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Target Operating Model Element

Transcript: TOM 2 Review current operating model and develop current state process maps TOM 5 Test impact of opportunities and calculate expected costs and benefits TOM 4 Conduct targeted deep-dive assessments of hypotheses TOM 14 Develop operating model in detail TOM 16 Collaboration and validation activities TOM 13 Identify business champions for specific processes or areas of the TO TOM 12 Select target operating model to take forward for further development TOM 11 Check strategic alignment of the target operating model options TOM 10 Understand regulatory landscape and assess how this impacts the TOM Target Operating Model Element TOM 6 Agree opportunities for inclusion in the development of the TOM TOM 8 Develop high level Operating Model options TOM 9 Develop Impact analysis and benefits case and agree options to take forward TOM 1 Review client vision and strategy TOM 7 Develop TOM design principles TOM 17 Finalize the operating model and gain client sign-off TOM 3 Review and validate current state process maps TOM 15 Work with the client to understand interdependancies within the TOM

Operating Model

Transcript: Operating Model Digital Department John Lindros Current Model Work Originators Submit work requests Receive work requests UX Team Write and Design Pages Deployment Enter Pages to Invision Development Team Receive designs in Invision Write code to develop pages Approve designs or send back Enter pages to CMS for review Approve and deploy or send back to be fixed UAT/QA/Legal Review Lines of Business Legal Marketing Digital Leaders Self Evaluation Robohead TFS Email Writers Designers Decide to take on project or not Issues to Address Issues to Address People People A lot of new project managers with less experience Need a process to manage intake and prioritize requests Team engagement for scheduling and allocation Some PM's have different focuses if they came from different departments (ex: marketing) Some PM's more organized than others Project Managers Project Managers Abrupt hand-off of work; lack of communication throughout process Have different views about designers role in development; designers would like to be able to make minor changes Designer - Developer Relationship Designer - Developer Relationship Process Process Agile Agile Helps with collaboration Makes it more clear to everyone working on the project where it is at in other stages Allocates time frame and work clearly Gets developers working while still finalizing on requirements Helpful to work with new teams who have been working with agile for longer and are better at it (ex: TIAA payments team) Positives Positives Still figuring out and getting used to it Difficult to work on multiple projects at once Not fully implemented Aspects of waterfall still present in agile Some scrums not detailed enough For bigger projects doesn't allow for longer period at beginning to get base product (ex: STAO) Stand ups going overtime - too much dialogue Negatives Negatives Consolidation Consolidation Being in same space makes collaboration and communication easier Environment more suitable for collaboration (open space) Better resource allocation Shift of focus to future improvements allows for more innovation and creativity without specific direction Benefits Benefits Underdeveloped department; although it is a consolidated department, there is still a sense of past teams Designers and developers not on the same page in some cases Some still have the mindset of previous departments Thoughtful setup but lack of process Needs Work Needs Work When bugs occur PM's have to decide if a developer stops what they are doing to fix the bug or if they wait until they are done Can developers who didn't work on that project be drafted to fix the bug? Back end developers were drafted to front end which created a lot of bugs; lack of peer review and evaluation before being sent to QA Prioritization Prioritization Tools Tools Old and outdated CMS Not used like CMS; no tool to make changes Developers in favor of this but not designers because they can't make changes Doesn't allow bundled releases More regulation but less efficient CMS CMS Lack of formal intake form Currently free for all for request submissions; use Robohead, TFS, email, ect. Formal intake form needed to recieve requests, prioritize them, and organize them. Intake Form Intake Form Recommendations Entrance and Exit Criteria

