La Qualità dietro lo sportello · Logistica e Pacchi included •Design, Development and Management of ICT resources functional to the achievment of business objectives. DCICT AIEA

DCICT

AIEA Verona, 25.11.2005

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Dr.ssa Paola Pizzi U.O. Collaudo e Certificazione

La Qualitàdietro lo sportello:metodi, strumenti e tecnologie

Sessione di Studio AIEA, Verona, 25 novembre 2005

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Group’s Profile (**)

(*) Main business units(**) Source: Annual Report 2004(***) Figures do not include “intra-group” revenues

Poste Italiane Group – Group’s Profile

Business Units (*)

“Divisione Corrispondenza”“Divisione Corrispondenza”

“Divisione Espresso, Logistica e Pacchi”“Divisione Espresso, Logistica e Pacchi”

“Divisione BancoPosta”“Divisione BancoPosta”

“Divisione Filatelia”“Divisione Filatelia”

Employees ~150.000

4 in Post Offices ~65.000

4 on Mail Delivery ~41.000

4 in “Branches” ~8.600

Network

4 Post Offices ~14.000

4 “Branches” ~140

4 “Countries” 9

Revenues (***) ~ 8,3 M€

4Mail Services ~ 3,8 M€

4 Logistic Services ~ 0,4 M€

4 Financial Services ~ 3,8 M€

4Other Revenues ~ 0,3 M€

Rev. Growth 2004/2003 ~ + 12,1%

Mail

Mass Printing, Direct Mktg

Freight & Logistics

Retail BankingCorporate Banking

Insurance

Philately

Internet Services

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ChannelsChannels

Corporate Support ProcessesCorporate Support Processes

FinancialServices“Factory”

MailServices“Factory”

LogisticServices

“Factory”*

The Business System of Poste Italiane Group is composed by 6 “Components”

The Business System of Poste Italiane Group

• Relevant area forpresales , sales and post-sales processes

• Relevant area forpresales , sales and post-sales processes

• Relevant area forprocesses supportingcompany operations:

- Administration, Finance and Controlling

- HR and Organization

- Procurement and Real Estates

- ...

• Relevant area forprocesses supportingcompany operations:

- Administration, Finance and Controlling

- HR and Organization

- Procurement and Real Estates

- ...

• Relevant areas for “core” processes- products/services development (marketing)- specific products/services fulfillment/execution (operations)

• Relevant areas for “core” processes- products/services development (marketing)- specific products/services fulfillment/execution (operations)

ICT

Fact

ory

• Design, Developmentand Management of ICT resourcesfunctional to the achievment of business objectives

* Espresso, Logistica e Pacchi included

• Design, Developmentand Management of ICT resourcesfunctional to the achievment of business objectives

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42 “System Rooms”: 8 21 central: 18 located in Roma, 2 in Milano and 1 in Napoli8 21 distributed on field

Moreover there are more than 18.000 “equipped areas” on field hosting local servers

“System Rooms” supportingcentral systems for the distribution of business

services (located in Roma EUR) and supporting

business continuity systems(located in Milano and

Napoli)

Torino

Genova

Venezia

Bologna

Firenze

Roma

Palermo

Napoli

Bari

Milano

Server Farm

Distributed “System Rooms”Distributed “System Rooms”supporting PostalOffices/Executive Offices locatedon field

Central “System Rooms”

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ESB (ENTERPRISE SERVICE BUS)

Post Offices informatization – “As-Is”

Applications implemented with a vertical “SILOS” logic

E-PR

OC

UR

EMEN

T

WEBPOSTAL OFFICE POSTAL MECHANIZATION CENTERATMSELF

SERVICECALL

CENTER

CHANNELS

FRONT END

SELF SERVICE

MGMT SYSTEM

FINANCIAL SYSTEMS

ATM

INTERNET PORTAL

CALLL CENTER MGMT.

SYSTEMS

TRACK &

TRACE

TOP CUSTOMER CHECK-IN

OPERAT. AND

LOGISTIC SUPPOT. SYSTEMS

KNOWLEDGE & DOCUMENT MANAGEMENT SYSTEMSHYPERION ENTERPRISE

BACK END

RETAIL CUSTOMER, SOHO CUSTOMER, BUSINESS CUSTOMER, TOP CUSTOMER RETAIL CUSTOMER, SOHO CUSTOMER, BUSINESS CUSTOMER, TOP CUSTOMER (DCO) (DCO)

DATAWAREHOUSE SYSTEMS

DRT DBP DCO BIC

MAINFRAME APPS.

BANCOPOSTA ACCOUNTAB.

BACK END BANCOPOSTA

CUAS

BP IMPRESA ON LINE

OPERATION/MGMT.

SUPPORT.SYSTEMS

SHOP SYSTEMS

(PGO / NSP)

PT SHOP, PT BUSINESS SYSTEMS

TRACK& TRACE

BU

SIN

ESS

PAR

TNER

SB

PI

POSTAL OFFICE SYSTEMS

BPOL

DCO

POSTEL

BPIOL

BACK END DRT

PT SHOP PT BUSINESS

PT COMMERCE

CRM / SALES

SUPPORT

DRT

DBP

DCO

POSTEL

LOG

ISTI

C S

UPP

OR

T

BACK END DCO

TRAC

K &

TR

ACE

INN

OVA

TIVE

SER

VIC

ES

ELEC

TRO

NIC

C

OM

MU

NIC

ATIO

NS

SAP ERP

E-PR

OC

UR

EMEN

T

DM

S

EXTERNAL SYS.

