Apresentacao 145720
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IS&O department meeting 16.01.2013
Actual situation
General environment – economic outlook
3
General environment – Trends Luxairgroup
4
IS&O Organisation
IS&O – Organization
6
IT Infrastructure – Organization
7
IT Infrastructure – Infrastructure Roles • Single point of • Transversal responsibilities • Responsibilities restricted to Infrastructure Team 1st Level
• Check that tickets are treated. • Do additional inquiries if necessary
System Security
• Check that defined security aspects are applied
Datacenter Documentation System Monitoring Data Security Data Exchange Capacity Planning Release Mgt
• the status of the datacenter's • Plan new installations • Check if Wiki is “up to date” • Check that the necessary monitoring is done on all systems • Make sure that all system data is secured • Exchange of data between systems / suppliers / customers • Check the available capacity • Create the necessary reporting to see the evaluation • Assure systems firmware/software on the latest level 8
DBA split development / Infrastructure
Catherine • • • • • • •
First POC (Point of ) for all db related issues, if calls require assistance, Systems DBA is ed to work on problems together. Streams checking and istration for application flow Deploying applications for Development team into Production Troubleshooting development issues Monitoring Application locks Apex/BI-Publisher/Oracle Application server istration and installation Database creation for in-house applications
&
Simon • Daily checks on the databases for backup, overnight ORA-600s, db health checks • Migration and upgrade projects (both) • Overall database performance • Invalid Objects • Security Roles • SQL Tuning • SQL Server + MySQL istration and installation • First for external application suppliers for maintenance and troubleshooting (e.g Netline/WebHotel) • Perform HA configration including start/stop scripts • Define and implement OS standards for Oracle databases
9
IT development organization
For SAP, RL is the supervisor of the team. He takes the total responsibilities for the management of the SAP team. Nils Taube and Franck Bargmann left the SAP team. Hiring process ongoing to staff the open position for a SAP Application developer. One open position for a SAP System .
Thursday 10 March 2016
IT development - Custom development team structure - 1 team Custom development but 3 groups or task force - Dedicated portfolio for each group - A real sharing of knowledge into the group - A dedicated ressource to manage the - A leader in each area
NB (jo Sup b po rt ro ta tio n)
Kn o
wl ed
ge
sh
Web Other techno
JT
FF CK
Thursday 10 March 2016
ar ing sh
ge
LS
(jo Sup b po rt ro ta t io n)
Airport General services
wl ed
LGIT Airline
ar ing
AD
(jo Sup b po rt ro ta t io n)
HD
Kn o
Kn
ow l ed
ge
sh
ar ing
MW
AR
- Clément Koenig ed us as a Web Developer position
IT development - Custom development team structure •
A team leader function is created (MW, NB, HD). He : - is a productive resource (analyst, developer) - is the first point of for the topics that concern the team (planning, organization, management meeting, budget, project’s needs and design phase when project involves many developers) - insures the coherence and motivation of the team. He is animating the group. - insures a correct repartition of the work - is not the manager of the team. Means HR and istrative topics are managed by DG. - is not the decision-maker into the group - is not the brain of the group for project, design or technical topics
Thursday 10 March 2016
12
IT development - Transversal responsibilities
•
•
& EON manager – HD •
is building the methodology and tools & templates to be able to share knowledge and
•
is building the “How to … for documentation”
•
is following the quality and good execution of
•
is launching preventive and proactive actions to achieve the objectives in of resources
He is not working alone, but it’s a collaborative work that he will build.
Thursday 10 March 2016
13
IT development - Transversal responsibilities
•
•
Infrastructure and operations responsibility – •
is the first point of for non-DMZ infrastructure topics
•
is involved in all project to collect everything regarding infrastructure. She will insure that hardware will fit to software.
•
is part of discussion for future infrastructure.
•
is collecting operational issues linked to infrastructure and launching actions to solve and prevent.
She is not working alone, but it’s a collaborative work that she will build.
Thursday 10 March 2016
IT development - Transversal responsibilities
•
•
Technology evolution and development procedures - AD •
is thinking and managing our development guidelines
•
is proposing a strategy regarding development tool
•
is building shared development for IT purpose
He is not working alone, but it’s a collaborative work that he will build.