TCI-MF Target Operating Model

Transcript: Axpo TCI-MF Operating Target Model https://sloanreview.mit.edu/article/avoiding-the-alignment-trap-in-it/ Avoiding the Alignment Trap in IT Alignment Trap Roadmap Actions Current IT not as a cost centre Bridging the gap Expected short term Secure current workload Agree on a fixed date to hand over systems supported by the team. Suggested - by end of March 2020, systems responsibility is passed on. Define what applications and systems are there Scope What? What is the required team to support the systems in scope. Do we have teams in TIM that are able to support it or do we need more eager people to assist in that Target team Who? Documentation Responsibility Admin rights Code base Escalation Handover How? mid term Product Development 3-12 months 4-6 people cloud native lean, lightweight Full Stack developers Data engineer Business Analyst UX Designer/Specialist Agile Coaching Team Layout Who? Cloud native is the way to create scalable and lightweight products that are right for a constantly changing market. Additionally we can mature the product by offering it to other companies for their professional use lightweight market data system energy derivatives B2B, B2C market ... Product as a service What? We look for a space that will spark creativity, shield from interruptions and help us work together on one goal Collaboration space Where? long term Community Building "be open to others helping you" Open Source Collaboration with Shell, Gazprom, ... Meetups Building ecosystem Crowd sourcing As External entity sTICK.in3 Use cases sTICK.in3 Indicators Live feed Intraday valuation Data bank Back-testing Commodity trading historical and live data provider as a service From TickAPI For example, if a user makes one request for 3 years of data on 20 equities (3*20*12=720 Symbol Months), they will pay $2.33 * 600 Symbol Months + $2.00 * 120 Symbol Months = $1,638 plus a single $.03 request fee = $1,638.03 (plus applicable sales tax). https://www.tickdata.com/data-delivery-overview/tickapi/ Pricing model Pricing Functional model Functional model By modularization we create scalability History of trades and orders captured from Trayport and EPEX for power and gas. Major use for all power forward curves Big importance for Risk valuations Big importance for intraday delta valuations Axpo's inventory Inventory