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Fulfillment Processes – Engagement Model

InternalCustomers

- Design, Development, UserTest of SW solutions

- Requirements Collection (on valueadded solutions for externalmarket)

- VAS Design, Development and TestBusiness

Units

Staff Departments

GroupSubsidiaries

- Requirements Collection- Service Level Agreement- Customer Service

ICT Service Management

VAS (Value AddedSolutions)

- Requirements Collection- Proj Mgmt on Bus. Process

Reeng.Solution

Process Management

- Design, Development, Test of TLC solutionsTLC Development

- Design and Development of Primary Databases

- Data Quality AssuranceData Management

- Testing- System and Network Operations- Roll-out and Delivery- Service Desk

ICT Operations

- Design and Build of ICT SecuritySolutions

ICT Security

OtherDCICTfunctions

DCICT

IT Development

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Process map - overview

Procurement

Document Mngt

Gestione RU

Configuration Mngt

Security Mngt

CROSS PROCESSES

MAIN PROCESSES

Management processes

SCRMonitoring

ICT ResourceManagement

SGI MAINTENANCE

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Change & Release Management

ProblemSolvingproposal

Sw packages

ICT resources

Documentation

Planning

Testing & Certification

Deployment

Packaging

Application Set up/Imaging

Com

petentDepartm

entsD

irections

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Methodology- process and methods –

- practices -- standards -

- management oversight -

Process Improvement- formal practices -

- standards measurement -- certification process -

- best practices -

Metrics- measurements and metrics -

- reporting and visibility -- trending -

- business alignment -

Quality AssuranceMinimizing DefectsQuality Control

Finding Defects

Quality ManagementBalancing Risk and

Cost

Quality GovernanceTM

Maximizing Value

Improving Results Involves Focused Improvement in Several Areas

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The Key Components

Process Improvement- formal practices -

- standards measurement -- process reuse -- best practices -

Metrics- measurements and metrics -

- reporting and visibility -- trending -

- business alignment -

Methodology- process and methods -

- practices and standards -- life cycle adoption -


Tools- type and use of tools -- degree of automation -- level of asset reuse -

- measurement of effectiveness -

Resources- responsibilities -

- skills and expertise -- reporting structure -


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Tro

ub

leM

an

ag

em

en

t

User UP/UD User UP/UD

Service Desk – Front Office virtuale Poli TecnologiciService Desk – Front Office virtuale Poli Tecnologici

So

luti

on

im

ple

men

tati

on

Problem Management - Back Office - Poli Tecnologici

Developpers

CompetenceCenter

Gestione Code

Competence Center

Appl Mgmt

Competence Center LettoreBadge

Competence Center MSMQ

Competence Center ATM

SCC II liv

SOC II liv

NOC II liv S

erv

ice C

on

tro

l R

oo

m

NOCI liv

SOCI liv

Supplierso

Network Management

Supplierso

SSI

Collaudo e Certificazione

Suppliers(Fleet Mgmt)

Suppliers

Service Support

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Collaudo e CertificazioneTest and certification

Mission• Ensure the correct configuration for the

operation environments through the implementation of test environment systems and the certification of any solutions developed.

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• Service quality increase• Delivered quality: preliminary analysis of

results, bugs and application performance.• Perceived quality: Customer satisfaction:

reduction of bugs/calls opened by post office users.

• Decrease of Operation costs• Decrease of maintenance costs.

GoalsCollaudo e Certificazione

Test and certification

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OperationsPost offices

BUG

Collaudo e Certificazione

KIT

KIT1

Field Test

Test newRegression

Performance

Development

Direzione Information & Communication TechnologyDirezione Tutela AziendaleDivisione BancopostaPosteVitaBancoposta Fondi SPA SGR

Divisione Rete Territoriale

PT Shop

Divisione Corrispondenza

Divisione Espresso Logistica Pacchi

Cons. Logistica PacchiSCPA

Direzione Risorse Umane ed organizzazione

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evel

opm

ent

Ope

rati

ons

Method and processesCOLLAUDO & CERTIFICAZIONE

Test designer

Developer

Test specificationsChecklistsNew tests

New test implementations

Installation test

System testSpecs

KIT

ClientDevelopment

Supplier

Release historyRelease CertificateJournal

Certification

Tester

New release

Test plan

Regression test New testsintegration

Field Test

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Svilu

ppo

Ese

rciz

io

U.O. COLLAUDO & CERTIFICAZIONE

Progettista

Sviluppatore Specifiche di test ChecklistNuovi test

Implementazione nuovi Test

Test di installazione

Test di sistemaRequisiti

KIT

ClienteSviluppoSupplier

Foglio dei rilasciCertificato di rilascioJournal

Certificazione

Tester

Nuovo rilascio

Test plan

Test regressione Integrazione nuovi Test

Field Test

Methodology forensuring quality

Method and processesCOLLAUDO & CERTIFICAZIONE

Test designer

Test specificationsChecklistsNew tests

Test di installazione

Field Test

TEST automation

System Test

Regression Test

New test implementations

TesterRelease historyRelease CertificateJournal

Certification

New test integration

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The numbers of certification (2004)Planned activities 400Certified sw hw releases 220SW patches 20 (bugs in production)

Number of Certifiers 14

Total number of scripts 2.817Non regression Tests 1000 scripts run weekly

Performance Test (VU number) 2.500Number of testers (automation) 3

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Results

• Increase in quality of released products

• Respect of business planning (up to 150 certifications per quarter)

• Customer satisfaction improvement

• Decrease of bugs discovered in production

• Respect of forecasted budget

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Grazie per l’attenzione

Sessione di Studio AIEA, Verona, 25 novembre 2005

Documents

La Qualità dietro lo sportello · Logistica e Pacchi included •Design, Development and Management of ICT resources functional to the achievment of business objectives. DCICT AIEA