Apresentacao 4a3q3j

IS&O department meeting 16.01.2013

Actual situation

General environment – economic outlook

3

General environment – Trends Luxairgroup

4

IS&O Organisation

IS&O – Organization

6

IT Infrastructure – Organization

7

IT Infrastructure – Infrastructure Roles • Single point of • Transversal responsibilities • Responsibilities restricted to Infrastructure Team 1st Level

• Check that tickets are treated. • Do additional inquiries if necessary

System Security

• Check that defined security aspects are applied

Datacenter Documentation System Monitoring Data Security Data Exchange Capacity Planning Release Mgt

• the status of the datacenter's • Plan new installations • Check if Wiki is “up to date” • Check that the necessary monitoring is done on all systems • Make sure that all system data is secured • Exchange of data between systems / suppliers / customers • Check the available capacity • Create the necessary reporting to see the evaluation • Assure systems firmware/software on the latest level 8

DBA split development / Infrastructure

Catherine • • • • • • •

First POC (Point of ) for all db related issues, if calls require assistance, Systems DBA is ed to work on problems together. Streams checking and istration for application flow Deploying applications for Development team into Production Troubleshooting development issues Monitoring Application locks Apex/BI-Publisher/Oracle Application server istration and installation Database creation for in-house applications

&

Simon • Daily checks on the databases for backup, overnight ORA-600s, db health checks • Migration and upgrade projects (both) • Overall database performance • Invalid Objects • Security Roles • SQL Tuning • SQL Server + MySQL istration and installation • First for external application suppliers for maintenance and troubleshooting (e.g Netline/WebHotel) • Perform HA configration including start/stop scripts • Define and implement OS standards for Oracle databases

9

IT development organization

For SAP, RL is the supervisor of the team. He takes the total responsibilities for the management of the SAP team. Nils Taube and Franck Bargmann left the SAP team.  Hiring process ongoing to staff the open position for a SAP Application developer.  One open position for a SAP System .

Thursday 10 March 2016

IT development - Custom development team structure - 1 team Custom development but 3 groups or task force - Dedicated portfolio for each group - A real sharing of knowledge into the group - A dedicated ressource to manage the - A leader in each area



NB (jo Sup b po rt ro ta tio n)

Kn o

wl ed

ge

sh

Web Other techno

JT

FF CK

Thursday 10 March 2016

ar ing sh

ge

LS

(jo Sup b po rt ro ta t io n)

Airport General services

wl ed

LGIT Airline

ar ing

AD

(jo Sup b po rt ro ta t io n)

HD

Kn o

Kn

ow l ed

ge

sh

ar ing

MW

AR

- Clément Koenig ed us as a Web Developer position

IT development - Custom development team structure •

A team leader function is created (MW, NB, HD). He : - is a productive resource (analyst, developer) - is the first point of for the topics that concern the team (planning, organization, management meeting, budget, project’s needs and design phase when project involves many developers) - insures the coherence and motivation of the team. He is animating the group. - insures a correct repartition of the work - is not the manager of the team. Means HR and istrative topics are managed by DG. - is not the decision-maker into the group - is not the brain of the group for project, design or technical topics

Thursday 10 March 2016

12

IT development - Transversal responsibilities

•

•

& EON manager – HD •

is building the methodology and tools & templates to be able to share knowledge and

•

is building the “How to … for documentation”

•

is following the quality and good execution of

•

is launching preventive and proactive actions to achieve the objectives in of resources

He is not working alone, but it’s a collaborative work that he will build.

Thursday 10 March 2016

13

IT development - Transversal responsibilities

•

•

Infrastructure and operations responsibility – •

is the first point of for non-DMZ infrastructure topics

•

is involved in all project to collect everything regarding infrastructure. She will insure that hardware will fit to software.

•

is part of discussion for future infrastructure.

•

is collecting operational issues linked to infrastructure and launching actions to solve and prevent.

She is not working alone, but it’s a collaborative work that she will build.

Thursday 10 March 2016

IT development - Transversal responsibilities

•

•

Technology evolution and development procedures - AD •

is thinking and managing our development guidelines

•

is proposing a strategy regarding development tool

•

is building shared development for IT purpose

He is not working alone, but it’s a collaborative work that he will build.

