Management. For further information on
the existing documentation or procedures [Ref. 1] please contact the Change Control
Manager.
0.5 GLOSSARY
BSM Business Service Management - a dedicated function within the Post
Office Network Unit that supports the automated (Horizon
enabled) platform.
BET Business Environment Team - part of BM
BU Business Units
cl Configuration Items
CR Change Request
ED Expert Domain
NBSC Network Business Support Centre
OSG Outlet System Group - part of BSM
PON Post Office Network
SIP Service Improvement Proposal
SIT Service Improvement Team
SLA Service Level Agreement
SRF Service Review Forum
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CONTENTS
[TOC \o "1-13" ]
Business Service Management
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1. [SET CHAPTERSTART"1" JINTRODUCTION
1.1 OVERVIEW
The Horizon Service Improvement Process is intended to give users the facility to raise
proposals to improve the Horizon Service. The proposals raised will be assessed and
may be progressed by PON.
This document describes the Service Improvement Process. The process defines the
way in which service improvements are proposed, assessed, developed and managed.
It also defines the way in which the Process interfaces with other PON functions and
processes._This document provides guidance for the development of detailed
procedures and for implementation and communication plans.
The Service Improvement Process forms part of the overall PON Business Service
Management methodology.
1.2: DEFINITION
Service Improvement - A Service Improvement is an-originala proposal intended to
improve, change or enhance an existing process, design or specification.
Service Improvement Proposals will be identified as “usability” or other. Usability is
defined as improvements which make changes to the way in which the Horizon Service
operates in order to make its’ use easier, more user friendly, more logical, or more
efficient, but without changing the fundamental design of the system, service, or
operating process. Examples are: changes to the order of the menu hierarchy, changes
to form design or wording, etc.
1.3 SERVICE IMPROVEMENT AND PROBLEM MANAGEMENT
Although both disciplines are concerned with improving the service, Problem
Management is concerned with actions to restore service to its ‘specification’, Service
Improvement is about improvements to allow the service to exceed specification. The
definition of Service Improvement should be contrasted with the definition of Problem,
below.
Problem - A Problem is an underlying cause which may result in Incidents. A Problem
potentially exists when a defect in the specification, design, production,
implementation, or use of any of the service components results in any aspect of the
service not meeting contractual specification [Ref. 3].
1.4_ ESCALATION
Should there be disagreements about the progression of Service Improvement
Proposals, in particular about their rejection, the issue be escalated within PON but this
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should be considered as a last resort and the reasons for such actions should be
carefully examined.
Escalation is intended to bring increasing levels of management attention and/or
expertise to bear upon a resolution when concern is caused by;
e Time delay, or
e Failure to reach agreement on the progression or rejection of a Service Improvement
Proposal.
Escalation of cross-domain proposals should aim to escalate the issue to similar
management levels within PON and ICL Pathway where possible.
441.5 SCOPE
44415.1 Fit
The Service Improvement Process is a new process. It is additional and complementary
to existing processes for identifying and developing change, and is not a replacement
for PON change processes such as PIP, Service Development Plan, etc.
Contact points for the progression of Service Improvements will be established in the
relevant areas of PON. At present these include:
¢ Service Development Team
¢ Horizon Maintenance Team
¢ Internal Account Management
¢ Transaction Processing
Other contacts will be set up as and when identified, or as the need arises.
44:21.5.2 Coverage
The Service Improvement Process concentrates principally on an iterative and
evolutionary approach to improvement. It is possible that occasionally major step
change improvements (e.g. new services) may be identified within the process, but
these will be managed as discrete projects outside the process.
Overall responsibility for the end to end administration of the process will rest with the
Service Improvement Team.
The Service Improvement process caters for improvements to the Horizon Service, and
will be applied to:
e all Horizon operational services and, where these are affected by improvement
proposals, all their feeder, client and support services whether operated within PON
or by other service providers and suppliers;
¢ all Horizon infrastructure and environments including those of feeder, client and
support services;
¢ all Horizon related operational documentation at process and procedure levels.
