Mobility Service Assessment for World-Leading Financial Services Client
A global Bank underwent various internal mergers and acquisitions over a long period of time in the run up to the COVID-19 pandemic, which necessitated the additional complexity of setting up a vastly enlarged and accelerated Mobility Service.
In This Case Study
A Mobility Service, which enables secure mobile telephony and data transfer between mobile handsets and central servers for all Bank Mobility Users, is of particular importance within a banking environment due to varied regulations across many geographies, which necessitates the need for stringent controls and data retention policies to be in place. Data, correspondence, verbal communication and usage of applications on Mobile handsets must be tracked and retained for compliancy and audit purposes. Accordingly seamless integration is required between Bank Systems, Mobile Phone network operators, handsets providers, internal and external application providers to ensure a robust and effective solution.
The advent of COVID-19 led to a 4-fold increase in the usage of the Mobility service compared to the prior 6 – 12 months, as the vast majority of the Bank's workforce was forced to work from home. There was an implicit understanding from the WWT team, that the Mobility service had grown so rapidly, that the underpinning Mobility team structure, governance and standards would require enhancement. The Mobility Service capability had grown less effective, meaning an end-to-end service review was critical, to position the Bank for the future transformation.
Objectives of the engagement
Execution of a discovery exercise, and development of a service map, to support the Mobile Platform & Product stream to enable its strategic vision.
To highlight improvement areas in the service map, producing a plan to address these in a prioritized and systematic manner.
Benefits of the engagement
When WWT reached the conclusion of the Project and had executed the agreed milestones, the Bank was well placed to undertake a future programme of work, focussed on organisational and operational improvements. The recommended changes would lead to improvements in Service Quality for End Users and a better workplace structure for those that maintained, developed and supported the Service.
Mobility Service Projects could be implemented in an accelerated fashion, with greater levels of effectiveness and reduced duplication of activity, due to changes in accountability and a better understanding of Roles and Responsibilities. Other recommendations and improvement findings would lead to a reduction in High Priority Incidents, and a better understanding of the Service affecting incidents that were being experienced. Further work to better communicate with users, manage demand and understand user requirements of the service would further improve the overall quality of the Mobility Service for users and colleagues throughout the Bank.
The first phase of WWT’s engagement was to undertake initiatives focussed on Discovery, encompassing interviews with Bank SMEs across all functions, along with a desk-based review of the Bank's end to end Mobility Service. WWT developed a best practice, service-focussed, functional model. In addition, WWT conducted a wide-reaching review of the Mobility organisation, its roles, processes, functions and capabilities. The review enabled the benchmarking of the Mobility Service against industry standards.
The output of this first phase was to deliver to the Bank, a Service Map Construct, Service Discovery Report, along with observations, findings and outcomes. The review findings were presented to senior leadership and then used to run a collection of strategy development sessions, defining the future direction of the Bank's Mobility Service. The WWT team provided guidance regarding how to undertake a review of the Operating Model (with a generic, Best Practice Target Operating Model Overview). A High-Level Roadmap and Plan for the recommended Mobility Organisation Change Programme was also produced.
Following the initial discovery stage, WWT was engaged to deliver three further tactical pieces of work, comprising Sprints focussed upon:
- A collection of tactical documentation improvements
- Project enablement activity for the Mobility Organisation Change Programme
- CMDB development recommendations
WWT leveraged the outcomes, findings and recommendations from the Discovery Review Report to define a set of documentation deliverables that would enable a step-change in behaviour and maturity of key functions within the Mobility service, namely Service Management, Project/Portfolio Governance and Communications.
Documentation produced as part of this Sprint phase was transferred to the Bank and a collaborative feedback and review cycle commenced. WWT attended feedback sessions and made changes iteratively to the documentation in consultation with the stakeholders, to ensure requirements were met. This included, but was not limited to;
- A Delivery Framework
- Service Strategy/ Design
- Service and Technical configuration templates
- Process Standardisation
- Mapping of multiple ‘as-is’ Processes
- Roadmap for service architectural maturity best practice approach by function and capability
Making use of the Service Map construct defined in the Discovery stage, WWT also created a new document repository to store all future documentation. The document repository would be repurposed in the future to provide a Business Service focussed portal. The portal would provide a single-pane of glass view into the Mobility service from the ‘service description’ to the associated services that are provided. Components such as the demand and supply lifecycle, capabilities, functions, processes and procedures within the Mobility organisation and anything specific for individual lines of business being served by the Mobility organisation can be recorded.
Change programme enablement
The Bank requested that the WWT team support the initial mobilisation of the Mobility Service Change Programme, a recommendation from the Discovery review. The WWT team produced a high-level plan showing the required stages of the change programme and assisted the Bank in commencing a review of the Mobility Service Current Operating Model. Reviewing the Current Operating Model enabled the Bank to identify in a measurable way, who is involved in supporting and maintaining the Mobility Service at the current time and the activities that each function/resource completes. A data model and questionnaire were built to allow the Bank to capture all relevant information required to build the Current Operating Model. This model was tested and finessed during internal WWT reviews and was transferred to the Bank, along with a detailed user guide, to support the Mobility service when undertaking their Current Operating Model data manipulation.
Configuration management database (CMDB) development
WWT supported the Bank in understanding what would need to be developed to build a future, service-focussed and integrated CMDB. It was identified during the Discovery review that a mature CMDB did not exist (a basic Asset Register was relied upon) and as part of the future Mobility Service Change Programme, a new and improved CMDB would be required. The WWT Team provided best practice examples of the CMDB data model, High Level Design and Configuration Classification tables, all of which would be used as best practice measures when deciding how best to form the future Mobility CMDB requirements.
Next steps to success
If you need support better understanding your IT service organisation, reach out to our practice at MobilityServiceAssessment@wwt.com, we would welcome a discussion to understand how we can support you to deliver transformation to your IT Service or End User Environment.