Operating Model

Transcript: 29/03/2019 Hady S Operating Model Strategy Strategy V2MoM Transition Strategy Culture Dedicated; Integrity; Celebrates success; Proud; Experienced; Committed; Caring; Accessible Culture Metrics Key Metrics Service Management Service Strategy Service Design Service Transition Service Operations CSI Supporting Functions Tools Tools Service Management Service Strategy Service Design Service Transition Service Operations CSI Supporting Functions The Team Leadership Team Service Ownership Management Operations Transition Design CSI Supporting Functions Strategy Errol Natasa Joost Cel Phil TBA Natasa Leadership Team Service Management Service Leads Contributors Champions Process Owners Service Strategy Service Leads Angela Landon Barrie Taylor Giuseppe Baretto Hady Salameh James Tuddenham Jeremey Smith Jorge Martinez Lopez KP Vinay Lisa Gimlin Sateesh Gutta Simon Flannigan Simon Jarvis Steve Angell Stuart Dawson Terry Stevens Contributors Alan Colley Stuart Dawson Michael Chomicz Tony Gibson Champions Buu Lieu Jorge Martinez Lopez Matthew Thurston POOJA HEGDE Richard Payne Terry Stevens Process Owners Errol Payne Jorge Martinez Lopez Terry Stevens Service Design Service Leads Anand Venkataraman Barrie Taylor Brent Backler Celandine Northey Errol Payne Hady Salameh Lisa Gimlin Marcin Gorowski Phillip Smith Sateesh Gutta Simon Jarvis Steve Angell x1 Contributors x8 Champions Abhishek Dave Amit Mehra Anna Afek Cyprien Simons Jasjeet Singh Jorge Kikiras POOJA HEGDE Robin Verma x3 Process Owners Celandine Northey Natasa Vuckovich Nitasha Tuteja Shantha Adhiyappa Terry Stevens x1 Service Transition Service Leads Anand Venkataraman Barrie Taylor bob beattie Buu Lieu Dominic Russell John Mearns Keith Silvester Lisa Gimlin Luke Peebles Natasa Vuckovich Paul Drabble Sateesh Gutta Simon Jarvis Steve Angell Tim Hinton Contributors Wlod Jedrzejewski x2 Champions Abhishek Dave Anand Chandran Andrzej Jaworski Joana Pereira Leonardo Mattos Matthew Thurston Robin Verma x2 Process Owners Andrzej Jaworski John Mearns Steve Angell Tim Hinton x1 Service Operations Service Leads Anand Venkataraman Bridget Luckinbill Buu Lieu Celandine Northey Jasjeet Singh John Mearns Ken Cheung Lisa Gimlin Marcin Gorowski Marta Filipek Matthew Kaufman Steve Angell Contributors Bill Fawcett Joana Pereira Samuel Souza Vito Yacovelli x6 Champions Andrew Phillips Chris Hart Dominik Niewiadomy Rashi Gupta traian david x5 Process Owners Anand Venkataraman Ashley Perdue Damian Szczygielski Dominik Niewiadomy Ian Hasund Marta Filipek Platon Tsamouridis Steve Angell CSI Service Leads Celandine Northey Errol Payne Hady Salameh Natasa Vuckovich Steve Angell Contributors x2 Champions Abhishek Dave Andrzej Jaworski Joana Pereira Manoj Mittal Marcin Gorowski Robin Verma Sarah Butterell Terry Stevens traian david Process Owners Phillip Smith Supporting Functions Service Leads xx Contributors xx Champions xx Process Owners xx Functional Teams Gloabl Operations A&OS CtB/RtB A&OS Process High Level Processes Service Management Governance Strategy Strategy Management Portfolio Management Design Design Coordination Service Catalogue Management Service Level Management Capacity & Performance Management Optimisation Management Disaster Recovery Transition Transition Planning and Support Change Management Service Asset Management Release & Deployment Management Service Validation & Testing CMCS Operations Report Incident Proactive Incident Troubleshoot & Restore Service Non Major Incident Resolution Major Incident .... etc etc CSI CSI Supporting Functions TBD Service Management Governance xxx xxx Process xx xxx xxx Service Strategy Strategy Management Domain Planning Annual Strategy Planning Service Portfolio Management Initiation Definition Approval Service Design Design Coordination Initiation Service Design Service Handover Service Review Disaster Recovery HSBC Initiated Disaster Recovery Tests Cisco Disaster Recovery CMSP Outage Communication Optimisation Management General Support Architecture Strategy, design & development Cisco h/w & s/w Functional Testing Testing & Lab Strategy Review Ongoing Design Support Software & Hardware Strategy Change Management Strategy Knowledge Transfer Service Level Management Performance Management Reporting Customer Satisfaction Risk Management Catalogue Management Service Approval Catalogue Maintenance Service Retirement Design Awareness Capacity & Performance Management Planning Control Reporting Service Transiton Transition Planning and Support Transition Planning and Support Service Validation & Testing Engagement Test Scoping Test Planning Test Execution Test Report Closure Service Asset Management Add a new site Add new Devices (Static IP) Add new Devices (Dynamic IP) Asset Moves True up Like For Like swap Asset Decommission Return Materials Authorization (RMA) IB Axiom China & Hong Kong CCW Support Change Management Request for Change and Categorization Standard Change Normal Change (Collaboration and Transform Only) Normal CSI