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The Service Improvement Process will be suitable for extension to other PON business
areas, systems, and services, as determined by PON.
44:31.5.3 Start and Finish Points
The Service Improvement Process will commence at the point that potential Service
Improvements Proposals (SIPs) are proposed, whether through Service Review,
network input or any other source. The directly managed process will cease when:
1) A business owner accepts responsibility for progressing the proposal.
2) The service improvement enters the Service Developmenttivery Plan process.
3 The service improvement enters the PIP or OBC process
3}4)__ The proposal is rejected prior to any of the events above.
Despite the transfer of direct responsibility for the proposal at these points, the Service
Improvement Team will continue to monitor and record progress of the service
improvement on the SIP database and produce reports based on this information.
The Service Improvement Process will cease altogether at the point that an
improvement has been implemented, or when it has been rejected for business reasons
and has been given the status of “closed”. Service improvement proposals will remain
open on the database until implemented. Records will be maintained of all ‘closed’
service improvement proposals.
451.6 OBJECTIVES
The primary purpose of the Service Improvement Process is to harness business
experience to achieve continuous improvement to the Horizon service and associated
SLAs.
A key secondary purpose of the Service Improvement Process, in conjunction with the
Service Review Process, is to ensure that users are empowered to influence the design
and direction of the service. This is particularly important in the context of PON
automating the customer facing business processes and concentrating on conformance.
45-41.6.1 Objective 1
To improve the quality, performance and resilience of the service and the levels
of performance provided to users, customers and clients.
45.21.6.2 Objective 2
To focus PON staff and systems effectively towards providing the greatest
improvement in service in the shortest time possible.
45.:31.6.3 Objective 3
To provide an efficient process for dealing with the small scale changes that will
form the bulk of the Service Improvement Proposals, that as well as progressing
them effectively will also protect PON from wasting effort unnecessarily.
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4+541.6.4 Objective 4
To foster in counter staff and agents a sense of ownership of the Horizon Service.
2. PRINCIPLES
In order to meet the objectives the Service Improvement Process must follow these
principles:
1. Subpostmasters, counter staff and all end users must have the opportunity to raise
improvement ideas; the process must also be geared to accept proposals from any
other source:
2. Service improvement originators may be involved in the analysis and development
of service improvement proposals.
3. All service improvement proposals must be logged on a central database, and
progress recorded on the database. The database must provide a life-cycle audit
trail for every proposal that is logged.
4, The progress of service improvement proposals must be communicated to
originators and to the user community.
5. Service improvements proposals must be assessed against consistent and relevant
criteria.
6. Operational responsibilities for the capture, analysis, and development of service
improvements, and the management of the process, must be clearly defined.
7. Responsibility for the detailed analysis and development of a proposal is allocated
on a case by case basis, the allocation being based on factors such as technical
capability, resource availability, and the ownership of the business area that
potentially will benefit.
8. Service improvement proposals will be deemed to be closed when the improvement
has been introduced or has been rejected by the business.
9. The introduction of service improvements will be subject to Change Control and
Post Implementation Monitoring. F>N—duetothelack-ofa-comprehensive chang:
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3. SERVICE IMPROVEMENT
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Horizon Service Improvement Process
PON BSM Managed Service Improvement Processes
Business as I
Usual I
Processes I
PON Teams and
Processes I 1. User ] o
(examples) I completes }—
roforma
Operational l us
Busi
I 2. SIP sir
I i filtered by
-franiseudon I oo sir ® 6 inform I or
FrooeesingI Le T [PI Originator
Invorm 3. Initial I gy ofRejection
I L Feasibility ry
Horizon and Benefit
Maintenance I Assessment I"
Team
I z
F a a
Service ~2ou0?
Development -
ream I “<q
x I 5. Review I srr 4. User UG
Forum Group —
I review SIP review SIP
I —___]
I
I < Recommend >——vo
I Nc
I ws
I 7.Referto I sir
I Business
I Owner
‘8. Business 9.
