AMS program/Portfolio vision/framework elements from EA perspective, how measurable goals achieved and make inline with OCTO, OCEA and OCIO.

1. AMS Delivery Portfolio View - Tailored to the needs of Banks/Financial/Capital
Markets/Commodity & Consumer Markets/Ratings strategic BFSI Account – A
Research Artifact from Micro-vertical Perspective:
Reddappa Gowd Bandi
Chief Enterprise Architect – Ness, Global Financial Services
2nd September 2015
EA/Strategic ProgramArchitect’s Pitch:
Based on my research, Strategic Financial/Ratings Customer Account AMS Delivery portfolio will
be bucketed as below based on as standard COE features and specifically tailored to the
Strategic BFSI Account’s AMS program.
1. BAU Run Support (Application/Run Support)
2. BAU & Lights-on (Application Maintenance/Run & project support)
3. Lights-on & Enhancements (Application Enhancements/Product development)
4. New Solution/Technology Feasibility projects/Risk Phase projects (Innovation project)
And the various activities associated with each bucket as above based on the detailed work we
do in those individual programs as well as some of them are standard AMS COE side stuff.
Let’s look into the details of activities at each bucket level and associated metrics needed to
capture the status/progress/future roadmaps.
BAU Run Support (Support):
Activities at high level involved are (in BFSI Corporate terminology)
 L1/L2/L3 support
 Transition management
 Incident management (Change ticket management)
 User query management (DSC Support)
 Admin activities (Support Admin like Atos/BAN/WAN/LAN/LINUX/GOI Cloud/Firewall
teams, username/password reset, Account locks removal)
 Application monitoring (Manual and Tool monitoring)
 License monitoring (Weblogic/Ext JS license, OS Patches, Digital certificates expiry, Tool
licenses expiry, GPL/BIS and commercial licenses across all platforms), Oracle,
Informatica, EDW platform components, DSP platform components and etc.), key
management

2. No. of Projects – x (need to find from the list of these kinds of projects we have with)
Potential Metrics related –
 Project level metrics -
See the detailed metrics in the below and pick right metrics
 Process level metrics (Kanban V1 metrics, ticket resolution metrics)
See the detailed metrics in the below.
BAU & Lights-On (Run & Support project):
Activities involved in this bucket based on general BFSI corporate terminology are,
 L2 tickets
 Team synchronization
 Minor enhancements
 Application Patch management
 App server management
 Data Steward activities
 Knowledge management (Run books, Design accelerator documents)
 Continuous improvement (Refactoring)
 Business user/Product feature demos
 Product owner training
 Change management documentation & Hour by hour plans, coordination with release
teams
 SLA Management (Severity 1 issues, Non-functional requirements)
 Metrics Reporting & Organization wide Global dashboard (Version One metrics)
No. of Projects - (need to find from the list of these kinds of projects we have with)
Potential Metrics related –
 Engineering metrics - standard Development & QA metrics see the below for detailed
metrics
 Project level metrics – standard cost, schedule and variance metrics. See the below for
detailed metrics.
 Process level metrics - Kanban V1 metrics, Engineering metrics, Ticket resolution
metrics. See the below for detailed metrics.