Thursday 10 March 2016
15
IT Service delivery – Organization
Staff: Service-Delivery • •
•
Pierre Lamarche ed the project-managementteam on 01.01.13 (replacement of Andy Staff) Luc Wagner/Marc Reiffers left the helpdesk-team -> currently taken over by externals (Stiv Trifunovic; Giacomo Fanizza) -> hiring process ongoing in order to staff the open positions Open positions in e-Office-team (CDI) in order to have right teamsize to manage the windows-migration -> hiring process ongoing
Thursday 10 March 2016
Slideshow Title
16
IT Service delivery – Project management
Organisational development: ProjectManagement • • • •
Share PM-Framework and PM-experience with Business-Units Ensure projects are getting managed according to PM-Framework Review KPIs for controling of projects Re-activate project-status-reporting within IS&O and towards business-units
Thursday 10 March 2016
Slideshow Title
17
IT Service delivery – Helpdesk
Organisational development: Helpdesk • • • •
Migrate & adopt Remedy to IS&O- & -needs Ensure Remedy is « single-source-of-truth » for incidents Review escalation-procedures Review KPIs & Reporting within IS&O and towards business-units
Thursday 10 March 2016
Slideshow Title
18
IT Service delivery – eOffice
Organisational development: e-Office •
•
Subject-matter-experts successfully established for SCCM, Windows-updates, identity-mgmt, inventory, -mail/mobility, antivirus, encryption Further development of expertise as per e-Office projects (SCCM-upgrade, migration antivirus/encryption, mobility-device-mgmt, software-inventory)
Thursday 10 March 2016
Slideshow Title
19
Project management – Interdepartmental function •
PHASE I – Project definition – NEEDS
Developer will be involved into this phase. PM must determine when (in which meeting / workshop) it’s important to include developer. The goal is to have the global view, to be able to propose ideas. But not to assist to all meetings. If important decision is taken without development, the PM must communicate. BU
(*)
Project manager (MS) (*)
Solution architect (FH) (*) Analyst, developer (DG)
(*)
Mandatory
__
Decision-maker
Delivrables
Thursday 10 March 2016
Functional specification document (PM)
20
Project management – Interdepartmental function •
PHASE II – Project realization – ANALYSIS & DESIGN
FH and developer will work together into this phase. The signification of work together must be agreed before ! (each one is doing and sharing afterwards or thinking about the solution at the same location). FH is the decision-maker but he will explain his decision if it’s not shared. Developer will really participate to the thinking phase. BU
Project manager (MS) Solution architect (FH) (*) Analyst, developer (DG) (*)
(*)
Mandatory
__
Decision-maker
Delivrables
Thursday 10 March 2016
Technical specification document done by the developer
Project management – Interdepartmental function •
PHASE III – Project realization – DEVELOPMENT
BU
Project manager (MS) Solution architect (FH) Analyst, developer (DG) (*)
(*)
Mandatory
__
Decision-maker
Thursday 10 March 2016
22
IT Architecture - problematic
• • • • • • •
Multiple introductions Redundant controls Hard synchronisation Complexity Redundants systems Increase of IT costs …
IT Architecture - Goal for coming years •
Service-Oriented Architecture • Top-down for project in order to put in place some parts of BPM (Business Process Management) for Design and Modeling • Bottom-UP for developpment in order to create reusable functions for new projects
Example: Same services for Web / XFT / BTN
IBM Audit
IBM audit – results & resulting initiatives Results Lack IT governance Lack Business / IT alignment Lack of IT architecture holistic approach Lack of tactical business plans over all BU’s (requirements definition) Stable IT Infrastructure with lacks in DRP environment IS&O Initiatives IT governance project (MS) Active/Active Data-Center on 10 GBIT (JF) IT architecture documentation and principle definition (FH) Global projects Single supplier airline (SITA/Amadeus) LGIT production process flexibilisation on existing system
27
Budget 2013
Airline IT Trends Survey 2012 (SITA) - I 1. IT&T operational spent as percentage of revenues
•
Overall (Survey 2012 SITA airline Business)
2. Priorities in IT investment decisions (Highest)
• • •
Customer Service (56%) Enabling revenue opportunities (50%) Cost of business operation (42%)
3. Change in total IT spent
• •
Spent expected in 2012 Spent expected in 2013
1,65% (1.57%)
22% decrease, 26% stable, 51% increase 21% decrease, 29% stable, 49% increase
29
Airline IT Trends Survey 2012 (SITA) - II
eServices shifting towards mobile and still remaining driver for product innovation
30
Business Unit focus 2012
Completed
In progress
Postponed into 2013
31
Business Unit focus 2013
Bigger discussed projects such as but not limited to eServices, TO operational system replacement and single airline platform are not taken into within this budget
Budget 2013 has to be seen under the aspect of enhancements awaiting further strategic decisions
32
IS&O internal focus
Improve internal role-concept Enhance customer workflows Stabilize Infrastructure
IT governance through controls Infrastructure renewal Upgrade -desktop 33
Group IT overall charges and invest Budget 2013 versus Budget 2012 in K€ IS&O (HW, SW…)
Charges
Invests
Projects
Charges
Invests
BU’s (Others)
Direct Charges
B13
Invests Charges
Invests
IS&O Charges 300 T€ decrease for Utility computing as moved into invest 130 T€ increase for maintenance desktop printers Project Charges Further decrease through lesser and restrictive BU focus on projects Direct Charges 30 T€: AMOS SW maintenance increase 15 T€: Netline SW maintenance increase
34
IS&O Infrastructure – Budget scenarios 2013
Difference from optimal scenario: •Downsizing of new storage •Reducing new VMware servers from 4 to 2 (5 and 5 per side instead of 6 and 6) •Usage of existing storage for TST/ACC •No synchronization for fileserver data •Minimum Training on new infrastructure •No Wifi-Addon’s •Repair Datacentre instead of moving to external •Remove additional Backup capacity license •No central super logging system •….
