ITPD PRODUCTION SUPPORT PROCESS OCTOBER 8, 2008

28/15/2015 Guiding Principles 1.Support the business area’s needs to execute transactions and expand their ability to increase productivity and reduce cost 2.Maximize effectiveness of every minute and resource spent on support RP&A is implementing a production support process to better meet the following two objectives:

38/15/2015 Critical Success Factors Communication Parties Involved: Between business managers and IT managers Between system users and IT support personnel Within IT organization Messages to be Communicated Request for training / bug investigation & fix Request for enhancements Prioritization of enhancements Status of support requests Status of enhancements requests Change in business IT needs Delivery Completing support and enhancement requests in expected timeframe/sequence of priority

48/15/2015 Key Changes The process will be implemented in two phases: Phase 1 Redefining production support processes Realigning the support personnel and their responsibilities Defining or modifying the Incident Management tool to support the process. Phase 2 Enhancing the Incident Management tool to better support the process and provide better visibility of ticket status

58/15/2015 Production Support Model Production Support (Level 2&3) End User Support (Level 1) End Users Leadership Process Owners Central IT Support Security Business Approvers Onsite IT Liaisons Level 1 End User Support Level 2 Production Support Level 3 Production Support Technology Operations Application Management Basis (Incl. Printer Fixes) Network Services Technical Architecture RP&A IT On-site Resources Must understand area, scope, urgency and completeness of request before prioritization and assignment Key Users Functional Support Business Security Leads Incident Mgmt Tool template w/ required fields Business Workplace Training Material & Job Aids ITS Funct. Configuration Support ITS RP&A Development Central Security Role Maintenance Role Assignment to Users

68/15/2015 Objectives of Level 2 Support Ticket Resolution Efficiency Resolve “Quick Fix” tickets expeditiously Minimize handoffs Eliminate tickets from “falling through the cracks” Minimize need to circle back to collect more information Facilitate Incident Management tool status to the user community Provide perspective for resource needs and business priority Knowledge Transfer Build a broader and deeper understanding of the [project] solution to facilitate support and implementation efficiency

78/15/2015 Level 2 Production Support Level 2 Support by Location Location 1Name 1 Location 2Name 2 Location 3Name 3 Location 4Name 4 Location 5Name 5 Location 6Name 6

88/15/2015 Level 2 Roles & Responsibilities Review tickets as they are submitted by customers from a respective location Ensure the Incident Management tool ticket’s description, Urgency, Type (team) is accurate Resolve the ticket if possible to do so in <4 hours Route ticket to appropriate group for assignment and prioritization Keep “customers” apprised of ticket receipt and status Business advocate for tickets in need of prioritization or resources Serve as “Level 3” support for resolving assigned tickets

98/15/2015 Level 3 Roles & Responsibilities Resolve assigned Incident Management tool tickets Ensure the Incident Management tool ticket’s description, Urgency, Type (team), Reference, and Status of “owned” tickets is correct at all times Support and transfer knowledge to other Level 2/Level 3 resource resolving Incident Management tool tickets Communicate priority/time conflicts between Incident Management tool ticket’s resolution, Incident Management tool ticket support and other projects as the arise

108/15/2015 Service Level Guidelines UrgencyDescriptionResponse To Customer with Status Target Resolution Time CriticalWork Stoppage No work around $ at risk Phone call1 Day (may be migrated outside of schedule) HighTime sensitive process impaired Very difficult work around Fix has strong Cost/Benefit High business impact if not resolved in 2 weeks 1 Business Day<10 Business Days (may be migrated outside of schedule) MediumNon-time sensitive impact Work around available 2 Business Days Business Days LowAcceptable work around Low $ risk Fix has low Cost/Benefit 2 Business Days>90 Business Days

118/15/2015 Production Support Meeting Objectives Agenda 1.Review metrics of Open/Closed tickets by Team, Location & Status 2.Identify “Active” & “Planned” tickets that are “past due” and/or in need of additional resources 3.Balance work load across production support team. Assign new “Planned” tickets Attendees Production support team Reports Tickets by Team/Priority/Status Tickets by Team/Owner

128/15/2015 Stakeholder Meeting Objectives Agenda 1.Review metrics of Open/Closed tickets by Team, Location & Status 2.Identify “Active” & “Planned” tickets that are “past due” and/or in need of additional resources 3.Balance work load across production support team. Assign new “Planned” tickets Attendees Production support management resources and Stakeholders Reports Tickets by Team/Priority/Status Tickets by Team/Owner

138/15/2015 Next Steps…. Update Incident Mgmt Tool Tickets by [time] We need everybody’s help updating the Type, Urgency, Reference and Status of all the Incident Mgmt Tool tickets you own. Type = Team Urgency = See guidelines in this deck Reference = only the last name of the person “ultimately” responsible for resolving the ticket Status = Please reference flow on last slide of this deck

148/15/2015 Production Support Flow Activity: Completes Resolution Created Incident Mgmt Ticket via Reviews Incident Mgmt Ticket for designated location. Update key fields. Establishes initial Priority. May close ticket. Reviews tickets. Validates Priority. Balance Level 3 Workload. Completes Config/ Testing Approve. Request Migration Complete Design Completes Programming/ Unit Test Approve. Request Migration Prioritizes tickets Approves Prioritization Role: CustomerLevel 2Functional LeadsStakeholder Review CCB Security / Functional / Basis (Level 3) Development Functional Approval Status: NewNew, Assigned, In Process, Closed Assigned, Closed, Pending Stakeholder Review Stakeholder Review, Assigned Assigned, In Process, Ready for Developer, QA, Ready for Production Ready for Development, In Development, Functional Test Functional Test, QA, Ready for Production

158/15/2015 Contact Information For additional information on this process, please contact… Contact Name Phone PrimarySteve SecondaryDeneeta