it project and manual (servicenow)

IT Inventory Project and Manual

IT GLOBAL INVENTORY

2015

Pedro CorreiaIS Local End User Support

Maio 2015

1

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

2

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:

- Define a Timeline for the project

- Organizing the two storage rooms;

- Organize and define Keeps and Destroys;

- Create a Room Code System for a better CMDB update;

- Global IT Inventory 2015.

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.

3

Picture 2. HeadQuarters Storage Room Picture 1. HeadQuarters Storage Room

Picture 4. Factory Storage Room Picture 3. Factory Storage Room

Picture 5,6,7. Cleaning and Organization of the Factory Storage Room

2.2. Organizing the two storage rooms

The PMI Portuguese Affiliate has available two IT storage rooms, one is located in the

Headquarters and the second one in the Factory.

Both of these rooms were completely disorganized regarding material storage and

management.

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. Quickly identify keeps and destroys and separate them;

2. Clean the storage rooms;

3. Identify and create specific storage spaces for specific materials;

4. Identify material priorities for each Storage Room.

In the pictures below are the changes that occurred in each Storage Rooms:

4

Picture 11. Retirement Box Picture 12. Label with the CI codes of the equipment inside

Picture 8, 7, 9 Cleaning and Organization of the Headquarters Storage Room

2.3. Organize and define Keeps and Destroys

The Portuguese PMI Affiliate has a universe of over 800 users, a reality that sometimes

does not make a Help Desk Service life easier. Constant equipment changes, new rentings,

urgent repairs, users that dont update the HD Service if they stop using the equipment and

just leave it

At first sight, the storage rooms were filled with equipment that the Help Desk Service

didnt knew if they were ever retired or decommissioned from the database because it was

never created an official procedure and organization for such task.

The first order of business was to start separating the equipment identified to be

destroyed and the one that was to be kept in stock, but it is just not that simple Equipment

like desktops, laptops, printers, Bar Code Scanners, monitors, servers, tapes and routers

according to PMI policy have a CI code and have to be destroyed when retired. For that

purpose we used industrial card boxes to create what we called Retirement Boxes. Each

Retirement Box would be filled with this equipment, labelled with the respective CI numbers

inside and stored in a secure room waiting for destruction.

2.4. Room Code System

The storage rooms were organized and the equipment for retirement was labelled and

updated in the CMDB. It was time to prepare for the physical inventory of all IT equipment

throughout the Headquarters and the Factory. One of the difficulties expressed by the Help

Desk team was to immediate locate an equipment because in the past no one introduced such

information in the CMDB or the Local End User Support Team used different names for the

same location.

5

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 Factory Environment Operations Laboratory

1st Layer 2nd Layer 3rd Layer

Acronyms/Abbreviations FE OPS LAB

Final Room Code FE.OPS.LAB

More Examples:

6

Please, keep in mind that this Room Codes were specifically created for the PMI Portuguese

Affiliate, modifications must be made for every Affiliates reality.

2.5. Physical Inventory in the Headquarters and in the Factory

After the Room Codes were defined, the team was ready to start the Physical

Inventory. Together, the Headquarters and the Factory have over 800users and if we predict

that in average each user has three basic devices assigned (Laptop/Desktop, Monitor and

CISCO Phone) this was going to be an epic endeavor.

Guidelines for the beginning of the Inventory:

2.5.1. Define a quick and effective user approach;

2.5.2. Define mandatory questions;

2.5.3. Divide the Headquarters and Factory into achievable daily inventory areas;

2.5.4. Compare physical Inventory with CMDB info and then update;

2.5.5. Investigate and update devices that were not physically inventoried.

2.5.1. Define a quick and effective user approach

The Portuguese Phillip Morris Affiliate is one of the biggest and most effective in

Europe, it is a living organism and the staff conduct themselves in a very professional manner.

We had to have the concern of approaching the users correctly and in a way that would not

harm their work and productivity.

What to do:

1. Check if user is available

2. Quickly and politely explain the purpose of our visit;

3. Ask for permission to touch the devices and see the matching codes;

4. Gather the codes of all visible devices;

5. Ask if user has any additional devices;

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:

7

Picture 13 Factory plant

2.5.2. Define mandatory questions

In areas like Commercial (Sales and Marketing) is common that the users frequently have

assigned and above average number of devices, like IPADS, IPHONES, 3Gdata and Portable

Printers. So, in order to increase the accuracy of this inventory one simple but very important

mandatory question

Do you have any other assigned devices besides the ones visible, like IPADS, IPHONES,

3Gdata or Portable Printers?

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.

8

For Example:

This are the physically inventoried devices of this user, but when we compare them to the

CMDB information

We can see that this user

has a device that was not

mentioned at the time.

This comparison is very

important to eliminate any

mistake with the inventory.

