Presented by

Sidra Batool Qureshi & Zunaira Arooj

How Cisco IT Implemented Organizational Change and Advanced Services for Operational Success

Scope of presentation
Company history Mission & Vision

Products & Services

Companys way of working Purpose of the change Change Management Cisco lifecycle methodology (Implementation) Testing the Lifecycle Methodology Within Cisco

IT NDCS Outcomes & Effects of Change Evaluation Conclusion

Mission and vision

Ciscos mission is to enable people

to make powerful connectionswhether in business, education, humanity, or creativity.

Products and Services

Application Networking Services
Cloud and Systems Management Switches & Switching Services Interfaces and Modules

Networking Software
Optical Networking Storage Networking Routers

Wireless
Video Services

Companys way of working

Cisco IT used a traditional silo-based

organizational structure, with staff members doing both implementation and operational work, to complete deployment of operational projects.

Silo Based Organization Structure

A traditional IT organizational structure, thats makes little distinction between process (task descriptions) and performance (task execution). Traditional IT structure is silo based, with technical expertise concentrated into self-contained organizational units.

NDCS Pre- existing Traditional Model

http://www.cisco.com

Purpose of the change

Reduced costs Optimization of services and resources Improved productivity Cisco IT Network

and Data Center Services (NDCS) Management of Service Support Improving Staff Expertise Minimized and managed Business risk

Change Management
a. Initiating Change:
NAIS interviewed business and IT leaders and senior

engineers, gathered technical process, tools and organizational documents. After an assessment of the current state, NAIS outlined a detailed remediation plan to achieve business goals, and prepared an achievable vision and roadmap.

b. Implementing Change; restructuring of organization into a new model

In Ciscos second quarter of fiscal year

2008 (CY08 fourth quarter), Manville, the Vise President of Cisco, restructured NDCS to its own lifecycle business model, typically used by Cisco Services for customer network implementation

Cisco lifecycle methodology ( Implementation)

The Cisco lifecycle methodology is comprised of six phases

Prepare Plan Design Implement Operate Optimize

Prepare phase
The organization determines a business case

and financial support for the adoption of new technology Developed a technology strategy and a highlevel architecture to meet those needs, and business is better equipped to contain costs during operations

Plan phase
The IT department develops a detailed

project plan to identify resources, potential difficulties, individual responsibilities, and the critical tasks necessary to deliver the final project on time and on budget.

Design phase
Organization develops a detailed design

to reducing risk, delays, and the total cost of network operations IT can improve network performance while supporting high availability, reliability and security

Implementation phase
The organization works to integrate

devices and new capabilities in accordance with the design

After identifying and resolving potential

problems, the organization attempts to speed return on investment with an efficient migration and successful implementation, including installing, configuring, integrating, and testing

Operate phase
In this phase IT department proactively

monitors the health and vital signs of the network to improve service quality, reduce disturbances , mitigate outages, and maintain high availability, reliability, and security

Optimize phase
Optimization is the continuous process

of planning, designing, and implementing incremental improvements to existing processes

As the organization looks to optimize its

network and prepares to adapt to changing needs, the lifecycle continually developing the network and improving results

Testing the Lifecycle Methodology Within Cisco IT NDCS

NDCS NEW LIFECYCLE MODEL

http://www.cisco.com

OUTCOMES &EFFECTS OF CHANGE

MANAGAGING SERVICE SUPPORT
The new organizational structure enables Cisco

NDCS to proactively look for additional ways to improve efficiency in managing service support. For this: a) Train new staff members to handle incidents more quickly, which in turn reduces the impact of time. b)Tools are being created to identify problems before they cause client impact.

TRACKING SERVICE LEVEL AGREEMENTS (SLAs)

The restructure has enabled NDCS

to track service-level agreements (SLAs) for client support, and educate them on Ciscos processes.

AFFECTING CHANGE WITH METRCS

Global Traffic Overview (GTO) Dashboard Fleet Dashboard Operations Metrics Dashboard Service Metrics Dashboard Data Center Metrics Dashboard

EVALUATON
INCREASED CUSTOMER SATISFACTION
The customer satisfaction improved due to improvement in
case

handling, and maintaining SLA levels of 90 percent:

http://www.cisco.com

EVALUATON (Cont..)
Overall this change increases awareness,

communication, and improves overall customer satisfaction The creation of focus areas within the team has enabled sub-teams to tackle specific service areas that require attention The team developed a strategy around proactive operations, executed with matching team processes

CONCLUSION
The new organizational structure provides the

opportunity to focus on the core operational work Cisco lifecycle methodology offers framework which make operations more efficient and responsive. The operational work shows dramatic improvement in customer satisfaction level and enabled Cisco to respond quickly to rapidly changing business demands.