Area Addedto I__I 10. I
develops Useability No Owner
SIP Programme
l < J
11, SDT ad] sor
Key to Service
SIP -Service Improvement Pavelopment
Proposal
SIT - Service Improvement
Team
‘SRF - Service Review Forum
SDT - Service Development
Team
O-SIP Originator
UG - User Group
sIP
implemented
using PON
process
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Box
Actions
Role
Issues
Service Improvement Proforma raised
Service Improvement Proposals (SIPS) may be identified
via a number of sources e.g.
« User idea
¢ Senior Manager visit
« RNM meeting
° etc.
Service improvement originator completes SIP form and
forward to BSM Service Improvement Team (SIT).
The SIP form will contain areas for:
e title;
¢ description of improvement;
* reason for improvement;
¢ anticipated benefits achieved by the improvement.
Originators will be encouraged to provide as much detail
as possible at this stage.
Originator
1. Form / Input method to be devised
2. Facility to be appropriately publicised
Service Improvement Proposal filtered by Service
Improvement Team (SIT)
The SIT ensures that SIP form is complete and that the
meaning is clear. Should this be the case, then the SIP will
be registered on the SIP database.
BSM
SIT
1. SIP database required - initially will be_
based on current standalone database -
longer term should be part of the NBSC
toolset. Must be available to Incident
and Problem management.
2. Method for searching:
e SIP database
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Box Actions Role Issues
The Service Improvement Team carry out initial ¢ Problem database
assessment in order to check that the service improvement ¢ Service Development Plan
is not: ¢ Configuration databases (can this
a) An existing service improvement (SIP database) be the primary source for
b) A previously rejected service improvement (SIP searching?)
database) 3. Contacts for consultation to be specified
c) Arecognised problem (Problem Management database) ¢ Service Development team
d) Included in an imminent software release or other e Horizon maintenance team
development work (Configuration Management * Internal Account Management
database, Service Development Plan, Release Plan, * Transaction Processing
Project ERA, etc. e Other??
(In these circumstances the originator will be informed that + Problem Management for
the proposal is already being addressed, or has previously rafaxvele?
been rejected.)
Or
e) A previously unrecognised problem which will need to
be raised via the Problem Management Process (REF. 3).
The Service Improvement team may need to refer to the
originator, and/or to an Expert Domain (ED) or other PON
business area in order to clarify any uncertainty.
Initial Feasibility and Benefit Assessment SIT +
A small team will meet on a regular basis to carry out an
initial assessment of feasibility. The team will consist of:
¢ The BSM SIT Manager
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Box
Actions
Role
Issues
¢ Meeting administrator (BSM)
¢ Horizon Maintenance representative
* Service Development team representative
The meeting will:
* reject proposals that are not feasible
* assess proposals to determine Scorecard Pls impacted
¢ classify proposals as usability or other
* select a Service Review Forum to consider each non-
usability proposal
Results will be logged on the SI database, and the SIPs will
be forwarded to the appropriate forum or user group.
The meeting may need to consult an Expert Domain (ED)
or other PON business area in order to progress proposals
where the necessary expertise lies outside the membership
of the meeting.
User Group Review SIP
User groups will consider the SIPs put before them and
decide whether to recommend them. The criteria
employed will be:
* operational feasibility
© operational desirability
User groups will also be informed, where possible, of any_
UG
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Box
Actions
Role
Issues
available information on potential costs and benefits
associated with the SIP.
Service Review Forum review Service Improvement
Proposal
On receipt of a service improvement proposal from the
Service Improvement team the review forum should first
agree that the proposal and the related configuration items
are relevant to the forum.
If the proposal is not relevant to the forum it should be
returned to the Service Improvement team for re-allocation
For those proposals deemed relevant to the forum, the
forum must then agree whether or not the improvement is
worthwhile progressing.
Criteria used will include:
* Cost benefit - rough estimates only
¢ Impact on scorecard performance indicators
¢ ICLP criteria
¢ Impact on SLAs
The review forum may reject a service improvement
proposal at this stage.