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:

9

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

10

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:

- Defining a timeline is crucial;

- Prepare yourself to be ignored by the users (not everybody understands the importance

of an inventory);

- It is important to create good relationships and partnerships with supervisors and

Managers;

- Have a Bar Code Reader with you to scan labels, especially inaccessible ones;

- Dont leave all the updates to the end. Update the devices you inventoried at the end of

each day;

- Always leave a remark in every device you update in the ServiceNow (we wrote Global

Inventory 2015 as a remark in every device we inventoried)

- Ask your Local End User Support Team for all the tools available to confirm devices, like

MDM Tools and LogIn Confirmation Tools.

- Do inventory quality checks every now and then.

11

100%474 Assets

Peripherals - 29th of May 2015

Inventoried Not Inventoried

83,4%169 Assets

16,6% 28 Assets

Modems - 29th of May 2015

Inventoried Subscription cancelled

94,7%340 Assets

5,3%19 Assets

IP PHONES - 29th of May 2015


The End results:

12

100%862 Assets

Workstations - 29th of May 2015


96,6%354 Assets

2,7%10 Assets

IPADS - 29th of May 2015


88,2%186 Assets

11,8%25 Assets

IPHONES - 29th of May 2015


13

81,7%116 Assets

18,3%26 Assets

Printers - 29th of May 2015


14

Attachments

DESCRIPTION ROOM CODE

HeadQuarters HQ HeadQuarters Business Development HQ.BD

HeadQuarters Corporate Affairs HQ.CA

HeadQuarters Excecutive HQ.EXEC

HeadQuarters Financial HQ.FIN

HeadQuarters Help Desk HQ.HD

HeadQuarters Human Resources HQ.HR

HeadQuarters Information Services HQ.IS

HeadQuarters Internal Audit HQ.IA

HeadQuarters Law HQ.LAW

HeadQuarters Marketing HQ.MKTG

HeadQuarters Office Services HQ.OS

HeadQuarters Reception HQ.REC

HeadQuarters Commercial HQ.COM

HeadQuarters Commercial Sales Foce HQ.COM.SF

HeadQuarters Commercial Brand Activators HQ.COM.BA

HeadQuarters Cascais Room HQ.CASCAIS

HeadQuarters Malveira Room HQ.MALVEIRA

HeadQuarters Phillip Morris Room HQ.PMI

HeadQuarters Sintra Room HQ.SINTRA

Factory Environment FE Factory Facility Services FE.FS

Factory Filter Shooting FE.APHIS

Factory Filter Cabinet FE.APHIS.FilterCabinet

Factory Filter 62 FE.APHIS.62







Factory Filter Drive2Be FE.APHIS.D2B

Factory Filter Shooting FE.APHIS.Shooting

Factory Material Quality Assurance FE.MQA

Factory Medical Center FE.MC

Factory Non Tobacco Materials FE.NTM

Factory Non Tobacco Materials Buffer FE.NTM.Buffer

Factory Non Tobacco Materials Logistics FE.NTM.LOG

Factory Non Tobacco Materials Phillip Morris Room FE.NTM.PM

Factory Non Tobacco Materials Rangel FE.NTM.Rangel

Factory Non Tobacco Materials Supply Chain FE.NTM.SC

Factory Operations FE.OPS

Factory Operations EHS & Security FE.OPS.EHS

ROOM CODES (CI Locations)