Thursday 10 March 2016

15

IT Service delivery – Organization

Staff: Service-Delivery • •

•

Pierre Lamarche ed the project-managementteam on 01.01.13 (replacement of Andy Staff) Luc Wagner/Marc Reiffers left the helpdesk-team -> currently taken over by externals (Stiv Trifunovic; Giacomo Fanizza) -> hiring process ongoing in order to staff the open positions Open positions in e-Office-team (CDI) in order to have right teamsize to manage the windows-migration -> hiring process ongoing

Thursday 10 March 2016

Slideshow Title

16

IT Service delivery – Project management

Organisational development: ProjectManagement • • • •

Share PM-Framework and PM-experience with Business-Units Ensure projects are getting managed according to PM-Framework Review KPIs for controling of projects Re-activate project-status-reporting within IS&O and towards business-units

Thursday 10 March 2016

Slideshow Title

17

IT Service delivery – Helpdesk

Organisational development: Helpdesk • • • •

Migrate & adopt Remedy to IS&O- & -needs Ensure Remedy is « single-source-of-truth » for incidents Review escalation-procedures Review KPIs & Reporting within IS&O and towards business-units

Thursday 10 March 2016

Slideshow Title

18

IT Service delivery – eOffice

Organisational development: e-Office •

•

Subject-matter-experts successfully established for SCCM, Windows-updates, identity-mgmt, inventory, -mail/mobility, antivirus, encryption Further development of expertise as per e-Office projects (SCCM-upgrade, migration antivirus/encryption, mobility-device-mgmt, software-inventory)

Thursday 10 March 2016

Slideshow Title

19

Project management – Interdepartmental function •

PHASE I – Project definition – NEEDS

Developer will be involved into this phase. PM must determine when (in which meeting / workshop) it’s important to include developer. The goal is to have the global view, to be able to propose ideas. But not to assist to all meetings. If important decision is taken without development, the PM must communicate. BU

(*)

Project manager (MS) (*)

Solution architect (FH) (*) Analyst, developer (DG)

(*)

Mandatory

__

Decision-maker

Delivrables

Thursday 10 March 2016

Functional specification document (PM)

20

Project management – Interdepartmental function •

PHASE II – Project realization – ANALYSIS & DESIGN

FH and developer will work together into this phase. The signification of work together must be agreed before ! (each one is doing and sharing afterwards or thinking about the solution at the same location). FH is the decision-maker but he will explain his decision if it’s not shared. Developer will really participate to the thinking phase. BU

Project manager (MS) Solution architect (FH) (*) Analyst, developer (DG) (*)

(*)

Mandatory

__

Decision-maker

Delivrables

Thursday 10 March 2016

Technical specification document done by the developer

Project management – Interdepartmental function •

PHASE III – Project realization – DEVELOPMENT

BU

Project manager (MS) Solution architect (FH) Analyst, developer (DG) (*)

(*)

Mandatory

__

Decision-maker

Thursday 10 March 2016

22

IT Architecture - problematic

• • • • • • •

Multiple introductions Redundant controls Hard synchronisation Complexity Redundants systems Increase of IT costs …

IT Architecture - Goal for coming years •

Service-Oriented Architecture • Top-down for project in order to put in place some parts of BPM (Business Process Management) for Design and Modeling • Bottom-UP for developpment in order to create reusable functions for new projects

Example: Same services for Web / XFT / BTN

IBM Audit

IBM audit – results & resulting initiatives  Results  Lack IT governance  Lack Business / IT alignment  Lack of IT architecture holistic approach  Lack of tactical business plans over all BU’s (requirements definition)  Stable IT Infrastructure with lacks in DRP environment  IS&O Initiatives  IT governance project (MS)  Active/Active Data-Center on 10 GBIT (JF)  IT architecture documentation and principle definition (FH)  Global projects  Single supplier airline (SITA/Amadeus)  LGIT production process flexibilisation on existing system

27

Budget 2013

Airline IT Trends Survey 2012 (SITA) - I 1. IT&T operational spent as percentage of revenues

•

Overall (Survey 2012 SITA airline Business)

2. Priorities in IT investment decisions (Highest)

• • •

Customer Service (56%) Enabling revenue opportunities (50%) Cost of business operation (42%)

3. Change in total IT spent

• •

Spent expected in 2012 Spent expected in 2013

1,65% (1.57%)

22% decrease, 26% stable, 51% increase 21% decrease, 29% stable, 49% increase

29

Airline IT Trends Survey 2012 (SITA) - II

 eServices shifting towards mobile and still remaining driver for product innovation

