Kingfisher IT Services Continental Europe. Click to edit Master text styles. Retour d expérience Offshore 17 mai 2011

Transcription

1 Kingfisher IT Services Continental Europe Click to edit Master text styles Retour d expérience Offshore 17 mai 2011

2 employees 830 stores Turnover 2009/10: 10,500M Profit 2009/10: 660M 2

3 Kingfisher IT organisation KITS OpCos B&Q UK/Screwfix Projects& Services Datacentre Local Local IT/support IT/support Local IT/support HK CE OpCos Projects & Services THINK BUILD RUN Shared RUN China Projects & Services KITS Leadership Team CEO: M. Bell Think UK: T. Scott Think CE/HK: P Frey Build/Run: N Chinery Finance: R. Penell Commercial: M Bird HR: K Astill KITS Team (450 employees, 3 main locations) Think team (AMs) : business demand management ( Insourced ) Build team (PMs, Bas, TAs): project management and delivery (mostly insourced in UK, mostly outsourced in CE) Run/Shared Run team: Service and Infrastruture management: (mostly insourced in UK, mostly outsourced in CE) Local IT Teams Local user support Local small projects 3

4 Our key challenges Projects, an ever growing demand More resources and new capabilities: SAP, ATG, Stibo, Innovations Different calibre as today & more international: programme managers, BA s Core platform build & deploy experience Convergence Roadmap Stabilize new governance with each OpCo Stronger governance to push for commonality and manage Group and Cross OpCo projects Flexibility Resources on demand : external resources Capability on demand : external resources High pressure on costs DYI is retail => highly competitive business Need to accelerate synergies and put in place new ways of working (off shoring) 4

5 The levers to manage these challenges Building an additional and flexible capability : Right sourcing approach Critical skills in sourced Others: outsourced, on and off shored A strong governance to select and drive our project portfolio efficiently and ensure convergence Strong Efficient Project Methodology to consistently manage our projects across Kingfisher Business ownership: no Business sponsor, no project Value creation: no benefit, no project The Business Sponsor owns the project and is accountable for the benefits Development of a strategic partnership with fewer partners Create mutually beneficial opportunities Cost relevant at all time Understanding of KITS environments and investing to keep knowledge current Minimise the selection process Mature conversations through the end to end vendor management process Faster resolution of issues 5

6 The EPOS software factory and the offshoring initiative The context We had multiple versions in use and being converged (2 in France, Spain, Russia, China) The software vendor became unable to support our growth and our new requirements They lost most of their experts The quality of the deliverables was poor and getting worst What were the alternatives we studied Change and implement our UK EPOS software: no support provided by the UK company in continental Europe Implement a brand new best of breed solution: a huge cost and risk alongside a project plan that was challenging and critical to achieve business objectives Build a new software version with our EPOS software vendor: too risky Buy the code and build our own software factory: no internal skills, not our strategy Buy the code and build an off-shore software factory The decision we made and the partner selected De-risking this top critical application has been our top priority Extending our capability and become more flexible in the future has been our second driver Cost We decided to buy the code and build an off-shore software factory We launched a RFP: TCS came out as the preferred partner: real Retail expertise, software factory competence, flexibility, openness, can do attitude 6

7 The EPOS software factory The projects Transition Project Several weeks by Kits CE and also by the EPOS vendor TCS steady state: TCS on their own to support the EPOS solution. Started on time and operating successfully A double challenge : new EPOS release for CE Many evolutions awaiting for more than a year, high pressure from the business to move forward Decision to launch 1st release, fully managed by TCS, without waiting end of the AM & Software factory project 2 weeks 8 weeks 4 weeks 4 weeks Due diligence Knowledge transition Secondary support 1st level support TCS steady state support Feb 2011 AM & Software factory project Sept Blueprint Delivery Testing & UATs Mid May 2011 Positive feedback from the business users and the IT team A one extended team feeling High quality of the deliverables May st new EPOS release project Next steps Work has been started to develop the next release for CE and New release for China Extension to others countries studying Improvement currently studied: Security, Technical and functional improvements, Delphi Migration 7

8 Organisation - Kits - TCS Sourcing Model Kits Lille: 4 personnes TCS (1 support Analyst, 1 analyste, 1 expert technique, 1 PM) Kits China: 1 personne TCS (Analyst Support & analyste) TCS Calcutta: 8 personnes (1 Delivery Manager, 1 resp. Support, 1 resp. Développement, 1 expert Delphi, 1 expert Technique, développeurs, support analysts) Architecture TCS Chez TCS: Environnement de Dév., test (x5), prod like (x5), gestion des sources. Chez Kits CE & China: Environnement de tests Engagement TCS Services CE & China (Support 3, Correctif, petits évolutifs) au forfait Projets (Release) au forfait Versions & Releases Une version CE, Une version China Deux releases annuelles par version contenant chacune des évolutions fonctionnelles, techniques, correctifs. Gouvernance & contractualisation Weekly meetings (Services / Projets) Steerings mensuels Monthly & quaterly review Framework agreement 8 SOW & SOP par activité

9 Vigilances, Leçons & Opportunités Ne pas nier les risques, les inquiétudes Gestion du changement Barrière de la langue et culturelle Distance, décalage horaire Pilotage, le contrôle Compréhension (spécifications) Connaissance L outsourcing n est pas l offshoring Et y répondre Impliquer le Business et les équipes opérationnelles Phases de démarrage (Due Diligence) Travail sur site et visites du centre de service Sourcing adapté Utilisation de tous les moyens de communication Instances de gouvernance, formalisation, contractualisation Collaborations fortes sur toutes les phases du projet Exigence sur les compéténces, connaissances Nous continuons à apprendre Processus d escalade Importance de tous les «détails»: comptes-rendus, planning (absences, jours fériés, couverture horaire), administratifs Collaboration avec les autres partenaires Gestion des environnements (dév, tests) Fluidité de la communication (langues, informelles ) De réelles opportunités Potentiel de ressources et de compétences (technologie, fonctionnelles) Montée en puissance rapide Force de proposition Engagement, motivation, professionnalisme, flexibilité, écoute Sourcing Model qui s adapte aux exigences (Business, organisation de l IT ) Optimisation des coûts 9

10 Coordonnées : guillaume.lansiaux@kingfisher.com Guillaume Lansiaux 10