35
IS&O Infrastructure – Invests 2013
Project Space Odyssey
• Centralized Storage & Unix Server replacement
Project TUSSA
• EoS Network Equipment replacement
10 GB Network
• 10 GB Datacenter Network
VMware Antivirus
Other
• Different Antivirus for whole VMware parc
• Addon’s, Upgrades, New Tools
Total: 1.553.750 €
36
IS&O Infrastructure – Charges 2013
Oracle
• Oracle Hardware & Software Maintenance
Network
• Network Equipment Maintenance
Communication
• P&T Leased Lines for Datacentre
Training
Other
• Different Antivirus for whole VMware parc
• Software, Hardware, Consultance, …
Total: 1.137.407 €
37
Luxair BU’s - overall external project cost
Projects external costs Total B13 : 1258 T€ Total B12 : 1871 T€ -33% B13 vs. B12
Main costs for : o Windows 7 migration o HR e-file o Central contract database o Case II for emergencies (vs. Kenyon response) o Maintenance – Document scanning process
(250 T€) (100 T€) (100 T€) (80 T€) (50 T€) 38
Luxair BU’s – IS&O development capacity allocation Department
Available capacity 2013 (days)
Project-Budget 2013
ProjectBudget 2012
EON
Project
Planned Projects
Availab le
Project s
Airline – MTC
0
5
10
5
5
7
Airline - OPS
95
35
115
69
46
10
Catering
70
20
Airport-Shops Cargo Airline – sales
35
0
0
0
225
75
30 100 0
25 0
215 45 0
181 850
314
10 0 283
355
LGIT
425
150
669
Pax
95
69
160
120
40
165
825
106
415
396
19
630
TOTAL
1770
460
1650
1141 (*)
510
1998
On the roap, we will consider plannable projects -> will permit to have a understanding of what is deliverable Prioritization is given by the BU -> business units will have the possibility to access to a dedicated pool of resources Available resources of 500 mandays for not yet plannable projects -> flexibility for outcomes of strategic reviews
Including an over capacity of 500 days
(*) Only specified and estimated (plannable) projects and studies are considered
39
Luxair BU’s – Project schedule
Project-Schedule 2013 – Central Services
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Finance
Centralisation Route-Master-Data
VAT e-declaration
FAIA
IATA-SIS-Compliance Cargo BW-4-Treasury (study)
VIM-Enhancements
New chart-of-s(study) BTOS-SAP-Interface EB/FM
EDI-4-Fuel-Suppliers
VIM-Upgrade/Flow-redesign(study) OCR for incoming-invoices(study)
Controling/Legal/Comms HR
Purchasing
Intranet-Migration Contract-Database
Review ATOSS SAP-Interface
MM-4-Garage
MM-4-Waste-Mgmt
Thursday 10 March 2016
40
Luxair BU’s – Project schedule
Project-Schedule 2013 – Business-Lines
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Luxair-Services (Pax, Shops, Catering)
AMS-Extensions
BOM for Bakery Terminal B
Luxair CRM-Study
Webshop Improvements AQD-Risk-Management
AQD-Cabin-Reporting
BW-4-Ops
AQD-Upgrade Bag-Tag/-Drop Customer-DB(2012)
CMS-Replacement Study Alternative Online Payments Spanish Microsite
Mobile-Site LG
Portuguese Microsite
Web-Checkin Enhancements
Luxair-Tours XFT (2012)
Direct-Inkasso for direct-sales Insurance Opt-Out AQD-4-Quality
XFT-Phase II CRM-Study
Thursday 10 March 2016
41
Major projects 2013
Major projects BU’s – Single supplier
Problematic of Ancillaries / Disruption / eServices Issues with two providers •
Client eServices
Luxair Web
Luxair data (Customer, product operational) Amadeus
Sita
LUXAIR
Services
•
•
• • • •
Dependency on development path between Amadeus and SITA for ancillary revenue functionalities No integrated functionality (drag & drop with automation of all dependent processes) for disruption handling Luxair data – various data sources add further complexity Additional Messaging Increase of maintenance cost Data integrity issues Time to market for further
Major projects BU’s – Single supplier
Dependencies Client eServices
Luxair Web
LUXAIR
Services
Luxair data (Customer, product operational)
Amadeus
Sita
Mostly all tools/data/functions are dependent on basis choice of core airline system or even part of those systems (e.g. Online Booking engine, Web Check in)
Major projects BU’s – LGIT production flexibilisation Market trends influencing TO production process (technology choices)
•
Multichannel Distribution
• •
•
Online channels (OTA, Review sites, Meta Search, Google) Players alongside the value chain acting as offer integrators (Destination services, Hotels, TA’s)
Change in customer behaviour •
•
•
Decreasing brand loyalty towards TO’s through increased availability of product information, customer maturity and increased price transparency Booking behaviour (short term versus long term) depending on unpredictable (Geo)political circumstances
Market overcapacity •
Aircraft overcapacity and hotel overcapacity lead to yield erosion in mass market
Technology developments and enablers
• • • • •
Internet availability Bed banks Integrator technologies (Peakwork / Traveltainment) New generation java based core TO systems (@comRes, Pacific, Contour, ….) Evolution of mobile devices (smartphones & tablets)
Pressure & risk for traditional TO model
Major projects BU’s – LGIT production flexibilisation Agreed solution path •
Project with following parameters until 2014 • Integration of third party hotel content in existing production system (Blank) • GTA (city trips) • MTS (sun & beach) • Hotelbeds? (sun & beach) • …. • Accelerate production and calculation process • Daily price calculation
!