30

Business Unit focus 2012

Completed

In progress

Postponed into 2013

31

Business Unit focus 2013



Bigger discussed projects such as but not limited to eServices, TO operational system replacement and single airline platform are not taken into within this budget

Budget 2013 has to be seen under the aspect of enhancements awaiting further strategic decisions

32

IS&O internal focus

  

Improve internal role-concept Enhance customer workflows Stabilize Infrastructure

  

IT governance through controls Infrastructure renewal Upgrade -desktop 33

Group IT overall charges and invest Budget 2013 versus Budget 2012 in K€ IS&O (HW, SW…)

Charges

Invests

Projects

Charges

Invests

BU’s (Others)

Direct Charges

B13

Invests Charges

Invests

 IS&O Charges  300 T€ decrease for Utility computing as moved into invest  130 T€ increase for maintenance desktop printers  Project Charges  Further decrease through lesser and restrictive BU focus on projects  Direct Charges  30 T€: AMOS SW maintenance increase  15 T€: Netline SW maintenance increase

34

IS&O Infrastructure – Budget scenarios 2013

Difference from optimal scenario: •Downsizing of new storage •Reducing new VMware servers from 4 to 2 (5 and 5 per side instead of 6 and 6) •Usage of existing storage for TST/ACC •No synchronization for fileserver data •Minimum Training on new infrastructure •No Wifi-Addon’s •Repair Datacentre instead of moving to external •Remove additional Backup capacity license •No central super logging system •….

35

IS&O Infrastructure – Invests 2013

Project Space Odyssey

• Centralized Storage & Unix Server replacement

Project TUSSA

• EoS Network Equipment replacement

10 GB Network

• 10 GB Datacenter Network

VMware Antivirus

Other

• Different Antivirus for whole VMware parc

• Addon’s, Upgrades, New Tools

Total: 1.553.750 €

36

IS&O Infrastructure – Charges 2013

Oracle

• Oracle Hardware & Software Maintenance

Network

• Network Equipment Maintenance

Communication

• P&T Leased Lines for Datacentre

Training

Other

• Different Antivirus for whole VMware parc

• Software, Hardware, Consultance, …

Total: 1.137.407 €

37

Luxair BU’s - overall external project cost

Projects external costs Total B13 : 1258 T€ Total B12 : 1871 T€ -33% B13 vs. B12

Main costs for : o Windows 7 migration o HR e-file o Central contract database o Case II for emergencies (vs. Kenyon response) o Maintenance – Document scanning process

(250 T€) (100 T€) (100 T€) (80 T€) (50 T€) 38

Luxair BU’s – IS&O development capacity allocation Department

Available capacity 2013 (days)

Project-Budget 2013

ProjectBudget 2012



EON

Project

Planned Projects

Availab le

Project s

Airline – MTC

0

5

10

5

5

7

Airline - OPS

95

35

115

69

46

10

Catering

70

20

Airport-Shops Cargo Airline – sales

35

0

0

0

225

75

30 100 0

25 0

215 45 0

181 850

314

10 0 283

355

LGIT

425

150

669

Pax

95

69

160

120

40

165



825

106

415

396

19

630

TOTAL

1770

460

1650

1141 (*)

510

1998

 On the roap, we will consider plannable projects -> will permit to have a understanding of what is deliverable  Prioritization is given by the BU -> business units will have the possibility to access to a dedicated pool of resources  Available resources of 500 mandays for not yet plannable projects -> flexibility for outcomes of strategic reviews

Including an over capacity of 500 days

(*) Only specified and estimated (plannable) projects and studies are considered

39

Luxair BU’s – Project schedule

Project-Schedule 2013 – Central Services

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Finance

Centralisation Route-Master-Data

VAT e-declaration

FAIA

IATA-SIS-Compliance Cargo BW-4-Treasury (study)

VIM-Enhancements

New chart-of-s(study) BTOS-SAP-Interface EB/FM

EDI-4-Fuel-Suppliers

VIM-Upgrade/Flow-redesign(study) OCR for incoming-invoices(study)

Controling/Legal/Comms HR

Purchasing

Intranet-Migration Contract-Database

Review ATOSS SAP-Interface

MM-4-Garage

MM-4-Waste-Mgmt

Thursday 10 March 2016

40

Luxair BU’s – Project schedule

Project-Schedule 2013 – Business-Lines

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Luxair-Services (Pax, Shops, Catering)

