Post on 05-Jun-2020
Capgemini Rightshore™ India
Maintenance Metrics for Large Engagement
2
Client Background
Large US Manufacturer in Automotive Industry
Business Objective − Lower IT Support costs− Migrate/Separate from previous owner
Total Team size of 230 resources split in 12 different groups− 85% in Application Management− 15% in Application Development
Technologies involved are− IBM Mainframe− Client Server (C, C++, Unix, Oracle)− Web (Java, .NET)− Packages like SAP, MFG-Pro
Work involves − 24 * 7 SLA based support− Enhancements, Preventative maintenance− Tactical, strategic projects
Relationship for last 5 years
Onsite-offshore model with 70% team in Mumbai
Strong processes and procedures for workflow
3
Categories of Matrix Captured
Staffing − Staffing− Attrition− Roll offs
Tickets (Production Problems) − Ticket volumes− Utilization− Backlog
Training
Productivity Improvements
4
Staffing Matrix
Staffing by − group/domain− growth by month− billability status− Technology− duration on the engagement− Level (designation)
Attrition by − month− by group/domain− reason− level/designation
Roll offs by− month− by reason
5
Reasons for Staffing Matrix
Monitor growth
Planning for roles and responsibilities for senior people
Retention planning
Transition planning
Pyramid monitoring
Billability and cost monitoring
6
Ticket (Production Problems) Matrix
Tickets − Total Volume by month, by group/domain− Volume by Severity by month − Volume by geography− Productivity (AET) by Severity− Average per person per month (ATP) − Average per person per month by group/domain
Utilization− Per person per month− By group/domain
Backlog− By month− By group/domain
7
Reasons for Ticket Matrix
Understanding client business demands
Understanding business criticality
Utilization monitoring
Understanding offshore’s contribution
Monitoring productivity
Backlog reduction planning
8
Training Matrix
Number of trainings conducted
Level-wise per person hours distribution− By training type (Role based, Soft skills, Technical)
Level-wise target and actual hours
9
Training Hours per Level by Training Type
2713
19
1713
18
815
20
227
13
177
16
0%
20%
40%
60%
80%
100%
Hour
s
AC C SC M SM
Levels
Level wise per Person Hours Distribution
Role Based Soft Skills Technical
10
Training Type Distribution
Training Type Distribution
Soft Skills28%
Technical39%
Role Based33%
Role Based Soft Skills Technical
11
Training Target v/s Actual by Level
0
20
40
60A
vg. H
rs
Levels
Level Wise Target and Actual Average
Average Target Hrs. Average Actual Hrs.
Average Target Hrs. 22.46 31.44 33.77 37.08 30
Average Actual Hrs. 45.04 37.77 38.36 29.25 27.25
AC C SC M SM
12
Reasons for Training Matrix
Monitoring training requirement fulfillment
Monitoring training target
Help in training plan preparation
13
Productivity Improvement (PI) Matrix
Process Compliance Index by month
OTACE (Customer Satisfaction Index) trend
14
Process Compliance Index (PCI) by month
Process Compliance Index
2.95
2.70
2.78 2.85
2.92
2.89
2.942.97
2.50
2.60
2.70
2.80
2.90
3.00
Apr'05 May'05 Jun'05 Jul'05 Aug'05 Sep'05 Nov'05 Dec'05
Duration
PCI
PCI
15
Customer Satisfaction Index (OTACE)
OTACE Ratings
3.233.62
3.91 3.99
0
1
2
3
4
5
Jan'04 Oct'04 Jan'05 Oct'05
Duration
OTA
CE
Ratings
16
Reasons for PI Matrix
Tracking compliance to QMS
Monitoring Productivity Improvements
Customer Satisfaction tracking
17
To sum it up…
Metrics help in tracking progress of four important parameters− People− Productivity− Cost− Customer requirements
Which helps in achieving− Higher Growth− Higher Profitability− Employee Satisfaction− Customer Satisfaction