3. Lights-On & Enhancements, Product development:
Activities involved in this bucket have some overlap with above and as below.
 L3/L2 tickets
 Change management
 Delivery Synchronization (Distributed teams’ interaction)
 Feature management (Feature Map with User stories management)
 Functional improvements (Accelereated business efficiencies)
 Operational efficiency improvements
 DSO activities
 Major enhancements & Platform upgrades
 QA Ownership, Regression cycle
 Build & Deployment management
 Application/project/release documentation
 Matured metrics reporting, Dashboard from VersionOne
o Agile projects metrics
o Kanban projects metrics
No. of Projects - (need to find from the list of these kinds of projects we have with)
Potential Metrics related –
 Product Stability metrics – Number of features per release, cost per feature per release,
DSC tickets (high, medium and low) per feature per release
 Release level metrics - Number of releases per year, number of releases per year per
team size, tickets closed per year (high, medium and low), tickets closed per year per
team size, etc.
 Engineering/Development side metrics – Code quality metrics, Number of LOC per
release per team, Reusability Index, Defect density (high, medium and low),
Developer/Team effectiveness per release, Delivery cohesiveness, Test cases per feature
per release, Test cases coverage index, Unit test coverage Index, defects found per
feature, Invalid defects’ index, QA effectiveness, Automation Index per release per
year), Proactive Idea Acceptance index, POC success rate index, POC Reusability index
 Project level metrics – Standard Cost, Schedule and variance metrics, comparative
metrics from previous three projects/releases, V1 Agile/Kanban metrics
 Process level metrics – Engineering process effectiveness, QA process effectiveness,
Engineering Governance effectiveness

4.  Program level metrics - Ownership index, Value accelerator Index and all V1
Agile/Kanban metrics.
New Solution/Technology Feasibility projects/Risk phase Projects (Engineering Innovation):
Activities involved here are more of contributions from Ness side on some typical projects in
Engineering, Innovation and Architecture projects etc.
 App Platform consolidation
 Technology change management
 Customer Expectation management
 Application Rationalization
 IT Platform consolidation
 App roadmap definition
 Engineering Innovation
No. of Projects - (need to find from the list of these kinds of projects we have with)
Potential Metrics related – Apart from above metrics, below will be considered as exclusively
for Innovation/Transformation based projects.
Engineering Innovation program level metrics –
 Value creation Index, Proactive Idea Acceptance index, POC success rate index, POC
Reusability index,
 Number of ideas went live per release per idea backlog,
 Number of ideas reused per project per business platform, Innovation T2E index,
 Innovation process effectiveness, Solution Accelerators’ Index per release per year per
team, Trends per release per team and Innovation index per team per year
 T2S (Trends-to-Standards) Index per team per year
With these, we will be in a position to answer,
1. What are we doing in various Strategic Accounts projects as a part of AMS delivery?
2. How we are progressing release over release, Year over Year through better visibility
through metrics both horizontal and vertical maturity side
3. How we are improving the maturity by release over release and year over year for the
last 5 to 6 years.

5. 4. How AMS teams’ maturity helping us to continuously improve the process/program
level effectiveness by release over release and year over year.
5. Our roadmap for Company’s AMS Delivery Excellence for Strategic Accounts’ projects
portfolio for the next 2 to 3 years. What level of extra and how efficient we do by
incorporating new innovative ways/technology/practice trends.
6. How Strategic Account helps the vendor to achieve the roadmap milestones as a WIN-
WIN.
7. Optimize the program level costs as well as leveraging the Innovation/Engineering
benefits, Time to market and Number of releases within the same time frame and with
the same existing Average teams.
Finally this AMS program will be having
 Inline alignment to the EA Office and Technology Office for building the reputation of
the IT Organization within BFSI corporate strategic Accounts.
 So these AMS metrics/goals will be tie back to the OCTO and OCEA Office goals
 And finally to the Business Initiatives at Corporate wide to the CIO business
goals/charter.
Final thoughts:
 A successful AMS delivery program will be the mutual trust and partnership between
the Strategic corporate authority via VMO and Multi-Vendors’ matured AMS framework.
 And thoughts presented in this artifact provide a deeper dive into such an insight as well
as a Portfolio Template for future engagements/businesses.
 And from the Vendor organizations’ perspective, always a fine tuning exercise to their
frameworks and make as general as possible based on multiple customers’ experiences
and expertise
 For Product/Labs based organizations, makes more sense to form a new Micro Vertical
for this initiative and helps to build the AMS programs for these kinds of strategic
accounts and SME corporations.
 There by match & meet to the Business to IT goals.
If you need more clarifications or any questions, please feel to reach out to,
Reddappa GowdBandi
Reddappa.bandi@ness.com
brgowd@yahoo.com