SRF
1. Criteria required (both PON and ICLP)
¢ Cost benefit - method needed
¢ Scorecard
¢ ICLP criteria
Rejection
SIT
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Box
Actions
Role
Issues
Rejection at any stage of the process will be notified to the
SIT, who will update the SI database, and will inform the
originator of the rejection and the reasons.
Refer to Business Owner
Sls considered by the user groups or SRFs will be returned
to the SIT with the group recommendation.
If rejected, the SIT will inform originator of rejection - see
6.
The SIT will assess the referral of recommended Sls. This
will normally be based on the business area with the
greatest benefit or impact on scorecard performance
indicators, although SIs recommended by SRFs may come
with indications as to appropriate referral. The SI will be
referred via the SI contact in the business area.
Business Area Develops SIP
PON Business Areas already have methods for developing
and implementing change. The sole difference in the case
of SIs is the requirement to keep the SIT informed of the
progress of the SI.
Added to Usability Programme
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Box Actions Role Issues
It is recommended that the Service Development Team
take on the responsibility for the Usability Programme.
This will require:
@ resource;
« budget;
¢ authority.
It envisaged that authority to develop and implement
small incremental changes will be within the remit of this
team, as the resource and cost expended in formal
justification are likely to outweigh any benefit received.
Th is-e th i d ibilit
ef (=) F a7
bud "zy hI, ; 4 hilt
, oe i=) ts) ‘oS eA
imp ts to Horizon—Itis rec ded-that thi
be tablished Pot tial-h. f, the-fy et
oA
© Service Development
No identifiable business owner
It is likely that there will be recommended SIs for which it
is difficult to find a business owner, either because there is
no direct correlation with the Scorecard or other
performance indicators, or because the benefits are spread
thinly across a number of business areas.
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Box Actions Role Issues
At this stage no policy exists as to how to manage this sort
of issue, and it is not certain that the issue will arise.
However, experience with Problem Management indicates
that it is likely to.
In the first instance it is recommended thatmay-be-pessible-
to-ask the SIT te-manage these issues, until a better
understanding is reached as to their frequency and
validity.
Service Development Team adds SI to Service
Development Plan
The Service Development Team already has methods for
developing and implementing change. The sole difference
in the case of Sls is the requirement to keep the SIT
informed of the progress of the SI.
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4, SUMMARY OF ROLES AND RESPONSIBILITIES
Role
Responsibilities
Located
Service
Improvement
Originator
Initiate service improvements, complete SIP form
and forward to Service Improvement Team.
Anywhere, but
principally in
Horizon
enabled POs
User Group
Receive filtered Service Improvement
Proposalsideas from the Service Improvement
TeamOriginat ithin the group. The
User Group will carry out an assessment of
operational feasibility and desirability, and make
a recommendation as to whether the SIP should be
rejected or progressed. further developmentif-
required—
Network
BSM Service
Review Team
The Service Review Team are responsible for
defining the structure of and supporting Service
Review Forums, and for managing User Groups.
BSM
BSM Service
Improvement
Team.
The BSM Service Improvement Team will have
overall responsibility for the management and
monitoring of service improvement proposals
once they have been passed on from the
Originator. This is a new function and team to
cater for the Service Improvement Process.
Responsibilities include:
¢ running and maintaining the Service
Improvement Database;
¢ carrying out the initial filtering of SIPs against
existing initiatives;
« chairing and providing secretarial support for
the feasibility and benefit assessment meetings;
e carrying out initial development of
recommended SIPs for which no home can be
found;
¢ providing individual feedback on SIP progress
to SIP originators;
¢ managing communication to users on the SIP
process and status.
BSM
Service Review
Forum
The Service Review Forums are an established
structure of forums that consider the operation of
the Horizon Service (see appendix C)-
Horizon
operational
areas/EDs/
BSM
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and implementation of the SIP.