Stepwise approach with integration of third party content for online channels and other channels thereafter Stepwise approach of daily calculation for online product catalogue and thereafter for other products / catalogues
Project is a major Change Management project for LGIT in of business processes affecting all major departments
Major projects BU’s – CRM
Major projects BU’s – Bagtag /Bagdrop Materna software upgrade (kiosks)
Self bag-tag printing B- scanning Pax « Error » msg printing LGIT look & feel + product (TBC) Simplified APIS data input
New Drop-Off (DOP) software
Scan & push concept Bag-tag printing OVW management S-DCS / AxsControl / Altea(*) compatible
Home bag-tag printing (WWW)
Pax prints own tags at home and fixes to baggage with re-usable tag-holder
Major projects BU’s – Web / XFT Connect LGIT reservation system to French market XFT is a common language between tourism actors in Consit to three main topics -
-
PAC File: Dispo/Prices Content File: Brochure (Images, text, …) Web-Services: - GetQuoted, CreateBooking, RetrieveBooking, CancelBooking, …
In Luxair, we use the architecture that we build for the new web site
Tour operators LGIT, CrystalTO – Italowcost, Donatello, Fram, Kuoni, Lagrange, Marmara, Nouvelles Frontières, Pierre & Vacances, Thomas Cook, …
Aggregators
Speedmedia, Traveltainment
Agencies Agencies, AS Voyages, Leclerc, Carrefour, Ecotour, Prêt a Partir
Major projects BU’s – Mobile site
-
old fashion design
-
not many functions
-
development and hosting outsourced
Now
-
nice and modern design
-
new function for Booking and for myLuxair
-
new content
-
development and hosting inside Luxar
Future
Major projects BU’s – HR document management
HR e-files into SAP DMS (Document Management system) • All documents regarding Luxair employee‘s • Workflow in order to improve HR document processing • First step before a Sharepoint solution
Projects IT Infrastructure – Actual Infrastructure
52
IT Infrastructure – Major findings/recommandations
Issue: Non Redundancy of Airport Campus Backbone Recommandation: Set-up an alternative solution to rebuild a resilient (Public) network between various Luxair's location Action: Setup alternative network via P&T - DONE Issue: No redundant connection to Sita Network Recommandation: Set-up an alternate point of connection Action: Setup alternative network via P&T – Previewed 2013 Issue: Disaster Recovery Site below minimal standard / not secure Recommandation: Consider alternate location outside of Airport Campus Action: Minimal repair DR Datacentre / Business Case for alternative site – Previewed 2013 Issue: No DR for Wintel Applications Recommandation: Prepare a second datacentre for failover of production UX and Wintel Action: Part of new infrastructure – Previewed 2013 Issue: Too many storage types/vendors Recommandation: Create storage strategy to prevent storage sprawl, focus on block i/o optimized solutions Action: Part of new infrastructure – Previewed 2013
53
Projects IT Infrastructure – New Infrastructure
54
Projects IT Infrastructure – New Infrastructure benefits
+
New Infrastructure
• All Data (except fileserver) synchronized in 2 data center's • No-holds-barred Disaster Recover (Unix & Windows) • Major operational simplification (system management & maintenance, disaster recovery, …) • Uniform, flexible and expandable storage environment • Server consolidation for databases • Datacenter communication with SLA (via P&T) • 10 GB data center network
!
Supplier change
• Move from Oracle hardware to IBM equipment for databases
55
Projects IT Service – Mail Objective • Improve quality of collaboration services (e-mail, calendar, tasks) • Possible integration with future collaborationfeatures (telephony-link, messenger-services) • Solution to be up-to-date concerning marketstandards (now and in future)
Thursday 10 March 2016
Slideshow Title
56
Projects IT Service – Mail Solution • Migration to MS-Exchange mail-server -> Native for MS-Outlook-client -> Market leader -> Clear product-roap in place •
Hosting of e-mail-service by Champ
Thursday 10 March 2016
Slideshow Title
57
Projects IT Service – Mail Scope • Implementation infrastructure and connectivity at Champ • Migration of central and local mail-items, s and calendar-items(excluding recurring events, filters,…) • Migration Thunderbird-s to MS-Outlook 2007 • Migration webmail-s to new webmail-solution • Integration with smartphones • Integration with external systems (Antivirus, Antispam, mail-2-sms, mail-2-file, Siemens center) • Automatic mailbox creation
Thursday 10 March 2016
Slideshow Title
58
Projects IT Service – Mail Plannings Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Preparation Project-Setup & Planning
Prototype Lab -Infrastructure -Automatic mailbox-creation -Test-migration
Pilot
-Migration of Pilot-s
Rollout -Rollout to all s
Integration
-Mail-2-SMS/-File -Siemens
today
Apr
Projects IT Service – Windows migration
• •
Windows-XP- expires 08.04.2014!!! IS&O in touch with suppliers to prepare study for - evaluation Windows 7 vs. Windows 8 & MS-Office - compatibility/certification of Luxair hardware/software - migration of MS-Office-files, makros etc. - project-definition and planning - validation training-approach (as much as possible CBT)
•
Migration itself to commence 2 nd quarter 2013
Thursday 10 March 2016
Slideshow Title
60
Appendix
