1. Reference Information
Name & Title: Marc Garcia, Strategic Sourcing Manager
Organization: Medical Devices
Address: 1 Becton Drive, Franklin Lakes NJ 07417
Phone No.: 314-845-6480
Contract Identification Number: AGR#20090631
Contract Type (e.g. contract, BPA, task order) and pricing type (e.g. fixed price, cost reimbursement): Fixed Price
Original Dollar Value $650,000
Current Dollar Value $1,950,000
Number of FTEs Managed 14
Explanation of Cost Growth (If applicable): Contract renewal
Project Start Date: February 10, 2010
Original Completion Date: January 31, 2014
Estimated/Actual Completion Date: January 31, 2016
2. Performance Work Statement
1. Task Order Management On site Technical Support Project Manager assigned to manage resources, planning, projects and status report to BD client leadership and contract administrator. Provide onvoing prsentations reports and analysis of value delivered and value delivered.
2. General Support Per SOW, client request and defined support model, provided BD with administrative support and analysis expertise required to continuously exceed SLA and OLA components as well as achiever department goals.
3. Application Support Supported legacy SAP systems, new SAP landscapes in QA, Dev and production as well as non ERP application landscape at the database and functional level.
4. Data Center Operations Administration, support and monitoring of remote and onsite data center environments containing, mainframe, UNIX and LINUX systems as well as monitored storage systems.
5. Direct User Support Utilized Remedy and HP Service Center to manage IM/PM inscidents and CM requests across all service and business areas, managed triage,resolution and follow-up
6. Network Management Tier 1 GNOC support and incidne t monitoring.
7. Security Operations Tier 1 security and access control tasks including global password changes and
8. Miscellaneous Support Developed custom dashboard solutions leveraging cloud solutions to provide TBG Tiered Support team, BD management and TBG Management with accurate, decision support data as required. Assist BD management in ongoing process and program improvement analysis leveraging Six Sigma quality improvement methodoloty.
9. Discretionary Projects Analysis, planning, management and delivery of project solutions in support of Enterprise SAP and non-SAP application implementation. Maqnagement of remote installation, configuration, testing. Implementation and production support of over 4000 network output management deveices.
3. Results Realized by Client and Potential Value
As a direct result of services, solutions and advisory provided by TBG, BD has realized the following benefits.
1. Client Resource Reallocation. TBG's staffing plan for BD icludede the strategy of recruiting and onboarding resources with a deeper level of technical competency and strong communication skills. In addition, tasks associated with 3 Tiers set by incumbent were reevalutaed. Lowere level Tier 3 duties were reassigned to Tier 2 and lower level tier 2 duties were reassigned to Tier 1. So as not to overload Tier 1 resources and risk performance degradation, appropriate Tier 1 duties were automated. In addition, a portal was designed to provide Support Analysyts with more prompt access to new and reoccurring incident resolution scripts. a As a result Tier 1 and Tier 2 were able to increase knowledge base and improve response and resolution times. Core Tier 3 resources were also able to spend more time on key BD project work. BD was able to reduce need for long term SME Consultants and allocated budget savings.
2. Extended Value of Service Management Tool. Upon transition ans service launch, TBG began process of baselining current Support Desk team performance using BD's existing HP-Service Center tool. Monthly Performance Review and Process Improvement meetings were scheduled. Trend anlisys, performance peaks and valleys and reoccurring support requestors were identified.As a result, BD IT was able to have actionable decision support data for executive and business peer review meeting. Extreme increases in IM/PM tickets requently found to be directly aligned with specific business initiatives in progress as opposed to systemic application errors as preiously assumed. As a result, TBG was able to allocate additional resource coverage during key business initiatives and reduce the occurance of skewed support pesk performance.
3. Service Level Manager assigned. Upon transition, TBG's reassigned one Support Desk role as Service Level Manager. Previously, theis role was allocated for a Sr, Support Dest Lead. The SLM was tasked with maintaining, manageing and reporting service level dats to BD management as well as Support Desk team members. The Service Lavel Manage was more consistent, diligent and detailed in obtaining service level performance information from the HP-SC and Remedy systems than BD had been prior. As a result, the IT Service Delivrty Org is able to base it's evaluation of Contractor and Core team and all service delivery teams. Consistent, published service level reports produced by the SLM also had a positive affect on the Support Desk Teams performance. The team took ownership on the reports and rather than fearing monthly outcomes. Coupled with incentives for surpassing the SLA requirements. SLA performance levels were surpassed by 1-2% 5 out of 12 months in the past 2 years.