Portfolio Initiative/Epics Brief

Id # 11792

ENVISION : High level initiatives (PORTFOLIO INITIATIVES)

Date


Initiative Name

Command Center Pool

Domain Journey / Platform 

Hybrid & Cloud, Intelligent Assets, Ecosystems Platform

Product /Service Delivery

Hybrid & Cloud

Initiative Ownership

Identify following trio who carries the initiative (Product/Platform):

  • Digital Transformation Lead: Christopher Franskin 
  • Head of platform : Guillaume Lhomel
  • Service Delivery : Romain Berger / Didier Longeray (April 8th)

Roadmap

2-IT Transformation (tbd)     

3-Operate safety

4-Technology modernization

Roadmap Activity 

2-IT Transformation        

        2.1-New operating model, outsourcing, service Mgt

         2.3-Outsourcing

        2.4-Service management platform

3-Operate safety 

        3.1- Cybersecurity (tbd) 

4-Technology modernization      

        4.2.1- IS Landscape rationalization/Modernization (Infrastructure)

        4.2.2- IS Landscape rationalization/Modernization (others)

Others Roadmap impacted 

Roadmap cybersecurity

2022 Key focus

3-Protect and secure technology assets

4-Establish data as an enterprise asset

Key Objective

Build Command Center 

Priorities 2022?

Clearly identifies in H1’2022 priorities - CTOO slide.

PRIORITY#1: Prioritize & Protect

Description of the Initiative

Explain the context and the initiative ( Current situation, Linked to others initiatives, pre-requisites)

The command center is a new pool to be built. The purpose is to reinforce business continuity by acting at different levels of the DT landscape. For this, we need to build 4 main entities:

  • Core Process tower : ITIL core processes adoption, operating ITIL processes, Performance monitoring design (eg KPIs, dashboard & reporting). To reinforce business continuity including BCP activation
  • Project CMDB reshape : reshape CMDB data model and build relationships, clean up application classes, cybersecurity roadmap
  • NOC (Network Operations Center), based on competitive offers from providers (in progress) : to monitor the whole group connectivity WW, improve service connectivity, 
  • Integration of the SIAM (Service Integration and Management) into the command center. Build is out of scope, integrated into OneDesk program.

What justifies the existence of this Initiative? ‘including Group program link

Cybersecurity threat not controlled

What are the prerequisites?

Project CMDB reshape on the cybersecurity roadmap

Finalize the RFP processes for OneDesk and Fusion, initiate the RFP for NOC

On-boarding ressources (eg NOC specialist - on going, IT asset specialist - to initiate, Regional Incident managers, Command Center Program Manager…)

Reason & benefits

Why is this initiative proposed today? [different alternatives to study], What are the motivations and the expected objectives? 

Cybersecurity threats not controlled

Improve DT service delivery, ITIL process execution, improve IT assets availability, decrease business services interruption, enhance the delivery capabilities for GBUs, BSA, Functions into Solvay.

Reduce cost by managing an efficient manner of IT assets (asset management lifecycle, obsolescence)

Reduce and anticipate cybersecurity threats.

Enabler for Po2 (identify and prepare assets split)

What are the consequences if not done?

Cybersecurity threat not controlled

Process execution discipline

Decrease business continuity (e.g if no problem solving…)

What are the new capabilities expected?

Improve business continuity, inventory accurate of all the solvay IT assets.

Full monitoring, performance, availability and security for Solvay IT assets.

What will it replace? New solution?

Not applicable, new capabilities

Which GBU or entity are the beneficiaries?

All Solvay (GBU, sites employees)

Who are the future users ( BU, sites..)and number of users impacted, population concerned?

No direct users, but all Solvay  (GBU, sites employees) will be impacted

Roadmap value

What investment principle does it meet > to bring what value

  • Cost-Manage and drive productivity > Run the business

What is the hypothesis of value creation? 

Improve DT service delivery, improve IT assets availability, decrease business services interruption, enhance the delivery capabilities for GBUs, BSA, Functions into Solvay.

Reduce cost by managing an efficient manner of IT assets.

Reduce and anticipate cybersecurity threats.

What is the KPI to measure Value creation?

