- Created by Vidhyadharan-ext, Vaishna on Jun 30, 2023
Initiative brief
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*Required information
Project details
Phase | |
|---|---|
Status | IN PROGRESS UNDER REVIEW APPROVED NOT APPROVED |
Date | Enter the starting date of your initiative, by clicking on the calendar icon bellow
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Initiative name ID Provided by DT PMO | Helix platform needs to be upgraded to bring :
|
Domain & Product | |
Domain Journey / Platform | Employee journey / EBS Platform |
Product | Helix |
Initiative Ownership | |
Digital transformation leader | Enter the Digital transformation leader, using « @ » for user attribution @ |
Product Manager / Service Delivery | Product Manager TBC / Service Delivery Manager DO Thi Hanh Doan |
Roadmap & Key objectives | |
Roadmap |
Upgrade to version 21.3 (or further 22.1) |
2022 Digital Technology Key objective | |
Priority | Priority 1 - Part of RUN the business |
Phase 1: Envision - High level initiatives
Understand: Why is this initiative proposed? What are the consequences if not done? What are the new capabilities expected?
Helix platform needs to be upgraded to bring :
- new features for ours users (40% of SBS current requirements) : LINK
- more stability with common platform and common foundation, between ITSM and BWF
If the upgrade cannot be done, business continuity might be impacted (we met several P1 during 2022), and no reporting capabilities will be available after 2023.
First, let´s start with the Problem space
1.1. Reason
* Why is this initiative proposed today?
Explain what are the motivations and the expected objective behind this initiative
In 2022, we met several P1 incidents linked to the system unavaibility and unstability. Also, among the pain points shared by our users, part of them will be answered by the new features included in the coming version of the product. Last but not least, new features will answer not only to final users pain points, but will also answer to DT needs. This upgrade is proposed now as it is the only slot to do this upgrade in 2023, taking into account Po2 timeline and risks. |
*What are the consequences if not done?
If the upgrade cannot be done, business continuity might be impacted (we met several P1 during 2022), and no reporting capabilities will be available after 2023 (upgrade is a pre-requesite to move from Smart reporting to BMC Helix Dashboards) |
1.2. Benefits
What are the new capabilities expected?
Among the long list of new features, we have :
https://docs.bmc.com/docs/itsm213/21-3-enhancements-1027559841.html#id-21.3enhancements-21.3 |
What will it replace? Is it a new solution or an existing one?
| This is an upgrade, so the product already exists in Solvay landscape |
1.3. Target users
Who are the future users?
Identify the future users (BU, sites...) and population concerned
| The future users will remain the same : all Solvay users, including externals (final users, DT agents, SBS agents) |
How many people are facing it?
What is the number of users impacted?
| 22 000 users (all Solvay users) + Externals |
What are the demographics of target users?
| WW, all continents, all countries inside Solvay |
What about the Business space?
1.4. Value proposition
What is the business outcome?
What investment principle does it meet? To bring what key value?
Business continuity New features facilitating daily activities |
What value will the product / deliverable add to the business?
Business continuity
1.5. Business goals
How does the product / deliverable align with the business goals?
| Save time via the tooling to be better focused on business |
1.6. Challenges
Are there any challenges in developing the product?
| No |
1.7. Business metrics
How will we measure success?
| Less P1, less evolutions requested |
1.8. Cybersecurity
Please answer questions in the “Security Scoring” and the “Initiative Card” sheets" in order to determine the level of support ypu need and contact the team: Benjamin Poissonnet (benjamin.poissonnet@solvay.com), Hamza Lamnouer (hamza.lamnouer-ext@solvay.com) or Hicham Alaoui (hicham.alaoui-ext@solvay.com)
1.9. Up to investment
Estimated initial date*
| Estimated end-date*
|
What is the coherent money to commit on the initiative?*
| 2022 (in K€)* | 2023 (in K€)* | 2024 (in K€) | |
|---|---|---|---|
Estimated size of investment (high level) |
| 140k€ |
What is the coherent run and build commit on the initiative?
Estimated run costs (estimation high level) - on 10Y The current costs (BMC contract: 1.9 Millions / 3years) won't increase with this upgrade | Type of savings expected /year for DT (Ex: Contracts, FTE, ...) none |
1.10. Resources
What skills and talents do we need?
Key users from current Helix, both on DT and SBS Resources of BMC and Infosys are available as soon as we get the PMO validation. |
1.11. Methodology to apply (refer for Accolade)
Waterfall methodology
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Phase 2: Strategize (in draft - work in progress)
How this bring value? Which pain points will it removes? Will it be delivered in Agile or Waterfall?
- Converged platform: will bring current used modules closer together (same database), will remove asynchronous issues and ease reporting needs
- Will bring more stability
- Will ease following upgrades (duration, complexity)
The project will be delivered in Waterfall.
Now, we can move on to the Solution space
2.1. Actions to complete
| Mandatory actions* | |||
|---|---|---|---|
Status | Description of the action / task | Contact | Document & examples |
IN PROGRESS | Book the capacity planning tool | Capacity planning tool | |
DONE | Complete Accolade | Claire Bazin | Accolade |
DONE | Review with « Product » and « Platform » Architect the actual solution answering the objective | Impact analysis | |
TO DO | Check you have confirmed the involvement / non involvement of each platform | DT (EBS Platform + Hybrid & Cloud Platform including CMDB Team) + SBS | |
DONE | Identify security requirements (Confidentiality, Integrity, Availability) and define security measures to be implemented by the initiative team | Security Questionnaire | |
DONE | Compliance by design : Export control : Assessment (encryption E2E, access management (who access), user location, governance ...) | N/A | RADAR/SENTRI |
DONE | Support for budget estimation, Financial evaluation, saving validation | ||
| Optional (N/A) | |||
TO DO | If any relation needed with a supplier Need to complete RADAR/SENTRI upfront before meeting with Procurement + Legal | N/A | |
TO DO | If it concerns a key supplier, a sourcing strategy has to be defined | N/A | |
TO DO | If conformity by design is required | N/A | RADAR, GMP (pharma), ISO |
TO DO |
| ||
2.2. Users needs
What do users dislike about the current solution?
What tools or features do your users wish to have?
What value will it add to the user´s lives?
2.3. Competitors
Who else has already solve the same problem?
| N/A |
2.4. Feasibility
Is it feasible?
| Yes |
2.5. Risk Analysis
What are the risks?
Are there any internal / external constraints and what are the preventive actions associated?
| Refer to Accolade |
Phase 3: Plan
Understand:
My tasks
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- Enter your task here, using « @ » to assign it to a user and « // » to select a due date
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