Professional Documents
Culture Documents
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TABLE OF CONTENTS
1. Project Objectives.2
2. Methodology..2
2.1. Timeline..2
2.2. Organization of the two storage rooms.... 3
2.3. Organize and define keeps and destroys. 4
2.4. Room Code System. 4
2.5. Physical Inventory in the Headquarters and Factory.. 6
2.5.1. Define a quick and effective user approach. 6
2.5.2. Define mandatory questions 7
2.5.3. Divide the Headquarters and Factory into achievable inventory areas 7
2.5.4. Compare physical inventory with CMDB info and then update. 7
2.5.5. Investigate and update the devices that were not physically inventoried.... 8
3. The Results.9
4. Attachments..14
1. Project objectives
The purpose of this project ran by the Help Desk service was to do for the first time a Global
IT Inventory in the PMI Portuguese Affiliate and create a Procedures Manual regarding all IT
Storage and Control.
2. Methodology
In order to achieve these goals the inventory team alongside with the Local Support Team
Leader defined a number of necessary tasks necessary beforehand to facilitate, improve and
reach the desired or even better goals, such as:
-
2.1. Timeline
The Global IT Inventory Project started in March 2015 with a clear and defined timeline
until the project conclusion in May 2015.
As shown in the pictures above, the lack of organization and physical conditions made
impossible for the team to start any inventory count, so a plan was put in place to organize
and improve efficiency in the storage rooms.
1.
2.
3.
4.
In the pictures below are the changes that occurred in each Storage Rooms:
So the challenge was to start this inventory with a room code system, something that could be
standardized and easily recognizable.
After some tests, we reached a layer based code system of Abbreviations and acronyms,
some of them frequently used and approved by PMI. We had access to the Headquarters and
Factory Architectural layouts and started dividing this two areas into sectors/layers.
For example:
Description
Acronyms/Abbreviations
Factory Environment
Operations
Laboratory
1st Layer
2nd Layer
3rd Layer
FE
OPS
LAB
FE.OPS.LAB
More Examples:
Please, keep in mind that this Room Codes were specifically created for the PMI Portuguese
Affiliate, modifications must be made for every Affiliates reality.
Like in most Affiliates, there is a Sales Force Team that is constantly on the move and each
member has an average of 4 devices assigned. Ask permission to their supervisor to send a
standard e-mail to every Sales Force demanding them to reply with the CI number of every
device assigned to them.
Example:
This question allowed us to minimize discrepancies when comparing the information gathered
with the information in the CMDB database, saving time and effort.
2.5.3. Divide the Headquarters and Factory into achievable daily inventory areas
It is important to set realistic goals and not to get overwhelmed by the dimension of the
inventory and let it be a learning process. If we were to inventory the Headquarters or the
Factory without any break to compare information in the CMDB database we would make
more mistakes and would not be aware of the improvements necessary to make in this
process.
Example:
At the end of every day we would update the devices in the CMDB correctly (user
assignment, Room Code, Remark and inventory date).
2.5.4. Compare physical inventory with CMDB info and then update
We inventoried an average of 150 devices in half a day, leaving us the other half to
compare all the gathered information with the CMDB info.
For Example:
This are the physically inventoried devices of this user, but when we compare them to the
CMDB information
It was expected that situations like this could happen. Double-checking every user in CMDB
was crucial to the results of this inventory. After identifying this situations we had two possible
actions, being:
1. Send an e-mail to the user asking for the confirmation of the possession of the
device;
2. In case the devices are Laptops, IPADS or IPHONES we could always confirm the
possession by the Log date and user (Laptops), and by the MDM registration and
last MDM Log In (IPADS & IPHONES);
E-mail example:
2.5.5. Investigate and Update devices that were not physically inventoried
After two and a half months physically inventorying and updating the database, we
reached a point where the devices lacking confirmation were a minority. We started working
on exports from ServiceNow and isolated all the devices lacking update to start working on
them.
Instructions by type of device:
Workstations: Use the Log In and Command Prompt Ping tools at first to confirm if the device
is being used recently. If not, check the ServiceNow history and check the last modifications
and question the Local End User Support Technicians.
IPADS & IPHONES: The same applies to these devices, except you will be using the MDM
tool to check if the device is being used and by who.
IPT Phones: Try calling the extension assigned to the device, confirm if there is someone else
on the other end of the line and make sure it is the user previously assigned to the phone. You
can also use tools to identify every IPT Phone connected to the internal network for further
investigation.
Peripherals: In this case there is no other way to confirm if the devices exist if not reconfirm
physically but after this inventory we can surely say that almost 100% of the unconfirmed
peripherals correspond to already decommissioned devices that were never updated in the
database.