Availability of DT services and trend

Decrease IT Crisis and Major Incidents

Accurate IT assets inventory 

Increase velocity in network patching/changes

How does it link to the Product/ Platform KPIs?

Linked to Hybrid & Cloud platforms (Hosting, Network & Telecom)  existing KPIs

Products availability KPIs,

Global Major Incident KPIs (number, Resolution time, RCA, etc)

Up to Investment

What is the coherent time and money to commit on the initiative (portfolio level)? What is the coherent run and build to commit ( size of the investment, size of build, savings expected)?

Estimated costs By year


Time to deliver initiative

Estimated initial & end date




Comments

[Month/Year]

April 22- Dec 2022






2022 (in K€)

2023 (in K€)

2024(in K€)

Total in K€

Comments

Estimated size of investment - high level

1603 k€

552 k€

0

2152 k€


Estimated run costs (estimation high level) - on 10Y

120 k€

480 k€

480 k€

  1080 k€

High level estimation, waiting for cost from suppliers

Type of saving expected /year expected





Free text

If Initiative is validated - what is the effort required for Strategize

Please select by a cross your estimated size of strategize phase (Tshirt size)



Time to Strategize

Until 2 months

Until 3 months

Until 4 months

Overs 4 months


Amounts attributes

20K€

30K€

40K€

To be estimated 


Please select






STRATEGIZE

A-Stakeholders  : Identify Solutions to fit objectives(incl equipments)

Business/Requestors Stakeholders

Identify who are the main stakeholders and determine their role & responsibilities (users, customers, sponsors, …)




"Actors" will depend according Roll out existing solution, alternatives solutions, revamping of existing solution, new solution expected

"Temple guardian"

Who is accountable ?

Document link

Architect

Review with Architect the actual solution answering to objective

https://docs.google.com/presentation/d/1rP4BT1oNppjMI5gee8_jB5-0W9UFShtQ3Zq18HF6Hm4/edit#slide=id.g93ec4672fa_8_1752

Example: https://drive.google.com/drive/folders/1hyo39r3_I112TCG8hvTOP0DMCVoiMIux

Alexandre Mathe

Florent Thivin

cf doc

Procurement+Legal

If any relation needed with a supplier

For Roll out existing solution- To review volumes, ...

New solution expected : Integrated Digital journey in EPICS

Digital Journey : https://docs.google.com/presentation/d/1eM0CXcLvG7b_sdgAabjasktiKH1W6GmE2m2dz6G3oww/edit#slide=id.g86645e7914_1_0

Not applicable - usage of system existing 


Need to complete RADAR

cf. RADAR Service One



Vendor Management

Define sourcing strategy and support for operating model

Prefered partner BT / Service Managed

Maxime Bourgeois


CyberSecurity per design

Identification Risks and security topics : ITAR, EAR, GDPR…

https://docs.google.com/presentation/d/1pmR7addCWDSJB8RlMqUQV63C92g6DehQAz4GQWDxbRo/edit#slide=id.g10b9a06c52c_2_211

Epics : 

CMDB Epic

Benjamin Poissonnet


Compliance by design

Export control : Assessment (encryption E2E, access management (who access), user location, governance ...)

https://aodocs.altirnao.com/?locale=en_US&aodocs-domain=solvay.com#Menu_listDoc/LibraryId_SRiO70q5XDzsdmtVNG/ViewId_SRiO8rj8HxRIodlAG8/ViewParams_%257B%2522searchInSubFolders%2522:false%257D

SENTRI - classifies the asset from a risk perspective and identifies very specific security controls needed to protect that asset. - I see this helping to identify resources and costs associated with a project.