Planning Pilot Define type & pilot s Kick Off communication Preparation +Training Pilot
07/12/2012
Pilot s migration
17/01/2013
Preparation + Training Pilot 2
17/01/2013
Pilot s 2 migration
24/01/2013 31/01/2013
Lessons learned 03/10/16
62
Planning Rollout Signoff s migration 31/01/2013 during next Steering Committee s migration 1 st phase
03/10/16
04/02/2013
63
We are waiting for your on:
•Communication(length, contain, pertinence, …) •Intranet New Outlook Help page •Training material / E-Learning (contain, method,…) •New Email Platform Service in general Be collaborative, be
constructive 03/10/16
64
Actual situation
General environment – economic outlook
3
General environment – Trends Luxairgroup
4
IS&O Organisation
IS&O – Organization
6
IT Infrastructure – Organization
7
IT Infrastructure – Infrastructure Roles • Single point of • Transversal responsibilities • Responsibilities restricted to Infrastructure Team 1st Level
• Check that tickets are treated. • Do additional inquiries if necessary
System Security
• Check that defined security aspects are applied
Datacenter Documentation System Monitoring Data Security Data Exchange Capacity Planning Release Mgt
• the status of the datacenter's • Plan new installations • Check if Wiki is “up to date” • Check that the necessary monitoring is done on all systems • Make sure that all system data is secured • Exchange of data between systems / suppliers / customers • Check the available capacity • Create the necessary reporting to see the evaluation • Assure systems firmware/software on the latest level 8
DBA split development / Infrastructure
Catherine • • • • • • •
First POC (Point of ) for all db related issues, if calls require assistance, Systems DBA is ed to work on problems together. Streams checking and istration for application flow Deploying applications for Development team into Production Troubleshooting development issues Monitoring Application locks Apex/BI-Publisher/Oracle Application server istration and installation Database creation for in-house applications
&
Simon • Daily checks on the databases for backup, overnight ORA-600s, db health checks • Migration and upgrade projects (both) • Overall database performance • Invalid Objects • Security Roles • SQL Tuning • SQL Server + MySQL istration and installation • First for external application suppliers for maintenance and troubleshooting (e.g Netline/WebHotel) • Perform HA configration including start/stop scripts • Define and implement OS standards for Oracle databases
9
IT development organization
For SAP, RL is the supervisor of the team. He takes the total responsibilities for the management of the SAP team. Nils Taube and Franck Bargmann left the SAP team. Hiring process ongoing to staff the open position for a SAP Application developer. One open position for a SAP System .
Thursday 10 March 2016
IT development - Custom development team structure - 1 team Custom development but 3 groups or task force - Dedicated portfolio for each group - A real sharing of knowledge into the group - A dedicated ressource to manage the - A leader in each area
NB (jo Sup b po rt ro ta tio n)
Kn o
wl ed
ge
sh
Web Other techno
JT
FF CK
Thursday 10 March 2016
ar ing sh
ge
LS
(jo Sup b po rt ro ta t io n)
Airport General services
wl ed
LGIT Airline
ar ing
AD
(jo Sup b po rt ro ta t io n)
HD
Kn o
Kn
ow l ed
ge
sh
ar ing
MW
AR
- Clément Koenig ed us as a Web Developer position
IT development - Custom development team structure •
A team leader function is created (MW, NB, HD). He : - is a productive resource (analyst, developer) - is the first point of for the topics that concern the team (planning, organization, management meeting, budget, project’s needs and design phase when project involves many developers) - insures the coherence and motivation of the team. He is animating the group. - insures a correct repartition of the work - is not the manager of the team. Means HR and istrative topics are managed by DG. - is not the decision-maker into the group - is not the brain of the group for project, design or technical topics
Thursday 10 March 2016
12
IT development - Transversal responsibilities
•
•
& EON manager – HD •
is building the methodology and tools & templates to be able to share knowledge and
•
is building the “How to … for documentation”
•
is following the quality and good execution of
•
is launching preventive and proactive actions to achieve the objectives in of resources
He is not working alone, but it’s a collaborative work that he will build.
Thursday 10 March 2016
13
IT development - Transversal responsibilities
•
•
Infrastructure and operations responsibility – •
is the first point of for non-DMZ infrastructure topics
•
is involved in all project to collect everything regarding infrastructure. She will insure that hardware will fit to software.
•
is part of discussion for future infrastructure.
•
is collecting operational issues linked to infrastructure and launching actions to solve and prevent.
She is not working alone, but it’s a collaborative work that she will build.
Thursday 10 March 2016
IT development - Transversal responsibilities
•
•
Technology evolution and development procedures - AD •
is thinking and managing our development guidelines
•
is proposing a strategy regarding development tool
•
is building shared development for IT purpose
He is not working alone, but it’s a collaborative work that he will build.