Modems(Pen3G): Mainly these devices are assigned to the Sales Force Team and to
Managers. We made sure we confirmed with every user the possession of these devices and
at the end a small number of devices remained unconfirmed. Since we couldnt get any
feedback from the users, we gathered the numbers associated and asked Office Services to
cancel the subscriptions with the communication company. If any of these devices were still
being used, surely the users would get in touch with us.
Printers: Since the printers created in ServiceNow were the printers assigned to the Sales
Force Team, we had to double check with every one of them. The remaining printers left to
update were old printer models already decommissioned that were not updated at the time.
3. The Results
Being on the field for three months doing an extensive IT inventory as make it possible to
understand the dimension of the Portuguese Phillip Morris Affiliate but also the importance of
having effective and standardized procedures of control. In a universe of more than 4000
identified IT equipments, Headquarters, Factory Environment and 800 users with an average
of 2/3 devices assigned it is pretty easy to lose control.
The organization of the storage room was the first step to gain control of our own home. We
knew what devices and consumables we had in stock, we had a specific place for each of
them and we had finally inventoried every single device for retirement and demanded the
respective destruction.
The Room Code System changed our virtual Organization. We created it ahead of the
physical inventory enabling the rest of the team to get used to the codes and to start the
inventory already prepared to achieve high organization levels in ServiceNow. Since the
9
implementation of the Room Code System the team precisely knew where they were
physically assigning the equipment.
The Room Code System made the database look consistent and organized.
The physical inventory revealed itself critical for the final results, it would be almost impossible
to reach such accurate results if we did it remotely. We expect that ServiceNow has now an
information accuracy of over 90%, whether it is in the device location or user assignment.
Lessons Learned:
-
10
100%
474 Assets
Inventoried
Not Inventoried
83,4%
169 Assets
Inventoried
Subscription cancelled
94,7%
340 Assets
Inventoried
Not Inventoried
11
100%
862 Assets
Inventoried
Not Inventoried
96,6%
354 Assets
Inventoried
Not Inventoried
88,2%
186 Assets
Inventoried
Not Inventoried
12
18,3%
26 Assets
81,7%
116 Assets
Inventoried
Not Inventoried
13
Attachments
14
DESCRIPTION
HeadQuarters
HeadQuarters Business Development
HeadQuarters Corporate Affairs
HeadQuarters Excecutive
HeadQuarters Financial
HeadQuarters Help Desk
HeadQuarters Human Resources
HeadQuarters Information Services
HeadQuarters Internal Audit
HeadQuarters Law
HeadQuarters Marketing
HeadQuarters Office Services
HeadQuarters Reception
HeadQuarters Commercial
HeadQuarters Commercial Sales Foce
HeadQuarters Commercial Brand Activators
HeadQuarters Cascais Room
HeadQuarters Malveira Room
HeadQuarters Phillip Morris Room
HeadQuarters Sintra Room
Factory Environment
Factory Facility Services
Factory Filter Shooting
Factory Filter Cabinet