Conformity by design

cf. RADAR Service One



Privacy By design

Review principle GDPR (restrictive regulation with overview)+Personal data personnel

Privacy self assessment included RADAR and respect instruction in RADAR



Finance

Support for budget estimation, Financial evaluation, saving validation

https://docs.google.com/spreadsheets/d/1CeghTwaih9d_Znn-lbqjsiucu-vsT6edjKjbY61v7pc/edit#gid=1470914965

If part of a program, update of initial Financial evaluation



Platform Analysis

Platform stakeholders (ex: Architect, Data Architect, Service delivery Manager, Multi-experience Platform)


CMDB Governance

Service Management

Discovery Analyst



Products Analysis

Others products impacted (ex: Architect)

EA Tools 

ITSM Helix BMC



Transformation & Enablements Analysis

Enterprise Architect

Gilles Hassenfratz



B-Global Deliverable

Objectives

  • To enhance company-level cybersecurity
  • To improve the quality of asset management
  • To improve visibility of business and technical services
  • To clean up the representation of applications in CMDB
  • To ensure CMDB would become the single source of truth
  • To support Po2 program


ELT member sponsorship

Guillaume Lhomel

Expected output

Critical Key Performance Indicator (KPI) to measure success:

  • Servers/Network devices (FW, Routers, Switches) added into the CMDB
  • 80% Applications with core attributes (requirements for cyber) documented with business relationships
  • Date to target : 31MAR2023

Roadmap value detailed

Group KPIs (CM, ROI, NPS, Cost Cash) DT enablers (Velocity, Delivery Cost, Adoption, Data quality, Satisfaction, Transfo/ Transversal etc)

Dependencies

BMC Helix, EA Tool, AMQI, Helix Discovery (ADDM), AWS, GCP; Core processes

Change Management

Matrix/Change level : 

https://docs.google.com/spreadsheets/d/1Oe-qXTtVsb3hsarFDt5y9VFuyimolgUL/edit?usp=sharing&ouid=103260131117409442091&rtpof=true&sd=true

Risks


  • Technical: discovery gaps, reverse-engineering of AMQI, data migration, development of interfaces, data reconciliation
  • Operational: usability of configuration management data in the context of ITSM processes: CM, PM, IM
  • Business: missing internal capabilities

Financials 

(Global initiatives)

Business case updated

Estimated investment : Estimated costs (SUM) of each EPICs // By quarter-Year

High level of run cost on 10Y

+Financial evaluation defined in stakeholders

Note :

The overview of the initiative is requested to pilot the portfolio costs and requested by different instance to pilot finance resultas ( Finance, DT leadership, and Industrial for capex

Document below could be used  waiting review of the document

Operating model (futur run)

Operating model as is (Core process / Service Management into Command Center)

Sentri Report provided for Service One Platform (BMC Helix)


----------------------------------------------------------------------------------------------------------------------------------------------

C-What need to be presented to the Portfolio Board

Name of Portfolio Epics (Summary)

Epic 1 : CMDB Reshape

Epic 2 : NOC (Network Operations Center) 


Note :

The focus is done on what is requested of the portfolio board.



Q1.22

Q2.22

Q3.22

Q4.22

Total 22

Q1.23

Q2.23

Q3.23

Q4.23

Total 23

Total Portfolio Epics (MVP)-Sum of Epics

Capex (K€)

60

300

560

620

1600







OTC (K€)



60









Total Costs

60

300

620

620

1600







detailed budget and capa plan: Document 

----------------------------------------------------------------------------------------------------------------------------------------------

PORTFOLIO EPIC: CMDB RESHAPE

PORTFOLIO EPIC 1

CMDB reshape 

  • Complete discovery module integration (ADDM) into BMC Helix Platform 
  • Telco Assets
  • Review and define new CI classes - Build CI relationships
  • Automate data migration
  • Manage impacts on ITSM processes / tools (incident, change, DWP)
  • Build new interfaces with SCCM…
  • Data reconciliation
  • Build new dashboards

Date of implementation

12/2022 (MVP) ; End of Q1, 2023 (extensions)

Expected output

Associate EPIC to

  • New CMDB Model (CMDB vs EA tool)
  • Governance and process rebuilt
  • Automation (discovery and other)
  • Critical Key Performance Indicator (KPI) to measure success
    • CMDB completion (CIs relatioship measurment eg orphean CIs, )
    • CMDB Accuracy (completion of data per CIs, updates)
    • CMDB correctness (CIs updates, CMDB monnitoring)
  • Date to target : Q4-2022 (MVP), End of Q1 2023 (extensions)

Roadmap value

Associate EPIC to secondary KPI 1, KPI 2, KPI 3 and Date to target

Capabilities

Please see the template below

#number of day required (high level size of workload)

2022

2023

Name of capabilities

Where to find it ?

