The IT operations of this client, and in particular their production support, must ensure their application’s uptime, with some applications contributing to mission-critical processes. The aim was to improve operating performance – in particular by industrialising, streamlining and optimising services – and to boost economic performance.
95% guaranteed autonomy and 50% reduction in incidents
We suggested the implementation of a services centre supported by the expertise of experienced administrators certified in the technologies relating to the portfolio of 1 350 applications. This centre would guarantee a 50% reduction in the number of incidents, on a like-for-like basis. In addition, we would ensure 95% autonomy in processing operational incidents. Our aim was to foster continuous improvements to the service by targeting double-digit productivity in the long term. In order to reach these goals, we have implemented a predictive, straightforward OU model enabling itemised billing.
Reducing costs while enhancing skills
The cost-reduction process relies in particular on our organisational capacity, based on segregation: performing simple acts on an industrial scale, the advanced administration of complex procedures, and real-time business management. In addition, we have reduced the number of players required to perform support tasks – thereby reducing labour costs – while enhancing the skills of each player. As such, fewer players now provide a greater variety of skills. This service goes together with a catalogue of simple requests that are easily industrialised.
Operating costs reduced by 30%
Effective cost reduction is not the only advantage. Our system also ensures 70% autonomy (versus 35% today) for upstream coordination, performed near-shore by another service provider, within 12 months. Moreover, the client will eventually be able to provide the services with 95% autonomy within 12 months (versus 65% today).
The scope covered comprises the 1 350 applications of the company’s information system, and all the related infrastructure resources, including 6 000 Linux servers, 3 000 Unix servers and 10 000 Windows servers, both for production and other activities.
“Establishing unified production support was a true challenge for the operator. It was achieved within 12 weeks and brought together the level 2 activity that was previously scattered across the organisation.” , declares Samuel Hurtrel, head of operation of SNCF, the French railway company.