Factory Filter 62
Factory Filter 63
Factory Filter 64
Factory Filter 65
Factory Filter 67
Factory Filter 68
Factory Filter 69
Factory Filter Drive2Be
Factory Filter Shooting
Factory Material Quality Assurance
Factory Medical Center
Factory Non Tobacco Materials
Factory Non Tobacco Materials Buffer
Factory Non Tobacco Materials Logistics
Factory Non Tobacco Materials Phillip Morris Room
Factory Non Tobacco Materials Rangel
Factory Non Tobacco Materials Supply Chain
Factory Operations
Factory Operations EHS & Security
ROOM CODE
HQ
HQ.BD
HQ.CA
HQ.EXEC
HQ.FIN
HQ.HD
HQ.HR
HQ.IS
HQ.IA
HQ.LAW
HQ.MKTG
HQ.OS
HQ.REC
HQ.COM
HQ.COM.SF
HQ.COM.BA
HQ.CASCAIS
HQ.MALVEIRA
HQ.PMI
HQ.SINTRA
FE
FE.FS
FE.APHIS
FE.APHIS.FilterCabinet
FE.APHIS.62
FE.APHIS.63
FE.APHIS.64
FE.APHIS.65
FE.APHIS.67
FE.APHIS.68
FE.APHIS.68
FE.APHIS.D2B
FE.APHIS.Shooting
FE.MQA
FE.MC
FE.NTM
FE.NTM.Buffer
FE.NTM.LOG
FE.NTM.PM
FE.NTM.Rangel
FE.NTM.SC
FE.OPS
FE.OPS.EHS
FE.OPS.FIN
FE.OPS.HR
FE.OPS.MA
FE.OPS.LAB
FE.OPS.ALFA
FE.OPS.DIANA
FE.OPS.ENG
FE.OPS.LEAF
FE.OPS.MANAGER
FE.OPS.MAN
FE.OPS.OBEYA
FE.OPS.PLG
FE.OPS.P&D
FE.OPS.PORTUGUESE
FE.OPS.QA
FE.OPS.TABAQUEIRA
FE.OPS.SG
FE.OPS.SC
FE.OPS.SC
FE.PEN
FE.PIN
FE.PEP
FE.PIP
FE.PIP.TabTV
FE.PIP.IC
FE.PRIM
FE.PRIM.CONTROL
FE.PRIM.ELEC
FE.PRIM.HMI
FE.PRIM.HMI-CorteLmina
FE.PRIM.HMI-Aromatizador
FE.PRIM.HMI-BBSPacking
FE.PRIM.HMI-Bins1
FE.PRIM.HMI-Bins2
FE.PRIM.HMI-Casing
FE.PRIM.HMI-CorteNervura
FE.PRIM.HMI-DCC's
FE.PRIM.HMI-Dryer
FE.PRIM.HMI-InfeedCameras
FE.PRIM.HMI-InfeedL11
FE.PRIM.HMI-InfeedNervura
FE.PRIM.HMI-Linha10
FE.PRIM.HMI-LinhaET
FE.PRIM.HMI-MBS
FE.PRIM.HMI-Molhos
FE.PRIM.HMI-Molhos2
FE.PRIM.HMI-Separadores
FE.PRIM.HMI-SilosA
FE.PRIM.HMI-SliosC
FE.PRIM.IC
FE.PRIM.Infeed-TabTV
FE.PRIM.Infeed-Operadores
FE.PRIM.LAB
FE.PRIM.MAINT
FE.PRIM.MA
FE.PRIM.MECH
FE.PRIM.MERIT
FE.PRIM.PI
FE.PRIM.PS
FE.PRIM.QA
FE.PRIM.QSP
FE.PRIM.STOR
FE.PRIM.TabTV
FE.RIP
FE.SEC
FE.SEC.ELEC
FE.SEC.IC
FE.SEC-A.LU01
FE.SEC-A.CT01
FE.SEC-A.ODPS01
FE.SEC-A.LU02
FE.SEC-A.CT02
FE.SEC-A.ODPS02
FE.SEC-A.LU04
FE.SEC-A.CT04
FE.SEC-A.ODPS04
FE.SEC-A.LU06
FE.SEC-A.CT06
FE.SEC-S.ODPS06
FE.SEC-A.LU07
FE.SEC-A.CT07
FE.SEC-A.ODPS07
FE.SEC-B.LU08
FE.SEC-B.CT08
FE.SEC-B.ODPS08
FE.SEC-A.LU09
FE.SEC-A.CT09
FE.SEC-A.ODPS09
FE.SEC-B.LU11
FE.SEC-B.CT11
FE.SEC-B.ODPS11
FE.SEC-A.LU12
FE.SEC-A.CT12
FE.SEC-B.LU13
FE.SEC-B.CT13
FE.SEC-B.ODPS13
FE.SEC-B.LU14
FE.SEC-B.CT14
FE-SEC-B.ODPS14
FE.SEC-B.LU15
FE.SEC-B.CT15
FE.SEC-B.ODPS15
FE.SEC-B.LU17
FE.SEC-B.CT17
FE.SEC-B.LU18
FE.SEC-B.CT18
FE.SEC-B.ODPS18
FE.SEC-B.LU21
FE.SEC-B.CT21
FE.SEC-B.ODPS21
FE.SEC-A.LU22
FE.SEC-A.CT22
FE.SEC-A.ODPS22
FE.SEC-C.LU26
FE.SEC-C.CT26
FE.SEC-C.LU27
FE.SEC-C.CT27
FE.SEC-C.LU28
FE.SEC-C.CT28
FE.SEC-C.LU29
FE.SEC-C.CT29
FE.SEC-A.LU48
FE.SEC-A.CT48
FE.SEC.MA
FE.SEC.MARLBORO
FE.SEC.MECH
FE.SEC.OPEN
FE.SEC.PI
FE.SEC.PS
FE.SEC.SUPT
FE.SEC.TRIAGE
FE.STEAM
FE.TT
FE.TT.CELSIUS
FE.TT.CI
FE.TT.LIBR
FE.TT.MAN
FE.TT.OBEYA
FE.TT.PASCAL
FE.TT.NEWTON
FE.TREASURY
FE.VAO
FE.WHS
FE.WHS.7
FE.WHS.8
FE.WHS.9
FE.WHS.10
FE.WHS.11
FE.WHS.12
FE.WHS.13
Factory Warehouse 15
Factory Warehouse 16
Factory Warehouse APA (Armazm de produto acabado)
Factory Warehouse Expedition
Factory Warehouse Spares
EUREST
Eurest Dinning Room
Coruche
FE.WHS.15
FE.WHS.16
FE.WHS.APA
FE.WHS.EXP
FE.APR
EUREST
EUREST.DR
COR