Kingfisher IT Services Continental Europe - Click to edit Master text styles Retour d'expérience - Offshore
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Kingfisher IT Services
Continental Europe
Click to edit Master text styles
Retour d’expérience – Offshore
17 mai 2011
66 000 employees Turnover 2009/10: £ 10,500M 830 stores Profit 2009/10: £ 660M 2
Kingfisher IT organisation
OpCos
Local
Local IT/support
IT/support
Local IT/support
THINK
KITS Leadership Team
HK
BUILD CEO: M. Bell
B&Q UK/Screwfix China Think UK: T. Scott
Projects& CE OpCos Projects & Think CE/HK: P Frey
KITS
RUN
Services Projects & Services Services Build/Run: N Chinery
Finance: R. Penell
Commercial: M Bird
Datacentre
Shared RUN HR: K Astill
KITS Team (450 employees, 3 main locations)
• Think team (AMs) : business demand management ( Insourced )
• Build team (PMs, Bas, TAs): project management and delivery (mostly insourced in UK, mostly outsourced in CE)
• Run/Shared Run team: Service and Infrastruture management: (mostly insourced in UK, mostly outsourced in CE)
Local IT Teams
• Local user support
• Local small projects
3Our key challenges
Projects, an ever growing demand
• More resources and new capabilities: SAP, ATG, Stibo, Innovations
• Different calibre as today & more international: programme managers, BA’s
• ‘Core platform build & deploy’ experience
Convergence Roadmap
• Stabilize new governance with each OpCo
• Stronger governance to push for commonality and manage ‘Group’ and Cross OpCo projects
Flexibility
• Resources ‘on demand’: external resources
• Capability ‘on demand’: external resources
High pressure on costs
• DYI is retail => highly competitive business
• Need to accelerate synergies and put in place new ways of working (off shoring)
4The levers to manage these challenges
Building an additional and flexible capability :
• Right sourcing approach
• Critical skills in sourced
• Others: outsourced, on and off shored
A strong governance to select and drive our project portfolio efficiently and ensure
convergence
• Strong Efficient Project Methodology to consistently manage our projects across Kingfisher
• Business ownership: no Business sponsor, no project
• Value creation: no benefit, no project
• The Business Sponsor owns the project and is accountable for the benefits
Development of a strategic partnership with fewer partners
• Create mutually beneficial opportunities
• Cost relevant at all time
• Understanding of KITS environments and investing to keep knowledge current
• Minimise the selection process
• Mature conversations through the end to end vendor management process
• Faster resolution of issues
5The EPOS software factory… and the offshoring initiative
The context
• We had multiple versions in use and being converged (2 in France, Spain, Russia, China)
• The software vendor became unable to support our growth and our new requirements
• They lost most of their experts
• The quality of the deliverables was poor and getting worst
What were the alternatives we studied
• Change and implement our UK EPOS software: no support provided by the UK company in continental Europe
• Implement a brand new best of breed solution: a huge cost and risk alongside a project plan that was challenging and critical
to achieve business objectives
• Build a new software version with our EPOS software vendor: too risky
• Buy the code and build our own software factory: no internal skills, not our strategy
• Buy the code and build an off-shore software factory
The decision we made and the partner selected
• De-risking this top critical application has been our top priority
• Extending our capability and become more flexible in the future has been our second driver
• Cost
• We decided to buy the code and build an off-shore software factory
• We launched a RFP: TCS came out as the preferred partner: real Retail expertise, software factory competence, flexibility,
openness, can do attitude
6The EPOS software factory… The projects
Transition Project
• Several weeks by Kits CE and also by the EPOS vendor
• TCS steady state: TCS on their own to support the EPOS solution. Started on time and operating successfully
A double challenge : new EPOS release for CE
• Many evolutions awaiting for more than a year, high pressure from the business to move forward
• Decision to launch 1st release, fully managed by TCS, without waiting end of the AM & Software factory project
AM &
2 weeks 8 weeks 4 weeks 4 weeks Software factory
project
TCS steady
Due Knowledge Secondary 1st level
diligence support state support
transition support Feb 2011
Blueprint Delivery Testing & UATs
Sept. 2010
May 2011
Mid May 2011
• Positive feedback from the business users and the IT team
• A ‘one extended team’ feeling
1st new EPOS
• High quality of the deliverables release project
Next steps
• Work has been started to develop the next release for CE and New release for China
• Extension to others countries studying
• Improvement currently studied: Security, Technical and functional improvements, Delphi Migration
7Organisation - Kits - TCS
Sourcing Model
• Kits Lille: 4 personnes TCS (1 support Analyst, 1 analyste, 1
expert technique, 1 PM)
• Kits China: 1 personne TCS (Analyst Support & analyste)
• TCS Calcutta: 8 personnes (1 Delivery Manager, 1 resp. Support,
1 resp. Développement, 1 expert Delphi, 1 expert Technique,
développeurs, support analysts)
Architecture TCS
• Chez TCS: Environnement de Dév., test (x5), prod like (x5),
gestion des sources.
• Chez Kits CE & China: Environnement de tests
Engagement TCS
• Services CE & China (Support 3, Correctif, petits évolutifs) au
forfait
• Projets (Release) au forfait
Versions & Releases
• Une version CE, Une version China
• Deux releases annuelles par version contenant chacune des
évolutions fonctionnelles, techniques, correctifs.
Gouvernance & contractualisation
• Weekly meetings (Services / Projets)
• Steerings mensuels
• Monthly & quaterly review
• Framework agreement
• SOW & SOP par activité
8Vigilances, Leçons & Opportunités
Ne pas nier les risques, les inquiétudes Et y répondre
• Gestion du changement • Impliquer le Business et les équipes opérationnelles
• Barrière de la langue et culturelle • Phases de démarrage (Due Diligence)
• Distance, décalage horaire • Travail sur site et visites du centre de service
• Pilotage, le contrôle • Sourcing adapté
• Compréhension (spécifications) • Utilisation de tous les moyens de communication
• Connaissance • Instances de gouvernance, formalisation, contractualisation
• L’outsourcing n’est pas l’offshoring • Collaborations fortes sur toutes les phases du projet
• Exigence sur les compéténces, connaissances
Nous continuons à apprendre …
• Processus d’escalade
• Importance de tous les « détails »: comptes-rendus, planning (absences, jours fériés, couverture horaire), administratifs
• Collaboration avec les autres partenaires
• Gestion des environnements (dév, tests)
• Fluidité de la communication (langues, informelles…)
De réelles opportunités
• Potentiel de ressources et de compétences (technologie, fonctionnelles)
• Montée en puissance rapide
• Force de proposition
• Engagement, motivation, professionnalisme, flexibilité, écoute
• Sourcing Model qui s’adapte aux exigences (Business, organisation de l’IT…)
• Optimisation des coûts
9Coordonnées :
guillaume.lansiaux@kingfisher.com
06-16-17-49-64
Guillaume Lansiaux
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