Factory Operations Finance FE.OPS.FIN

Factory Operations Human Resources FE.OPS.HR

Factory Operations Manager FE.OPS.MA

Factory Operations Laboratory FE.OPS.LAB

Factory Operations Alfa Room FE.OPS.ALFA

Factory Operations Diana Room FE.OPS.DIANA

Factory Operations Engineering FE.OPS.ENG

Factory Operations Leaf Room FE.OPS.LEAF

Factory Operations Manager Production FE.OPS.MANAGER

Factory Operations Manufactering FE.OPS.MAN

Factory Operations Obeya Room FE.OPS.OBEYA

Factory Operations Planning FE.OPS.PLG

Factory Operations Plotter & Documentation FE.OPS.P&D

Factory Operations Portuguese Room FE.OPS.PORTUGUESE

Factory Operations Quality Assurance FE.OPS.QA

Factory Operations Tabaqueira Room II FE.OPS.TABAQUEIRA

Factory Operations SG Room FE.OPS.SG

Factory Operations Supply Chain FE.OPS.SC

Factory Operations Supply Chain Planning FE.OPS.SC

Factory Portaria Exterior Nascente FE.PEN

Factory Portaria Interior Nascente FE.PIN

Factory Portaria Exterior Poente FE.PEP

Factory Portaria Interior Poente FE.PIP

Factory Portaria Interior Poente TabTV FE.PIP.TabTV

Factory Portaria Interior Poente Internet Corner FE.PIP.IC

Factory Primary FE.PRIM

Factory Primary Control Room FE.PRIM.CONTROL

Factory Primary Electrical Maintenance FE.PRIM.ELEC

Factory Primary HMI FE.PRIM.HMI

Factory Primary HMI Corte Lmina FE.PRIM.HMI-CorteLmina

Factory Primary HMI Aromatizador FE.PRIM.HMI-Aromatizador

Factory Primary HMI BBS Packing FE.PRIM.HMI-BBSPacking

Factory Primary HMI Bins1 FE.PRIM.HMI-Bins1

Factory Primary HMI Bins2 FE.PRIM.HMI-Bins2

Factory Primary HMI Casing FE.PRIM.HMI-Casing

Factory Primary HMI Corte Nervura FE.PRIM.HMI-CorteNervura

Factory Primary HMI DCC's FE.PRIM.HMI-DCC's

Factory Primary HMI Dryer FE.PRIM.HMI-Dryer

Factory Primary HMI Infeed Cameras FE.PRIM.HMI-InfeedCameras

Factory Primary HMI Infeed L11 FE.PRIM.HMI-InfeedL11

Factory Primary HMI Infeed Nervura FE.PRIM.HMI-InfeedNervura

Factory Primary HMI Linha 10 FE.PRIM.HMI-Linha10

Factory Primary HMI Linha ET FE.PRIM.HMI-LinhaET

Factory Primary HMI MBS FE.PRIM.HMI-MBS

Factory Primary HMI Molhos FE.PRIM.HMI-Molhos

Factory Primary HMI Molhos 2 FE.PRIM.HMI-Molhos2

Factory Primary HMI Separadores FE.PRIM.HMI-Separadores

Factory Primary HMI Silos A FE.PRIM.HMI-SilosA

Factory Primary HMI Silos C FE.PRIM.HMI-SliosC

Factory Primary Internet Corner FE.PRIM.IC

Factory Primary Infeed TabTV FE.PRIM.Infeed-TabTV

Factory Primary Infeed Operadores FE.PRIM.Infeed-Operadores

Factory Primary Laboratory FE.PRIM.LAB

Factory Primary Maintenance FE.PRIM.MAINT

Factory Primary Management FE.PRIM.MA

Factory Primary Mechanic FE.PRIM.MECH

Factory Primary Merit FE.PRIM.MERIT

Factory Primary Process Improvement FE.PRIM.PI

Factory Primary Production Support Specialist FE.PRIM.PS

Factory Primary Quality Assurance FE.PRIM.QA

Factory Primary Quality Support Primary FE.PRIM.QSP

Factory Primary Storage FE.PRIM.STOR

Factory Primary TabTV FE.PRIM.TabTV

Factory Ripping FE.RIP

Factory Secundary FE.SEC

Factory Secundary Electronic FE.SEC.ELEC

Factory Secundary Internet Corner FE.SEC.IC

Factory Secundary-A LinkUp 01 FE.SEC-A.LU01

Factory Secondary-A Carton Tracking 01 FE.SEC-A.CT01

Factory Secondary-A ODPS 01 FE.SEC-A.ODPS01

Factory Secondary-A LinkUp 02 FE.SEC-A.LU02








Factory Secondary-A ODPS 06 FE.SEC-S.ODPS06




Factory Secundary-B LinkUp 08 FE.SEC-B.LU08

Factory Secondary-B Carton Tracking 08 FE.SEC-B.CT08

Factory Secondary-B ODPS 08 FE.SEC-B.ODPS08













Factory Secondary B Carton Tracking 14 FE.SEC-B.CT14

Factory Secondary-B ODPS 14 FE-SEC-B.ODPS14

Factory Secondary-B LinkUp 15 FE.SEC-B.LU15


Factory Secondary B ODPS 15 FE.SEC-B.ODPS15












Factory Secondary-C LinkUp 26 FE.SEC-C.LU26

Factory Secondary-C Carton Tracking 26 FE.SEC-C.CT26









Factory Secundary Management FE.SEC.MA

Factory Secundary Marlboro Room FE.SEC.MARLBORO

Factory Secundary Mechanic FE.SEC.MECH

Factory Secundary Open FE.SEC.OPEN

Factory Secundary Process Improvement FE.SEC.PI

Factory Secundary Process Supervisors FE.SEC.PS

Factory Secundary Support FE.SEC.SUPT

Factory Secundary Triage FE.SEC.TRIAGE

Factory Steam Central FE.STEAM

Factory Technical Training FE.TT

Factory Technical Training Celsius Room FE.TT.CELSIUS

Factory Technical Training Continuos Improvement FE.TT.CI

Factory Technical Training Library FE.TT.LIBR

Factory Technical Training Manufactering FE.TT.MAN

Factory Technical Training Obeya Room FE.TT.OBEYA

Factory Technical Training Pascal Room FE.TT.PASCAL

Factory Technical Training Newton Room FE.TT.NEWTON

Factory Treasury FE.TREASURY

Factory VAO FE.VAO

Factory Warehouse FE.WHS

Factory Waregouse 7 FE.WHS.7

Factory Warehouse 8 FE.WHS.8








Factory Warehouse APA (Armazm de produto acabado) FE.WHS.APA

Factory Warehouse Expedition FE.WHS.EXP

Factory Warehouse Spares FE.APR

EUREST EUREST

Eurest Dinning Room EUREST.DR

Coruche COR

capaProcedures ManualRoom Codes

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