AMS-Extensions

BOM for Bakery Terminal B

Luxair CRM-Study

Webshop Improvements AQD-Risk-Management

AQD-Cabin-Reporting

BW-4-Ops

AQD-Upgrade Bag-Tag/-Drop Customer-DB(2012)

CMS-Replacement Study Alternative Online Payments Spanish Microsite

Mobile-Site LG

Portuguese Microsite

Web-Checkin Enhancements

Luxair-Tours XFT (2012)

Direct-Inkasso for direct-sales Insurance Opt-Out AQD-4-Quality

XFT-Phase II CRM-Study

Thursday 10 March 2016

41

Major projects 2013

Major projects BU’s – Single supplier

Problematic of Ancillaries / Disruption / eServices Issues with two providers •

Client eServices

Luxair Web

Luxair data (Customer, product operational) Amadeus

Sita

LUXAIR

Services

•

•

• • • •

Dependency on development path between Amadeus and SITA for ancillary revenue functionalities No integrated functionality (drag & drop with automation of all dependent processes) for disruption handling Luxair data – various data sources add further complexity Additional Messaging Increase of maintenance cost Data integrity issues Time to market for further

Major projects BU’s – Single supplier

Dependencies Client eServices

Luxair Web

LUXAIR

Services

Luxair data (Customer, product operational)

Amadeus

Sita

Mostly all tools/data/functions are dependent on basis choice of core airline system or even part of those systems (e.g. Online Booking engine, Web Check in)

Major projects BU’s – LGIT production flexibilisation Market trends influencing TO production process (technology choices)

•

Multichannel Distribution

• •

•

Online channels (OTA, Review sites, Meta Search, Google) Players alongside the value chain acting as offer integrators (Destination services, Hotels, TA’s)

Change in customer behaviour •

•

•

Decreasing brand loyalty towards TO’s through increased availability of product information, customer maturity and increased price transparency Booking behaviour (short term versus long term) depending on unpredictable (Geo)political circumstances

Market overcapacity •

Aircraft overcapacity and hotel overcapacity lead to yield erosion in mass market

Technology developments and enablers

 • • • • •

Internet availability Bed banks Integrator technologies (Peakwork / Traveltainment) New generation java based core TO systems (@comRes, Pacific, Contour, ….) Evolution of mobile devices (smartphones & tablets)

Pressure & risk for traditional TO model

Major projects BU’s – LGIT production flexibilisation Agreed solution path •

Project with following parameters until 2014 • Integration of third party hotel content in existing production system (Blank) • GTA (city trips) • MTS (sun & beach) • Hotelbeds? (sun & beach) • …. • Accelerate production and calculation process • Daily price calculation

 

!

Stepwise approach with integration of third party content for online channels and other channels thereafter Stepwise approach of daily calculation for online product catalogue and thereafter for other products / catalogues

Project is a major Change Management project for LGIT in of business processes affecting all major departments

Major projects BU’s – CRM

Major projects BU’s – Bagtag /Bagdrop Materna software upgrade (kiosks)

     

Self bag-tag printing B- scanning Pax « Error » msg printing LGIT look & feel + product (TBC) Simplified APIS data input

New Drop-Off (DOP) software

    

Scan & push concept Bag-tag printing OVW management S-DCS / AxsControl / Altea(*) compatible

Home bag-tag printing (WWW)

 

Pax prints own tags at home and fixes to baggage with re-usable tag-holder

Major projects BU’s – Web / XFT Connect LGIT reservation system to French market XFT is a common language between tourism actors in Consit to three main topics -

-

PAC File: Dispo/Prices Content File: Brochure (Images, text, …) Web-Services: - GetQuoted, CreateBooking, RetrieveBooking, CancelBooking, …

In Luxair, we use the architecture that we build for the new web site

Tour operators LGIT, CrystalTO – Italowcost, Donatello, Fram, Kuoni, Lagrange, Marmara, Nouvelles Frontières, Pierre & Vacances, Thomas Cook, …

