Konstantinos Alevizos

Working for the Transformational Change team, I am responsible for the deployment of a Continuous Improvement (CI) mindset and plan within the Design Engineering area.

Design Engineering (DE) is one of the key Capability Centres (CC) of the Information & Digital Engineering (IDE) organisation and is comprised predominately from the Business Analysis and Testing teams, but also from some more niche like the Security & Compliance team.

My main activities: developing and deploying a structured CI plan across DE, engaging with CC leadership to discuss business needs and priorities and adjust plan if/as required, organising the delivery of CI Awareness sessions to inspire staff and increase the CI maturity in the organisation, facilitating opportunity identification workshops to funnel the improvement pipeline with new ideas, supporting staff managing and delivering their improvement initiatives, coordinating the CI Champions and CI Practitioners teams to drive the plan, reviewing initiatives and validating value delivered before closing out. Also, supporting the business as the go-to person regarding CI tools and techniques.

Scope of the project was to improve the way Shell was sourcing and on-boarding contractors in the Information & Digital Engineering organisation, to reduce the effort and time that the process required, provide better services to the business stakeholders by ensuring that the selected candidates join their teams at the agreed time, while also providing candidates the best experience.

I led the assessment of the current state, opportunity finding and standardisation activities of the end-to-end ‘Contingent Workforce Sourcing to Onboarding’ process covering the raising of a new demand, sourcing, interviewing, assessing and on-boarding of contractors, and also the provisioning of IT account and hardware to new joiners.

My main activities: facilitating workshops with process users and process facilitators to understand the As-Is process, documenting the As-Is state in process maps, identifying sources of variation and pain points, and forming projects to establish and resolve the root cause/s of the issues.

The main improvements: modifying the system used for raising requests for new resources (ServiceNow) to allow raising one request for multiple locations, creating automation solutions for the auto-population of numerous fields in the request form, creating a new (Power BI) dashboard to provide teams responsible for the procurement of hardware with an accurate real time forecast, offering MacBooks as a starting device, simplifying the IT account, hardware and smart card provision approval processes. Collaborating with the programme team looking into the replacement of the current vendor management system to incorporate into the programme’s requirement list all improvement opportunities identified from the process review workshops.

The main outcomes: better end-to-end process understanding from all process users and facilitators, more clarity on roles and responsibilities, improved forward demand visibility, improved efficiencies and reduced process times.

Following the replacement of the retail fueling site Point of Sale (POS) system in a number of countries across Europe and Africa, scope of the project was to standardise and streamline the process followed to develop and roll out enhancements and new features to the POS system across all markets.

I led the standardisation and optimisation of the end-to-end ‘Change Request and Release Management’ process covering stakeholders requesting new functionalities/enhancements, request review and prioritisation, agreement of release plans, development, testing, piloting and deployment of solutions. I was also accountable for the successful completion of the work-streams delivering the improvements.

My main activities: facilitating requirement elicitation workshops, analysing business requirements, developing the To-Be process and working with Business Analysts, Product Analysts, Product Owners, Product Managers, Testing Engineers and third-party vendors to identify, develop and implement the solutions required to transition from the As-Is to the To-Be state.

The main improvements: creating a standardised processes across all countries, defining which role is best suited to conduct each task, creating a single backlog list in Azure DevOps to capture, review and prioritise the requests across markets based on their value to the business, creating a repository for all related to the requests files (i.e. user story, requirement specifications, functional specifications, test scenarios, test results etc.) that all parties have access to, improving the consistency and quality of user stories, integrating all demands into a global release calendar, consolidating the testing facilities for all markets in one centre.

The main outcomes: a consistent process and approach across all markets, more clarity on roles and responsibilities for all teams, improved communications and reduced process times, streamlined review and approval process, reduced development and testing cost.