Global Delivery Framework - IBM Global Services

Global Delivery Framework - IBM Global Services
Process document

1. Global Technology Services
IBM Confidential © 2003 IBM Corporation
Global Delivery Framework
Overview document
January 2009

2. Global Technology Services
© 2003 IBM Corporation2 IBM Confidential
FOR INTERNAL USE ONLY
What is Global Delivery Framework?
The GDF is a set of delivery practices based on our Lean
principles that enables consistent global delivery excellence.
These delivery practices, referred to as components, are
designed to support the GTS strategy to “be the world’s premier
IT services provider by delivering the highest quality solutions at
the most competitive prices.”

3. Global Technology Services
© 2003 IBM Corporation3 IBM Confidential
FOR INTERNAL USE ONLY
This year, we continue to build upon the solid foundation to take quality to the
next level by implementing key elements of Global Delivery Framework (GDF)
Former Approach 2008-2009 Incremental Activities
Standard work definitions enable
standard, yet configurable solutions
Assigning workload to most efficient
and skilled pools optimizes delivery
Peer-to-peer collaboration and
teaming that is enabled by co-
location
Ability to see patterns across
accounts enables greater defect
prevention
Global
Delivery
Centers
with
consistent
approaches
and
processes
around the
world
(Global
Delivery
Framework)
2008-2009
Inconsistent work definition;
practices
Remote, fragmented workforce not
enabled to continuously collaborate
and problem solve
Delivery resources in separate
pockets
Narrow, reactive account-specific
insights that are not quickly
replicated
Sharing resources across accounts
creates more effective work pools,
but retains account knowledge
Processes, tools and practices are
account-specific, hard to scale

4. Global Technology Services
© 2003 IBM Corporation4 IBM Confidential
FOR INTERNAL USE ONLY
Key Incremental Activities Supporting Higher Levels of Quality and Competitiveness
“Global Delivery Framework”
Creating physically co-located working teams that serve specific number of
accounts
–Designing working space to enhance and accelerate knowledge sharing, coaching, skill
development and real-time learning
–Creating dynamic team environments that enable rapid response time and change
–Building relationships among team members that are based on trust and peer-to-peer
collaboration
Launching defect prevention methodology across pools to enable culture of
continual improvement
Investing in new cross-account roles for problem resolution (Quality Assurance)
Building a service product catalog of base services, custom options, tool options
and service levels
Specifically in the US, we are investing in new quality elements to
strengthen our position in the market

5. Global Technology Services
© 2003 IBM Corporation5 IBM Confidential
FOR INTERNAL USE ONLY
This model is expected to yield new levels of quality and performance
that ultimately lead to higher client value
More effective work pools that
retain account knowledge
Global Delivery Framework Expected Outcomes for IBM
Standard work components
Optimized global delivery model
Peer-to-peer collaboration and
teaming
Defect prevention
More efficient and flexible workforce
management practices & ability to leverage the
scale curve and support growth
Solutions designed around standard delivery
components; customer solutions consist of
configurations of (mostly) standard components
Common work practices & delivery-wide global
and account view performance dashboard that
allow easy tracking of key quality and service
level metrics
Rigorous, real-time problem solving through
dynamic team environment
High performance standards and quality
improvements

6. Global Technology Services
© 2003 IBM Corporation6 IBM Confidential
FOR INTERNAL USE ONLY
At the same time, we are striving for new levels of collaboration,
increased skills and enhanced personal development
More effective work pools that
retain account knowledge
Global Delivery Framework Expected Outcomes for Employees
Standard work components
Optimized global delivery model
Peer-to-peer collaboration and
teaming
Defect prevention
Clearer career path based on expertise build-up
(within and across pools)
Reduced frequency of on-call occurrences
Faster knowledge transfer among team mates,
coaching and apprenticeship training models
Work environment designed to enhance
collaboration
Enabling community of technical professionals
Consistent, delivery-wide performance
measures, global best practices and knowledge
sharing
Better match between complexity and skill
Development of problem solving & analytical
expertise

7. Global Technology Services
© 2003 IBM Corporation7 IBM Confidential
FOR INTERNAL USE ONLY
Ultimately, these benefits will translate into higher quality service and
upgraded skill levels for our clients
Predictable, reliable and high quality services as a result
of at-scale, higher performance work groups based on
segmentation, co-location, pooling and end-to-end
process management
Broader pool of resources for clients to source upgraded
skills
Fast capacity ramp-up and ramp-down
Regular & transparent tracking of compliance
Employee
Benefits
IBM
Benefits
Client Value
Specific measures of success will include SLA attainment, mean-
time to restore, number of tickets closed per day, etc.