Target Operating Model

Transcript: Operations Perform QA on engineering deployments Transition projects into live and provide documentation in the form of architecture and support packs Present to the board Manage change in our production environment Define visit goals 24/02/2015 ? Applications Support June 24/02/2015 Service and Operations project work March Quality Assurance First line contact for the business to raise incidents and requests to S&O Knowledge Manabgement Spare Performance Testing Plan the decoupling from Apps/Server and Networks wc 06/04 Produce draft TOM wc 13/04 Present TOM to S&O ELT wc 13/04 Present TOM to board wc 20/04 Consult Collate and present visit findings 24/02/2015 Where do we want to be and what does the business want? Identify skill sets Define roles and responsibilities KPI Alignment Request Fulfilment Run batch work, basic monitoring, printing, backups and in some case deployments Developing deoloyments for the business Incident Management 24/02/2015 24/02/2015 Vision, Mission and Guiding Principles Define cross IT integration People Create engineering pipelines 24/02/2015 Engineering Functions IT Functions ? Where do we want to be and what does the business want? Dev Ops Spare Engineering Backlog Governance Practices and Processes Incident management for the group servers Change Management Service Desk 24/02/2015 Collate and present visit findings ACE Organisational Model S&O Functions Incident management for the group applications. Create problem records and feed tech debt to engineering Background and Context Deployment Define cross IT integration Where are we now? Technology Major Incident Management Collate and present visit findings 24/02/2015 Schedule for Change 24/02/2015 Service Design & Introduction Plan the decoupling from Apps/Server and Networks 24/02/2015 In Life Fixes 24/02/2015 Hybris Hypercare presents Incident management for the group network May BAU PRODUCTION 24/02/2015 Identify skill sets Take care of the comms around MIs and follow up with MI reviews 24/02/2015 Identify skill sets 24/02/2015 24/02/2015 Define roles and responsibilities Plan the decoupling from Apps/Server and Networks Present to the board Implementation Conciderations APM Prod July Workstreams Where do we want to be and what does the business want? 24/02/2015 24/02/2015 24/02/2015 24/02/2015 Release APM Pre Prod Network Support Pipeline Management Hypercare Service Delivery Manager Define cross IT integration Engineering Backlog S&SS Support Engineering Backlog March April Arrange visits wc 09/03 Begin Stakeholder surveys wc 23/03 Summarise surveys wc 23/03 Interim recruitment Problem Management Metrics 24/02/2015 24/02/2015 BAU Production August OPT Analysis Define roles and responsibilities Deployment Management Where are we now? April Analyze incidents and create problem records to feed into engineering tech debt 24/02/2015 APM Performance Management Create knowledge articles for the business and service desk. Publish articles to KnowIT S&O link into the business E-Commerce in Service Delivery Engineering Engineering Backlog Infrastructure and Facilites ? Tara Dee Michael Hardy Kirsty Tanner Graham Gosling Dale Burton Jo Bester Dale Burton Chris Bowketts Aaron Preston Emma Clay Ian Franklin Emma Clay Terry Baird Mike Shaw Richard Copp Simon Doyle Emma Clay Emma Clay Alex Gosling Dale Burton Alison Daniels John Dunnington Kirsty Tanner Dale Burton Jo Bester Morgan Armstrong Tom Houle Gary Phillips Alex Gosling Aaron Preston