1

2

3

4

5

6

7

8

9

10

11

12

1

2

3

4

5

6

7

8

9

10

11

12

Product Mgmt.

CC / Core process





15

20

20

20

20

20

15

12













Design

Helix / EA Tool / CC




3

3

23

18


















Governance

CC / Core process





5

2

6


















Asset discovery remediation

Helix / EA Tool / CC




4

2

14

22

22

12
















Map Application Servers

H&C / EBS







35

40

35

40















Business Services

H&C / EBS













10

10

10










NOC Assets

CC / Network Platform






1

1

8

6

8

3














EA Tool / Helix Integration

Helix / EA Tool / CC










12

13














AMQI Migration

Helix / EBS













12

12

5










Build to Run

CC











5

5















Q1.22

Q2.22

Q3.22

Q4.22

Total 22

Q1.23

Q2.23

Q3.23

Q4.23

Total 23

Total Portfolio Epics (1)

Capex

60000

247000

269000

291000

867000

285000




285000


OTC





0

0




0


Total Costs

60000

247000

269000

291000

867000

285000




285000


detailed budget and capa plan: Document 

  • no additional RUN costs forecast for CMDB Reshape since these are included in the RUN costs of ServiceOne platform (both licenses and also resources)

Note :

Costs consolidation will be followed at portfolio epics. Code of Epics will be the reference in the follow-up

Link to squad composition and roles: https://docs.google.com/presentation/d/16xrQ9dy8R9fEMK0aeyAi5e9B7V61M2TcEFTMd_yZlOc/edit#slide=id.g12df533ebd5_0_0 

PORTFOLIO EPIC: NOC (Network Operations Center)

PORTFOLIO EPIC 2

What are the main needs that my product must meet? (incl foundation requirement, Equipments, contracts...)

Refine Initiative describing epics (what will be considered in its extent and what will not) that the product should be addressed, prioritizing them and providing an MVP agreement.

Build then run the Network Operations Center (NOC) to maintain optimal network performance and availability, and to ensure continuous uptime. The NOC manages a host of critical activities such as monitoring the network, Firewall and intrusion prevention system management and antivirus support (with SOC), Policy enforcement, incident response, escalation and communication, etc…

  • Identify a provider to build a NOC ;
  • Deploy ITSM supervision tool (BMC Helix?) & connect to BMC Helix ticketing tool;
  • Gather list of network asset and include them into the CMDB & automation
  • Organize workshop to gather requirement and business needs;
  • Setup the POC and go to run
  • Define governance
  • Industrialize the process to ob-board the rest of initial scope
  • Setup a run team

Expected output

Associate EPIC to

-Cybersecurity roadmap

-CMDB reshape

-Critical Key Performance Indicator (KPI) to measure success : 

100%Network devices (FW, Routers, Switches, firewalls, etc) loaded into CMDB

  • target date Q4-2022

Roadmap value

Associate EPIC to secondary KPI 1, KPI 2, KPI 3 and Date to target

Date of implementation

Q3-2022

Capabilities

Please see the template below



#number of day required (high level size of workload

2022

2023

Name of capabilities

Where to find ?

1

2

3

4

5

6

7

8

9

10

11

12

1

2

3

4

5

6

7

8

9

10

11

12

Cockpit Design

Helix / CC / Telco PT / SOC

























ITSM supervision tool implementation

Helix / CC / Telco PT

























NOC POC build

Helix / CC / Telco PT

























NOC POC run

Helix / CC 

























NOC build full scope

Helix / CC / Telco PT

























NOC run

Helix / CC 

























NOC PO2

Helix / CC / Telco PT

























Note :

We are not expecting to have a detailed workload but range of involvement ( do we talk about 10 days or 50 days).



Q1.22

Q2.22

Q3.22

Q4.22

Total 22

Q1.23

Q2.23

Q3.23

Q4.23

Total 23

Total Portfolio Epics (2)

Capex


22000

327000

327000

676000







OTC



60000


60000





0


Total Costs

0

10000

290000

290000

736000



0

0

0


detailed budget and capa plan: Document 

Note :

Costs consolidation will be followed at portfolio epics. Code of Epics will be the reference in the follow-up