Thursday 10 March 2016
15
IT Service delivery – Organization
Staff: Service-Delivery • •
•
Pierre Lamarche ed the project-managementteam on 01.01.13 (replacement of Andy Staff) Luc Wagner/Marc Reiffers left the helpdesk-team -> currently taken over by externals (Stiv Trifunovic; Giacomo Fanizza) -> hiring process ongoing in order to staff the open positions Open positions in e-Office-team (CDI) in order to have right teamsize to manage the windows-migration -> hiring process ongoing
Thursday 10 March 2016
Slideshow Title
16
IT Service delivery – Project management
Organisational development: ProjectManagement • • • •
Share PM-Framework and PM-experience with Business-Units Ensure projects are getting managed according to PM-Framework Review KPIs for controling of projects Re-activate project-status-reporting within IS&O and towards business-units
Thursday 10 March 2016
Slideshow Title
17
IT Service delivery – Helpdesk
Organisational development: Helpdesk • • • •
Migrate & adopt Remedy to IS&O- & -needs Ensure Remedy is « single-source-of-truth » for incidents Review escalation-procedures Review KPIs & Reporting within IS&O and towards business-units
Thursday 10 March 2016
Slideshow Title
18
IT Service delivery – eOffice
Organisational development: e-Office •
•
Subject-matter-experts successfully established for SCCM, Windows-updates, identity-mgmt, inventory, -mail/mobility, antivirus, encryption Further development of expertise as per e-Office projects (SCCM-upgrade, migration antivirus/encryption, mobility-device-mgmt, software-inventory)
Thursday 10 March 2016
Slideshow Title
19
Project management – Interdepartmental function •
PHASE I – Project definition – NEEDS
Developer will be involved into this phase. PM must determine when (in which meeting / workshop) it’s important to include developer. The goal is to have the global view, to be able to propose ideas. But not to assist to all meetings. If important decision is taken without development, the PM must communicate. BU
(*)
Project manager (MS) (*)
Solution architect (FH) (*) Analyst, developer (DG)
(*)
Mandatory
__
Decision-maker
Delivrables
Thursday 10 March 2016
Functional specification document (PM)
20
Project management – Interdepartmental function •
PHASE II – Project realization – ANALYSIS & DESIGN
FH and developer will work together into this phase. The signification of work together must be agreed before ! (each one is doing and sharing afterwards or thinking about the solution at the same location). FH is the decision-maker but he will explain his decision if it’s not shared. Developer will really participate to the thinking phase. BU
Project manager (MS) Solution architect (FH) (*) Analyst, developer (DG) (*)
(*)
Mandatory
__
Decision-maker
Delivrables
Thursday 10 March 2016
Technical specification document done by the developer
Project management – Interdepartmental function •
PHASE III – Project realization – DEVELOPMENT
BU
Project manager (MS) Solution architect (FH) Analyst, developer (DG) (*)
(*)
Mandatory
__
Decision-maker
Thursday 10 March 2016
22
IT Architecture - problematic
• • • • • • •
Multiple introductions Redundant controls Hard synchronisation Complexity Redundants systems Increase of IT costs …
IT Architecture - Goal for coming years •
Service-Oriented Architecture • Top-down for project in order to put in place some parts of BPM (Business Process Management) for Design and Modeling • Bottom-UP for developpment in order to create reusable functions for new projects
Example: Same services for Web / XFT / BTN
IBM Audit
IBM audit – results & resulting initiatives Results Lack IT governance Lack Business / IT alignment Lack of IT architecture holistic approach Lack of tactical business plans over all BU’s (requirements definition) Stable IT Infrastructure with lacks in DRP environment IS&O Initiatives IT governance project (MS) Active/Active Data-Center on 10 GBIT (JF) IT architecture documentation and principle definition (FH) Global projects Single supplier airline (SITA/Amadeus) LGIT production process flexibilisation on existing system
27
Budget 2013
Airline IT Trends Survey 2012 (SITA) - I 1. IT&T operational spent as percentage of revenues
•
Overall (Survey 2012 SITA airline Business)
2. Priorities in IT investment decisions (Highest)
• • •
Customer Service (56%) Enabling revenue opportunities (50%) Cost of business operation (42%)
3. Change in total IT spent
• •
Spent expected in 2012 Spent expected in 2013
1,65% (1.57%)
22% decrease, 26% stable, 51% increase 21% decrease, 29% stable, 49% increase
29
Airline IT Trends Survey 2012 (SITA) - II
eServices shifting towards mobile and still remaining driver for product innovation
30
Business Unit focus 2012
Completed
In progress
Postponed into 2013
31
Business Unit focus 2013
Bigger discussed projects such as but not limited to eServices, TO operational system replacement and single airline platform are not taken into within this budget
Budget 2013 has to be seen under the aspect of enhancements awaiting further strategic decisions
32
IS&O internal focus
Improve internal role-concept Enhance customer workflows Stabilize Infrastructure
IT governance through controls Infrastructure renewal Upgrade -desktop 33
Group IT overall charges and invest Budget 2013 versus Budget 2012 in K€ IS&O (HW, SW…)
Charges
Invests
Projects
Charges
Invests
BU’s (Others)
Direct Charges
B13
Invests Charges
Invests
IS&O Charges 300 T€ decrease for Utility computing as moved into invest 130 T€ increase for maintenance desktop printers Project Charges Further decrease through lesser and restrictive BU focus on projects Direct Charges 30 T€: AMOS SW maintenance increase 15 T€: Netline SW maintenance increase
34
IS&O Infrastructure – Budget scenarios 2013
Difference from optimal scenario: •Downsizing of new storage •Reducing new VMware servers from 4 to 2 (5 and 5 per side instead of 6 and 6) •Usage of existing storage for TST/ACC •No synchronization for fileserver data •Minimum Training on new infrastructure •No Wifi-Addon’s •Repair Datacentre instead of moving to external •Remove additional Backup capacity license •No central super logging system •….