Aggregators

Speedmedia, Traveltainment

Agencies Agencies, AS Voyages, Leclerc, Carrefour, Ecotour, Prêt a Partir

Major projects BU’s – Mobile site

-

old fashion design

-

not many functions

-

development and hosting outsourced

Now

-

nice and modern design

-

new function for Booking and for myLuxair

-

new content

-

development and hosting inside Luxar

Future

Major projects BU’s – HR document management

HR e-files into SAP DMS (Document Management system) • All documents regarding Luxair employee‘s • Workflow in order to improve HR document processing • First step before a Sharepoint solution

Projects IT Infrastructure – Actual Infrastructure

52

IT Infrastructure – Major findings/recommandations

Issue: Non Redundancy of Airport Campus Backbone Recommandation: Set-up an alternative solution to rebuild a resilient (Public) network between various Luxair's location Action: Setup alternative network via P&T - DONE Issue: No redundant connection to Sita Network Recommandation: Set-up an alternate point of connection Action: Setup alternative network via P&T – Previewed 2013 Issue: Disaster Recovery Site below minimal standard / not secure Recommandation: Consider alternate location outside of Airport Campus Action: Minimal repair DR Datacentre / Business Case for alternative site – Previewed 2013 Issue: No DR for Wintel Applications Recommandation: Prepare a second datacentre for failover of production UX and Wintel Action: Part of new infrastructure – Previewed 2013 Issue: Too many storage types/vendors Recommandation: Create storage strategy to prevent storage sprawl, focus on block i/o optimized solutions Action: Part of new infrastructure – Previewed 2013

53

Projects IT Infrastructure – New Infrastructure

54

Projects IT Infrastructure – New Infrastructure benefits

+

New Infrastructure

• All Data (except fileserver) synchronized in 2 data center's • No-holds-barred Disaster Recover (Unix & Windows) • Major operational simplification (system management & maintenance, disaster recovery, …) • Uniform, flexible and expandable storage environment • Server consolidation for databases • Datacenter communication with SLA (via P&T) • 10 GB data center network

!

Supplier change

• Move from Oracle hardware to IBM equipment for databases

55

Projects IT Service – Mail Objective • Improve quality of collaboration services (e-mail, calendar, tasks) • Possible integration with future collaborationfeatures (telephony-link, messenger-services) • Solution to be up-to-date concerning marketstandards (now and in future)

Thursday 10 March 2016

Slideshow Title

56

Projects IT Service – Mail Solution • Migration to MS-Exchange mail-server -> Native for MS-Outlook-client -> Market leader -> Clear product-roap in place •

Hosting of e-mail-service by Champ

Thursday 10 March 2016

Slideshow Title

57

Projects IT Service – Mail Scope • Implementation infrastructure and connectivity at Champ • Migration of central and local mail-items, s and calendar-items(excluding recurring events, filters,…) • Migration Thunderbird-s to MS-Outlook 2007 • Migration webmail-s to new webmail-solution • Integration with smartphones • Integration with external systems (Antivirus, Antispam, mail-2-sms, mail-2-file, Siemens center) • Automatic mailbox creation

Thursday 10 March 2016

Slideshow Title

58

Projects IT Service – Mail Plannings Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Preparation Project-Setup & Planning

Prototype Lab -Infrastructure -Automatic mailbox-creation -Test-migration

Pilot

-Migration of Pilot-s

Rollout -Rollout to all s

Integration

-Mail-2-SMS/-File -Siemens

today

Apr

Projects IT Service – Windows migration

• •

Windows-XP- expires 08.04.2014!!! IS&O in touch with suppliers to prepare study for - evaluation Windows 7 vs. Windows 8 & MS-Office - compatibility/certification of Luxair hardware/software - migration of MS-Office-files, makros etc. - project-definition and planning - validation training-approach (as much as possible CBT)

•

Migration itself to commence 2 nd quarter 2013

Thursday 10 March 2016

Slideshow Title

60

Appendix

Planning Pilot Define type & pilot s Kick Off communication Preparation +Training Pilot

07/12/2012

Pilot s migration

17/01/2013

Preparation + Training Pilot 2

17/01/2013

Pilot s 2 migration

24/01/2013 31/01/2013

Lessons learned 03/10/16

62

Planning Rollout Signoff s migration 31/01/2013 during next Steering Committee s migration 1 st phase

03/10/16

04/02/2013

63

We are waiting for your on:

•Communication(length, contain, pertinence, …) •Intranet New Outlook Help page •Training material / E-Learning (contain, method,…) •New Email Platform Service in general Be collaborative, be

constructive 03/10/16

64