SRFs will consider SIPs referred to them, and
decide whether to recommend the development
Service Service Improvement Contacts will be operational
Improvement managers who will take on an additional role to
Contact act as the interface for business areas with the
Service Improvement Process. This role is similar
to that of Problem Co-ordinators, and will be
out the following functions:
filtering stage;
SIPs.
required in similar business areas. They will carry
¢ on request represent their business area in order
to provide expert opinions on SIPs at the
© onrequest represent their business area in order
to provide expert opinions on SIPs during the
initial feasibility assessment, including where
necessary attending the feasibility meeting;
¢ accept referrals of SIPs when recommended by
Service Review Forums and User Groups;
¢ keep SIT informed of the progress of referred
5. MEASURES
The purpose of measures is to understand whether PON is achieving the process
objectives. Measures are needed to show:
¢ whether or not the process is being followed;
¢ how efficiently it is working;
e how effective it is at meeting each objective.
The following table shows at a high level the types of measures that should be
developed:
Process / Action Measured Group
Service Improvement - Number of SIPs reported General
Service Improvement - Number of SIPs implemented General
Service Improvement - Time to analyse and assess benefit/ impact _I Speed
Service Improvement - Time from initial acceptance to successful Speed
referral
Service Improvement - Time from initial acceptance to successful
implementation
Number of SIPs rejected_by stage at which rejected Quality
User Satisfaction with the system Quality
Progress reporting targets met Quality
Service Improvement Process costs Cost
Service Improvement management support costs Cost
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6. TOOLS
The following tools will be needed or are desirable to support successful operation of
the process. te-allew-the-process-to-eperat ceessfully
Tool Description
Service Improvement Database Means or recording all relevant information about a
(BSM toolset) SIP and to record progress.
Service Improvement Workflow I To enable paperless exchange, referral, and
(BSM Toolset) augmentation of SIP records.
Problem Management Database I Means or recording details of all problems.
(Exists)
Configuration Management Contains reference to all documents relating to the
Database (Exists) Horizon service and the links and dependencies
between them.
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7. APPENDIX A - SERVICE IMPROVEMENT PROPOSAL FORM
HORIZON SERVICE IMPROVEMENT PROPOSAL
Title
Please give your proposal a
name.
Service Improvement
Description
Give a detailed description of
the proposed improvement.
Which part of the service do you
think should be changed and
what is the exact change that is
required to make the
improvement work.
Purpose of the Proposal
Describe why you think the
proposal will improve the service
and what will be better as a
result of implementing this
change.
Benefits
What benefits do you think will
be achieved by implementing
this change.
Originator
Name
Office/Work Area
Contact Phone No.
Please forward completed form to the BSM Service Improvement Team
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Example
I HORIZON SERVICE IMPROVEMENT PROPOSAL
Title Green Giro Milk Token Icon
Please give your proposal a
name.
Service Improvement
Description
Give a detailed description of
the proposed improvement.
Which part of the service do you
think should be changed and
what is the exact change that is
required to make the
improvement work.
Currently the Green Giro Milk Token Icon is
not on the screen used for inputting Green Giro
Cheque details.
My proposal is that the Milk Token icon be
moved to the Green Giro screen so that
associated milk tokens can be input at the same
time as the Green Giro details.
Purpose of the Proposal
Describe why you think the
proposal will improve the service
and what will be better as a
result of implementing this
change.
This should reduce the time it takes to carry out
this transaction and prompt counter staff to
issue milk tokens while the customer is at the
counter.
Benefits
What benefits do you think will
be achieved by implementing
this change.
This change should also prevent counter staff
from forgetting to enter milk tokens issued onto
the system and improve the accounting of milk
tokens.
database.
The BSM Service Improvement Team will keep you updated on the progress of your
proposal and inform you when key milestones are reached.
Should your proposal be rejected you will be informed of the reasons for that decision
by the Service Improvement Team.
All Service Improvement Proposals are carefully assessed and recorded on the SIP
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8. APPENDIXB_ - SERVICE IMPROVEMENT REFERRAL FORM
HORIZON SERVICE IMPROVEMENT PROPOSAL REFERRAL FORM
Title 2. SIP No.
