Organizzazione Informatica in Alstom Sergio Assandri Punta Ala, 27/09/2012

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1 Organizzazione Informatica in Alstom Sergio Assandri Punta Ala, 27/09/2012 POWER

2 Indice Motivazioni di questa organizzazione Alstom - Organizzazione IS&T Governance Organizzazione ITSSC ITSSC Modalità operativa Ruoli chiave in ITSS e responsabilità Conclusioni: Pro e Contro

3 ALSTOM Dipendenti: oltre presenti in 100 paesi suddivisi in 5 settori Nell informatica lavorano circa 2250 persone Utenti IT circa di cui 1/3 nomadi

4 Motivazioni di questa organizzazione Il business è organizzato in modo sempre più globale E richiesta una crescente standardizzazione dei processi, delle applicazioni e dei dati Porre al centro il servizio al cliente è un MAST Incrementare la Customer satisfaction Ottimizzare i costi è vitale

5 Organizzazione IS&T Chief Executive Officer CEO Chief Information Officer CIO Risk & Compliance IS&T Strategy & Transformation HR Finance Sourcing Sectors IS IS Corporate function End User Service Support IT Shared Service Centres IT Operation IT Application IT Security Riporti funzionali

6 Governance CIO IS&T Concilium Leadership & Governance Business IS Function Allineamento con il business Richiesta di cambiamenti / Gestione della domanda Fornitori IT esterni IT Shared Service Center Distribuzione soluzioni e servizi / Progetti

7 Organizzazione ITSSC Global IT Operations Application Solution Center IT Security Application Architecture Performance CSM Workplace Lan Data Center Power Transport Grid Common Infrastructure Finance HR Sourcing

8 COUNTRY MANAGEMENT AND OPERATIONS CNTRAL MANAGEMENT ALSTOM Power Italia S.p.A. IT Shared Service Centres (ITSSC) Italy ALSTOM CIO GITO Global IT Operations ASC Application Solutions Centre Finance and central functions CSM IT Support Telecommu- Data Centrer nications ALSC Power ITSSC country representative Procurement ALSC Transport Controlling ALSC Grid

9 ITSSC Modalità operativa GITO - Global IT Operations ALSTOM CIO ASC - Application Solutions Centre Operations security Infrastructure Strategy & Processes Workplace Solutions and Support Telecommunications Data Centres Daily Operations Power Solutions Centre Transport Solutions Centre Common Solutions Centre Performance Management Architecture & tools CSM - Customer Service Manag. OLAs ASM ALSC ASM ALSC ASM ALSC Infra SLAs Customer Relationship Management Applications SLAs IS / Businesses CENTRAL LEVEL LOCAL LEVEL

10 Ruoli chiave in ITSS e responsabilità The CSM (Customer Service Manager) : represents GITO and IT SSC in front of the customers: site, country s and sector s management is the entry and escalation point for the Business and for ASC for IT infrastructure delivered locally by GITO. works also in close cooperation with the Applications Service Lines and the ASM leads regular meetings with Site/Country/Sector Managers to report upon SLAs/OLAs, this in coordination with the ASM for Application SLAs oversees Catalogue/Costing/Budget/Actuals/Forecast/ for site part of GITO is the SPOC for local audits (Corporate, ICQ) involving GITO The ASM (Application Service Manager) : ensure the global coherence of the operating processes and tools in order to provide the application service management end to end in close coordination with GITO leads, reviews and follows up the ASC commitments (Requests, SLAs, projects, budget) manages the customer relationship: relation with IS/Business communicating on incidents/problems related to applications and handling the end to end services and related service application catalogues manages application suppliers relationships: internal SLAs/OLAs, external suppliers The Country Representative : represents IT SSC in the country s committees and other official bodies, ensures with local HR that local laws and regulations are applied for all IT SSC staff within the country, supports local employee related and administrative tasks on behalf of the relevant service line manager whenever they are absent assists in the ICQ process at Country level has delegation of authority to sign contracts on behalf of IT SSC once necessary

11 Conclusioni: Pro Portfoglio applicazioni e servizi definito Catalogue: Chiarezza dei costi Incremento della standardizzazione Riduzione costi

12 Conclusioni: Contro Struttura troppo verticale Frammentazione del supporto locale Incremento dei staff centrali Confusione lato utenza

13 POWER