Operating Model

Transcript: GOSO OPERATING MODEL Right to Operate Right to Operate One key element of robust Quality Systems, and Products is the analysis and mitigation of risk One widely employed tool is the use of Failure Mode Effects Analysis. As our businesses grow in this new high technology environment - Cyber Security is the new and growing threat. A key customer request of suppliers today is to have a Business Continuity Plan to help identify, mitigate and plan for events that may disrupt supply of products to the market. Background Risk Analysis/ Compliance Process Product Business Inputs Input, Process, Output Details FMEA Process Process pFMEA dFMEA Business Continuity Plan Output Output According to the principles of a sustainable development Roche is striving for a continuous improvement in the areas of safety, security, health and environmental protection. This can be achieved by changing behavior, by adapting equipment to the most recent standards, and developing new innovative processes. However, a sustainable effect can only be obtained within a longer time frame. For RSS, our SHE Officers include: Michelle Venturini – SHE Officer, Madison Minh Cao – SHE Officer, San Jose Sridhar Agraharam – SHE Officer, Santa Clara Varsha Premsagar – SHE Officer, Cape Town Background SHE Standards Roche SHE - K Directives http://we.intranet.roche.com/sites/she/services/group_she_documents/group_directives/pages/default.aspx REACH http://ec.europa.eu/environment/chemicals/reach/reach_en.htm California Prop 65 https://oehha.ca.gov/proposition-65 Inputs Input, Process, Output Details SHE Safety Audit Property Loss (XL Gaps) Audit Process Process Audit Report SHE Handbook Safety Procedures Safety Work Environment Outputs Output Quality pays – naturally for patients, but also for the overall quality of the healthcare system. Roche is continuously working on the production of safe, effective and high-quality products and services which are in harmony with valid regulations. At all Roche sites, we adhere to strict quality standards at every organizational level, including, for example, plant technology or occupational or site safety. It is not only all our employees who are committed to adhering to and working toward attaining our quality goals, our quality systems are also checked regularly and optimized. Background Quality Standards & Audits Inputs Input, Process, Output Details Click the hexagons to get links of supporting documents. Quality System Internal Auditing QSIT https://www.fda.gov/iceci/inspections/inspectionguides/ucm074883.htm List and Link of Process Process Audit Reports ISO/MDSAP Certificate Robust Quality System Outputs Output Documents Links Divisional Quality Standards: http://we.intranet.roche.com/sites/DIA-QR/content/GQR-Tools/Pages/Directives-Standards-Guidelines-New-Documents.aspx ISO 13485 V 2016 https://www.iso.org/standard/59752.html FDA CFR Part 820 https://www.fda.gov/MedicalDevices/DeviceRegulationandGuidance/PostmarketRequirements/QualitySystemsRegulations/default.htm MDSAP https://www.fda.gov/MedicalDevices/DeviceRegulationandGuidance/PostmarketRequirements/QualitySystemsRegulations/default.htm Manuals List of Manuals RSS SJ Quality Manual Global Operations highest priority goal is to provide a planned, predictable continuous supply of quality products to our customers. Growth is driven by the introduction of new products into the production plant. Background Product Manufacturing Product Forecast Customer Requirements Product Requirements Input Input, Process, Output Details Planning, Production and Testing Product Development Process (PDP) Process Process Quality Product DMRI - New Product Output Output People PEOPLE Human Resources business processes for finding, developing and enabling our highly capable people and talent include: 1. Short-Term Assignment Board http://na.intranet.roche.com/sites/sequencing/content/functions/operations/pages/default.aspx 2. Talent Assessment and Succession Planning http://we.intranet.roche.com/sites/GroupHR/projects/hr-excellence/commmaterials/Pages/Learning-Burst-4.1.aspx 3. Career Development site http://cts.vresp.com/c/?RocheTissueDiagnosti/ce44fe44be/TEST/23bb6a711a 4. People Practices (Including Check-Ins, People Development, Staff Ratings) http://we.intranet.roche.com/sites/GroupHR/services/PeoplePracticesPublishing/Pages/LandingPage.aspx 5. Jobs @ Roche http://we.intranet.roche.com/t/en/SitePages/Services.aspx?TagId=ri88581 Background Highly Capable People List of Documents 1. RocheNet Site for Operations Inputs Input, Process, Output Details http://na.intranet.roche.com/sites/sequencing/content/functions/operations/pages/default.aspx 2. Employee Resource Page http://na.intranet.roche.com/sites/sequencing/content/functions/Operations/Pages/Administration.aspx Process Output Output Development Plan: https://docs.google.com/document/d/1pmCBWAanAmCPGWLiuZfW6KDqFBQLPtCdJbORCBqnAak/edit?usp=sharing Please refer to Roche Intranet for background on GEOS. Strategic Human

Target Operating Model

Transcript: Target Operating Model discovery workshops held Delivering improvements since Meeting Etiquette xxx Meercats awarded!! processes mapped Subject Matter Experts Yes! Welcome to the End-to-End Business Review Session Laptops are to be left at the door!

Target Operating Model Vendor Management

Transcript: TARGET OPERATING MODEL We will describe the components mentioned Develop change management approach/implementation plan Implement could describe how we operate with vendors (Campbell 5 domains) TOM team assigned this task to Strategy&Projects 245 times mentioned "vendor" in TOM as its overarching across the building blocks, S&P has to govern the topic (design principle) Target operating model VM Guiding principles VM Strategy VM business model (described in Sourcing) we translate it to HR VM Policy (covers compliance) VM Process Reporting/Metrics Next steps Vendor Management Vendor Management Framework, which describes how to operate across all HR building blocks regarding vendors to achieve efficiency and quality of our future HR organization (TOM). Components of Vendor Mgt

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