35
IS&O Infrastructure – Invests 2013
Project Space Odyssey
• Centralized Storage & Unix Server replacement
Project TUSSA
• EoS Network Equipment replacement
10 GB Network
• 10 GB Datacenter Network
VMware Antivirus
Other
• Different Antivirus for whole VMware parc
• Addon’s, Upgrades, New Tools
Total: 1.553.750 €
36
IS&O Infrastructure – Charges 2013
Oracle
• Oracle Hardware & Software Maintenance
Network
• Network Equipment Maintenance
Communication
• P&T Leased Lines for Datacentre
Training
Other
• Different Antivirus for whole VMware parc
• Software, Hardware, Consultance, …
Total: 1.137.407 €
37
Luxair BU’s - overall external project cost
Projects external costs Total B13 : 1258 T€ Total B12 : 1871 T€ -33% B13 vs. B12
Main costs for : o Windows 7 migration o HR e-file o Central contract database o Case II for emergencies (vs. Kenyon response) o Maintenance – Document scanning process
(250 T€) (100 T€) (100 T€) (80 T€) (50 T€) 38
Luxair BU’s – IS&O development capacity allocation Department
Available capacity 2013 (days)
Project-Budget 2013
ProjectBudget 2012
EON
Project
Planned Projects
Availab le
Project s
Airline – MTC
0
5
10
5
5
7
Airline - OPS
95
35
115
69
46
10
Catering
70
20
Airport-Shops Cargo Airline – sales
35
0
0
0
225
75
30 100 0
25 0
215 45 0
181 850
314
10 0 283
355
LGIT
425
150
669
Pax
95
69
160
120
40
165
825
106
415
396
19
630
TOTAL
1770
460
1650
1141 (*)
510
1998
On the roap, we will consider plannable projects -> will permit to have a understanding of what is deliverable Prioritization is given by the BU -> business units will have the possibility to access to a dedicated pool of resources Available resources of 500 mandays for not yet plannable projects -> flexibility for outcomes of strategic reviews
Including an over capacity of 500 days
(*) Only specified and estimated (plannable) projects and studies are considered
39
Luxair BU’s – Project schedule
Project-Schedule 2013 – Central Services
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Finance
Centralisation Route-Master-Data
VAT e-declaration
FAIA
IATA-SIS-Compliance Cargo BW-4-Treasury (study)
VIM-Enhancements
New chart-of-s(study) BTOS-SAP-Interface EB/FM
EDI-4-Fuel-Suppliers
VIM-Upgrade/Flow-redesign(study) OCR for incoming-invoices(study)
Controling/Legal/Comms HR
Purchasing
Intranet-Migration Contract-Database
Review ATOSS SAP-Interface
MM-4-Garage
MM-4-Waste-Mgmt
Thursday 10 March 2016
40
Luxair BU’s – Project schedule
Project-Schedule 2013 – Business-Lines
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Luxair-Services (Pax, Shops, Catering)
AMS-Extensions
BOM for Bakery Terminal B
Luxair CRM-Study
Webshop Improvements AQD-Risk-Management
AQD-Cabin-Reporting
BW-4-Ops
AQD-Upgrade Bag-Tag/-Drop Customer-DB(2012)
CMS-Replacement Study Alternative Online Payments Spanish Microsite
Mobile-Site LG
Portuguese Microsite
Web-Checkin Enhancements
Luxair-Tours XFT (2012)
Direct-Inkasso for direct-sales Insurance Opt-Out AQD-4-Quality
XFT-Phase II CRM-Study
Thursday 10 March 2016
41
Major projects 2013
Major projects BU’s – Single supplier
Problematic of Ancillaries / Disruption / eServices Issues with two providers •
Client eServices
Luxair Web
Luxair data (Customer, product operational) Amadeus
Sita
LUXAIR
Services
•
•
• • • •
Dependency on development path between Amadeus and SITA for ancillary revenue functionalities No integrated functionality (drag & drop with automation of all dependent processes) for disruption handling Luxair data – various data sources add further complexity Additional Messaging Increase of maintenance cost Data integrity issues Time to market for further
Major projects BU’s – Single supplier
Dependencies Client eServices
Luxair Web
LUXAIR
Services
Luxair data (Customer, product operational)
Amadeus
Sita
Mostly all tools/data/functions are dependent on basis choice of core airline system or even part of those systems (e.g. Online Booking engine, Web Check in)
Major projects BU’s – LGIT production flexibilisation Market trends influencing TO production process (technology choices)
•
Multichannel Distribution
• •
•
Online channels (OTA, Review sites, Meta Search, Google) Players alongside the value chain acting as offer integrators (Destination services, Hotels, TA’s)
Change in customer behaviour •
•
•
Decreasing brand loyalty towards TO’s through increased availability of product information, customer maturity and increased price transparency Booking behaviour (short term versus long term) depending on unpredictable (Geo)political circumstances
Market overcapacity •
Aircraft overcapacity and hotel overcapacity lead to yield erosion in mass market
Technology developments and enablers
• • • • •
Internet availability Bed banks Integrator technologies (Peakwork / Traveltainment) New generation java based core TO systems (@comRes, Pacific, Contour, ….) Evolution of mobile devices (smartphones & tablets)
Pressure & risk for traditional TO model
Major projects BU’s – LGIT production flexibilisation Agreed solution path •
Project with following parameters until 2014 • Integration of third party hotel content in existing production system (Blank) • GTA (city trips) • MTS (sun & beach) • Hotelbeds? (sun & beach) • …. • Accelerate production and calculation process • Daily price calculation
!