3. Service 4. Configuration Item to be changed
Improvement
Description
5. Purpose of Proposal I 6. Related CIs
7. Benefits 8. Related Scorecard KPIs
9. Referred by
Originator
Name
Office/Work Area
Contact Phone No.
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9. APPENDIXC - SERVICE REVIEW PROCESS
This appendix gives an overview of the BSM Horizon Service Review Process.
9.1 PURPOSE
Service Review exists to help maximise the benefits of an automated network by
managing the quality of the service provided. A hierarchy of Service Review Forums
has been established headed by the Horizon Evaluation Review Forum and the Horizon
Service Review Forum, and supported by subsidiary forums focused on specific
operational and support services. The purpose of the structure of forums is to provide
quality management information to the appropriate people, to enable effective supplier
management and continuous service improvement. Service Review also provides a
clear structure for escalation and delegation of issues at a senior management level and
at an operational level.
9.2 SCOPE
Review at an operational level should be detailed and specific and focus on the relevant
service level agreements and operational level agreements. Representatives at the
forums should be close to the operation and able to:
™ report on the overall performance of the specific part of the service
™ identify and record associated risks, issues and problems with this part of the service
™ offer informed opinion on the service which can be escalated and easily understood
™ deliver delegated and/or escalated actions and ensure results are communicated
Review at a higher level will cover all aspects of the service and include:
@ discussion of SLA performance and action required to rectify failure
@ dealing with issues that have been escalated
™@ receiving information on the operational situation via reports which are produced by
each forum
™ delegating actions to specific forums
9.3. FORUMS AND THEIR PURPOSE
High Level Forums
¢ Horizon Service Review Forum
This forum concentrates on:
¢ reviewing the Pathway performance and associated MIS reports
¢ making quantitative and qualitative assessment of the service
¢ reviewing major incidents and significant outstanding problems
© assessing matters escalated from the internal service review process
¢ reviewing pending changes
¢ monitoring service improvement initiatives
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¢ Horizon Evaluation Review Forum
The focus of this group is similar to the HSRF but is purely from a PON perspective to
assess the impact of NRO on the business.
Operational Forums
¢ Reference Data Operational Review Forum
Review of the reference data process through to the point that it is implemented into the
live environment.
¢ Business Continuity Review Forum
Review of the overall performance of cross domain business continuity process in the
live environment.
¢ Operational Business Change (Network)
Review of the OBC (Network) service performance and procedures.
¢ Operational Business Change (Product)
Review of the OBC (Product) service performance and procedures.
¢ Problem Management Review Forum
Review of the problem management service.
¢ Incident Reconciliation Exceptions Review Forum
Review of the overall performance of the end to end BIMS service in the live
environment.
¢ Transaction Data Operational Review Forum
Review of the day to day operational processes and requirements set out in the TP OLA and
issues on the TP Risk Register.
¢@ AP Operational Review Forum
This is currently operating as a steering group and is in the process of being developed
into a service review forum.
¢ LFS Operational Review Forum
This forum is in the process of being developed in line with the roll out of LFS to
outlets
9.4 OUTPUTS FROM THE FORUMS
Overall status of service for communication to higher level forum.
Minutes of the forum
Issues escalated/delegated.
Problems proposed
Service Improvements recorded and responsibility for progression agreed
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e Actions documented and responsibility allocated.
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Figure 1 - Horizon Service Review Forums - Structure
PON Internal Meetings ICL Pathway/PON cross- ICL Pathway
domain meetings to address Internal
Horizon cross domain issues Meetings
Horizon Programme Board Horizon Commercial Forum
Horizon Evaluation Review Forum Horizon Service Review Forum
ICL Pathway internal review forum
OBC (Network) forum Ref Data Forum
OBC (Product) forum Transaction Data forum
IRERF forum
e Problem Management forum ‘ Internal Operations Meetings
Business Continuity forum
AP forum
LFS forum
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