Presented by Sidra Batool Qureshi

& Zunaira Arooj

How Cisco IT Implemented Organizational Change and Advanced

Services for Operational Success

Scope of presentation Company history Mission & Vision Products & Services Company’s way of working Purpose of the change Change Management Cisco lifecycle methodology (Implementation) Testing the Lifecycle Methodology Within Cisco IT NDCS Outcomes & Effects of Change Evaluation Conclusion

Mission and vision

Cisco’s mission is to enable people to make powerful connections-whether in business, education, humanity, or creativity.

Products and Services

Application Networking Services Cloud and Systems Management Switches & Switching Services Interfaces and Modules Networking Software Optical Networking Storage Networking Routers Wireless Video Services

Company’s way of working

Cisco IT used a traditional silo-based organizational structure, with staff members doing both“implementation” and “operational” work, to complete deployment of operational projects.

Silo Based Organization Structure

A traditional IT organizational structure, that’s makes little distinction between “process” (task descriptions)

and “performance” (task execution).

Traditional IT structure is silo based, with technical expertise concentrated into self-contained organizational units.

 NDCS Pre- existing Traditional Model

http://www.cisco.com

Purpose of the change  Reduced costs Optimization of services and resources Improved productivity Cisco IT Network

and Data Center Services (NDCS) Management of Service Support Improving Staff Expertise Minimized and managed Business risk

Change Management

a. Initiating Change:

NAIS interviewed business and IT leaders and senior engineers, gathered technical process, tools and organizational documents.

After an assessment of the current state, NAIS outlined a detailed remediation plan to achieve business goals, and prepared an achievable vision and roadmap.

b. Implementing Change; restructuring of organization into a new model

In Cisco’s second quarter of fiscal year 2008 (CY08 fourth quarter),

Manville, the Vise President of Cisco, restructured NDCS to its own lifecycle business model, typically used by Cisco Services for customer network implementation

Cisco lifecycle methodology ( Implementation)

The Cisco lifecycle methodology is comprised of six phases

Prepare Plan Design Implement Operate Optimize

Prepare phase

The organization determines a business case and financial support for the adoption of new technology

Developed a technology strategy and a high-level architecture to meet those needs, and business is better equipped to contain costs during operations

Plan phase

The IT department develops a detailed project plan to identify resources, potential difficulties, individual responsibilities, and the critical tasks necessary to deliver the final project on time and on budget.

Design phase

Organization develops a detailed design to reducing risk, delays, and the total cost of network operations

IT can improve network performance while supporting high availability, reliability and security

Implementation phase The organization works to integrate

devices and new capabilities in accordance with the design

After identifying and resolving potential problems, the organization attempts to speed return on investment with an efficient migration and successful implementation, including installing, configuring, integrating, and testing

Operate phase

In this phase IT department proactively monitors the health and vital signs of the network to improve service quality, reduce disturbances , mitigate outages, and maintain high availability, reliability, and security

Optimize phase

Optimization is the continuous process of planning, designing, and implementing incremental improvements to existing processes

As the organization looks to optimize its network and prepares to adapt to changing needs, the lifecycle continually developing the network and improving results

Testing the Lifecycle Methodology Within Cisco IT NDCS

NDCS NEW LIFECYCLE MODEL

http://www.cisco.com

OUTCOMES &EFFECTS OF CHANGE

MANAGAGING SERVICE SUPPORT

The new organizational structure enables Cisco NDCS to proactively look for additional ways to improve efficiency in managing service support. For this:

a) Train new staff members to handle incidents more quickly, which in turn reduces the impact of time.

b)Tools are being created to identify problems before they cause client impact.

TRACKING SERVICE LEVEL AGREEMENTS (SLAs)

The restructure has enabled NDCS to track service-level agreements (SLAs) for client support, and educate them on Cisco’s processes.

AFFECTING CHANGE WITH METRCS

Global Traffic Overview (GTO) Dashboard

Fleet Dashboard Operations Metrics Dashboard Service Metrics Dashboard Data Center Metrics Dashboard

EVALUATON

INCREASED CUSTOMER SATISFACTIONThe customer satisfaction improved due to improvement in

case handling, and maintaining SLA levels of 90 percent:

http://www.cisco.com

EVALUATON (Cont..)

Overall this change increases awareness, communication, and improves overall customer satisfaction

The creation of “focus areas” within the team has enabled sub-teams to tackle specific service areas that require attention

The team developed a strategy around proactive operations, executed with matching team processes

CONCLUSION The new organizational structure provides the

opportunity to focus on the core operational work

Cisco lifecycle methodology offers framework which make operations more efficient and responsive.

The operational work shows dramatic improvement in customer satisfaction level and enabled Cisco to respond quickly to rapidly changing business demands.