Stepwise approach with integration of third party content for online channels and other channels thereafter Stepwise approach of daily calculation for online product catalogue and thereafter for other products / catalogues
Project is a major Change Management project for LGIT in of business processes affecting all major departments
Major projects BU’s – CRM
Major projects BU’s – Bagtag /Bagdrop Materna software upgrade (kiosks)
Self bag-tag printing B- scanning Pax « Error » msg printing LGIT look & feel + product (TBC) Simplified APIS data input
New Drop-Off (DOP) software
Scan & push concept Bag-tag printing OVW management S-DCS / AxsControl / Altea(*) compatible
Home bag-tag printing (WWW)
Pax prints own tags at home and fixes to baggage with re-usable tag-holder
Major projects BU’s – Web / XFT Connect LGIT reservation system to French market XFT is a common language between tourism actors in Consit to three main topics -
-
PAC File: Dispo/Prices Content File: Brochure (Images, text, …) Web-Services: - GetQuoted, CreateBooking, RetrieveBooking, CancelBooking, …
In Luxair, we use the architecture that we build for the new web site
Tour operators LGIT, CrystalTO – Italowcost, Donatello, Fram, Kuoni, Lagrange, Marmara, Nouvelles Frontières, Pierre & Vacances, Thomas Cook, …
Aggregators
Speedmedia, Traveltainment
Agencies Agencies, AS Voyages, Leclerc, Carrefour, Ecotour, Prêt a Partir
Major projects BU’s – Mobile site
-
old fashion design
-
not many functions
-
development and hosting outsourced
Now
-
nice and modern design
-
new function for Booking and for myLuxair
-
new content
-
development and hosting inside Luxar
Future
Major projects BU’s – HR document management
HR e-files into SAP DMS (Document Management system) • All documents regarding Luxair employee‘s • Workflow in order to improve HR document processing • First step before a Sharepoint solution
Projects IT Infrastructure – Actual Infrastructure
52
IT Infrastructure – Major findings/recommandations
Issue: Non Redundancy of Airport Campus Backbone Recommandation: Set-up an alternative solution to rebuild a resilient (Public) network between various Luxair's location Action: Setup alternative network via P&T - DONE Issue: No redundant connection to Sita Network Recommandation: Set-up an alternate point of connection Action: Setup alternative network via P&T – Previewed 2013 Issue: Disaster Recovery Site below minimal standard / not secure Recommandation: Consider alternate location outside of Airport Campus Action: Minimal repair DR Datacentre / Business Case for alternative site – Previewed 2013 Issue: No DR for Wintel Applications Recommandation: Prepare a second datacentre for failover of production UX and Wintel Action: Part of new infrastructure – Previewed 2013 Issue: Too many storage types/vendors Recommandation: Create storage strategy to prevent storage sprawl, focus on block i/o optimized solutions Action: Part of new infrastructure – Previewed 2013
53
Projects IT Infrastructure – New Infrastructure
54
Projects IT Infrastructure – New Infrastructure benefits
+
New Infrastructure
• All Data (except fileserver) synchronized in 2 data center's • No-holds-barred Disaster Recover (Unix & Windows) • Major operational simplification (system management & maintenance, disaster recovery, …) • Uniform, flexible and expandable storage environment • Server consolidation for databases • Datacenter communication with SLA (via P&T) • 10 GB data center network
!
Supplier change
• Move from Oracle hardware to IBM equipment for databases
55
Projects IT Service – Mail Objective • Improve quality of collaboration services (e-mail, calendar, tasks) • Possible integration with future collaborationfeatures (telephony-link, messenger-services) • Solution to be up-to-date concerning marketstandards (now and in future)
Thursday 10 March 2016
Slideshow Title
56
Projects IT Service – Mail Solution • Migration to MS-Exchange mail-server -> Native for MS-Outlook-client -> Market leader -> Clear product-roap in place •
Hosting of e-mail-service by Champ
Thursday 10 March 2016
Slideshow Title
57
Projects IT Service – Mail Scope • Implementation infrastructure and connectivity at Champ • Migration of central and local mail-items, s and calendar-items(excluding recurring events, filters,…) • Migration Thunderbird-s to MS-Outlook 2007 • Migration webmail-s to new webmail-solution • Integration with smartphones • Integration with external systems (Antivirus, Antispam, mail-2-sms, mail-2-file, Siemens center) • Automatic mailbox creation
Thursday 10 March 2016
Slideshow Title
58
Projects IT Service – Mail Plannings Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Preparation Project-Setup & Planning
Prototype Lab -Infrastructure -Automatic mailbox-creation -Test-migration
Pilot
-Migration of Pilot-s
Rollout -Rollout to all s
Integration
-Mail-2-SMS/-File -Siemens
today
Apr
Projects IT Service – Windows migration
• •
Windows-XP- expires 08.04.2014!!! IS&O in touch with suppliers to prepare study for - evaluation Windows 7 vs. Windows 8 & MS-Office - compatibility/certification of Luxair hardware/software - migration of MS-Office-files, makros etc. - project-definition and planning - validation training-approach (as much as possible CBT)
•
Migration itself to commence 2 nd quarter 2013
Thursday 10 March 2016
Slideshow Title
60
Appendix
Planning Pilot Define type & pilot s Kick Off communication Preparation +Training Pilot
07/12/2012
Pilot s migration
17/01/2013
Preparation + Training Pilot 2
17/01/2013
Pilot s 2 migration
24/01/2013 31/01/2013
Lessons learned 03/10/16
62
Planning Rollout Signoff s migration 31/01/2013 during next Steering Committee s migration 1 st phase
03/10/16
04/02/2013
63
We are waiting for your on:
•Communication(length, contain, pertinence, …) •Intranet New Outlook Help page •Training material / E-Learning (contain, method,…) •New Email Platform Service in general Be collaborative, be
constructive 03/10/16
64
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