IS&O department meeting

16.01.2013

Actual situation

General environment economic outlook

General environment Trends Luxairgroup

IS&O Organisation

IS&O Organization

IT Infrastructure Organization

IT Infrastructure Infrastructure Roles

Single point of contact
Transversal responsibilities
Responsibilities restricted to Infrastructure Team
1st Level Support

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

Verify 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 Contact) for all db related

issues, if calls require assistance, Systems
DBA is contacted to work on problems together.
Streams checking and administration for
application flow
Deploying applications for Development team
into Production
Troubleshooting development issues
Monitoring Application locks
Apex/BI-Publisher/Oracle Application server
administration and installation
Database user 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 administration and
installation
First contact 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

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 administrator.

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
support
- A leader in each area

CP

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

- Clment Koenig joined 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 contact for the topics that concern the team (planning,
organization, management meeting, budget, projects 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 support work
- is not the manager of the team. Means HR and administrative 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

Support & EON manager HD

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

share knowledge and support

is building the How to for documentation

is following the quality and good execution of support

is launching preventive and proactive actions to achieve the

objectives in terms of support resources

He is not working alone, but its a collaborative work that he will

build.

Thursday 10 March 2016

13

IT development - Transversal responsibilities

Infrastructure and operations responsibility CP

is the first point of contact 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 its 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 its a collaborative work that he will build.

Thursday 10 March 2016

15

IT Service delivery Organization

Staff: Service-Delivery

Pierre Lamarche joined 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- & User-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,
admin-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) its 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 its 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 BUs
(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 account
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 user-desktop
33

Group IT overall charges and

invest
Budget 2013 versus Budget 2012 in K
IS&O
(HW, SW)

Charges

Invests

Projects

Charges

Invests

BUs
(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-Addons
Repair Admin Datacentre instead of moving to
external
Remove additional Backup capacity license
No central superuser 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

Addons, 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 BUs - 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 BUs IS&O development capacity

allocation
Department

Available capacity 2013

(days)

Project-Budget
2013

ProjectBudget
2012

Support

EON

Project

Planned
Projects

Availab
le

Project
s

Airline MTC

10

Airline - OPS

95

35

115

69

46

10

Catering

70

20

Airport-Shops
Cargo
Airline sales

35

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

ADMIN

825

106

415

396

19

630

TOTAL

1770

460

1650

1141 (*)

510

1998

On the roadmap, 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 BUs 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-accounts(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 BUs 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 BUs 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 BUs 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 BUs 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, TAs)

Change in customer behaviour

Decreasing brand loyalty towards TOs 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 BUs 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 terms

of business processes affecting all major departments

Major projects BUs CRM

Major projects BUs Bagtag /Bagdrop

Materna software upgrade (kiosks)

Self bag-tag printing

B-pass 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 BUs Web / XFT

Connect LGIT reservation system to French market
XFT is a common language between tourism actors in France
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 Frontires,
Pierre & Vacances,
Thomas Cook,

Aggregators

Speedmedia,
Traveltainment

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

Major projects BUs 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 BUs HR document management

HR e-files into SAP DMS (Document Management system)

All documents regarding Luxair employees
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 support for MS-Outlook-client
-> Market leader
-> Clear product-roadmap 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, contacts

and calendar-items(excluding recurring events,
filters,)

Migration Thunderbird-users to MS-Outlook 2007

Migration webmail-users to new webmail-solution

Integration with smartphones

Integration with external systems (Antivirus,

Antispam, mail-2-sms, mail-2-file, Siemens contactcenter)

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-users

Rollout
-Rollout to all users

Integration

-Mail-2-SMS/-File
-Siemens

today

Apr

Projects IT Service Windows migration

Windows-XP-support 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 User
type & pilot
users
Kick Off communication
Preparation +Training Pilot

07/12/2012

Pilot users migration

17/01/2013

Preparation + Training Pilot

2

17/01/2013

Pilot users 2 migration

24/01/2013
31/01/2013

Lessons learned
03/10/16

62

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

03/10/16

04/02/2013

63

We are waiting for your feedback 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