Mauricio Yokoyama Issei

Situation

The executive's work list did not have an intelligent prioritization to optimize the planning time of the day and the goal to be met by the executive.

Tasks

• Discovery and implementation of quick feasibility solution to meet pain and evaluate the planning model and methodology.

Actions

• Designed outline solution to process prioritization intelligence in Salesforce itself with scheduled batch processes.

Results

• Increase of more than 15% in achieving goals and agility in scheduling and customer care.

Situation

No business day evaluation data.

Tasks

• To enable the capture of the information of the journey satisfaction in a controlled and reusable way by the other journeys.

Actions

• Designed technical solution to standardize the capture and validation of eligibility for capture of the research.
• Developed POC in Quicksight analytical follow-up report.

Results

• Visibility and creation of OKR of satisfaction of the journeys.

Situation

It was only delivered the machine after opening process of Order of Service which was attended only by technicians.

Tasks

• To enable a solution to validate the commercial service model where a new machine auto boot technology was used at the time of the proposal.

Actions

• Implemented in the first half of 2024 an MVP for validation of the model.
• Implemented in the second semester definitive architecture to choose the type of technology and quantity that can be delivered on time by commercial.

Results

• Speed and activation targets in the act of Accreditation.

Situation

Legacy automations had a SLA process of up to 10 days to effect the contract fee for the customer. Failure process with many manual dependencies. No validation of the arrangement of the group participants.

Tasks

• Discovery and design of a technical solution to enable modernization.
• Development of application of validation of arrangement of participants.

Actions

• Implemented and refined solution for implementation of the new Commercial Group with the team.

Results

• Modernization of the process with validation and execution in time of proposal.

Situation

After the executive sent the proposals, the executive needed to consult the status to know if the proposal was effective or had any problems. For cases that had a problem there were no details that would guide the executive on what to do, requiring the opening of an incident by the executive for analysis and orientation or treatment of the proposal. High volume of incidents and problems of proposals stopped, pending processing (status C).

Tasks

• Implement service that receives the return of the status of the proposal, which is sent by the WF after processing.
• Mapping the main reasons for proposals that were stopped by errors or failures.
• Refining root cause solutions for identified problems.

Actions

• Implemented WF callback service for TV2.
• Open stories and prioritized root cause corrections of the problems of the proposals.

Results

• Rapid feedback on the situation of the proposal for executives.
• Prioritization of root cause corrections of validations and problems that left the proposal pending.

Situation

Sending the link to the client to formalize the PJ accreditation proposal is only performed by email.

Tasks

• Integration architecture between TV2, QI1 and EP8 of Itaú via internal environment.
• Authentication of the Itaú service via STS.
• Release of routes, security rules and application registrations in Itaú.
• Condition functionality for controlled pilot audience.
• Project correlated with formalization developments that aims to give more clarity to the client than is being contracted.

Actions

• Designed and aligned an internal integration architecture between AWS Network and Gateway internal bank.
• Registered consumer applications in the STS and the bank Gateway.
• Due to lack of technical team and prioritization by the quad of the acronym IQ1, all development of the acronym form of 'innersource' was carried out.
• Integration developed with parameterized configurations to enable reuse by other channels.

Results

• Pilot in production worked well, but was pivoted due to the correlation of this project with the improvements of formalization that were not well accepted by executives and with a lack of automated processes that depended on an operational performance of the IT team to effect proposals that did not have customer interaction and also on formalization of cluster proposals that was not coherent to send values and conditions that would not be effective to the customer after the processes of grouping and equating fees.

Situation

The need to validate in time to fill out a proposal if Itaú's banking home data are valid with an account suitable for receiving payments.

Tasks

• Draw integration architecture.
• Refine with UX how to treat validations.
• Integrated approval with GE quad.

Actions

• Integration between TV2 and GE1 was implemented in the AWS layer, and only TV2 is responsible for integration with Salesforce that triggers the consultation.

Results

• Project implemented in phases, with controlled pilot audience, with validation and gradual monitoring of each phase, being made total expansion after a lot of validations with executives and implementations of improvements.
• Validation with dynamic business rule being the GE1 responsible for determining whether it is an impediment return or that accepts the home with the guidance messages.
• Small reduction in cases of bank suspension of customers Itaú. It is discovered that the situation that makes the account fit for receipt is not summed up in a status.

Situation

Commercial executives only had the option of accreditation of Physical Person with standard plan by e-mailing the PCAE form to the service center that sent the proposal. Only after the implementation of the PV and updating the data in Salesforce (D+2) could the executive renegotiate the fees for the PF client in Ipricing 2.0.

Tasks

• Development of a new flow to PF.
• Approval of integrations.
• Implantation with an expansion strategy for wave users, with monitoring and validation of each new proposal.

Actions

• Seeked to develop a flow of composite screens with 'functional' features at Salesforce (low-code) and with more specialized micro screen components.
• Support in parallel of another epic involved to simplify and reduce registration data of the accreditation proposal.

Results

• Deliver day in Cockpit integrated with Ipricing trading, with all already evolved PJ features such as requests for more than one machine and more than one technology, Flex eligibility, offers and price trading.

Situation

The accreditation in the standard plane was treated in a different flow of screens with specific information, integrations and filling. The main needs of the commercial area were opened in three major epics: Sending more than one machine in the Standard Plan Accreditation, Sending more than one technology in the Standard Plan Accreditation, Validation of Flex hiring eligibility in the Standard Plan Accreditation.

Tasks

• Implement in the flow of the standard plane the filling of the amount of machines per type of technology.
• Implement the same eligibility consultation of Ipricing Flex contracting.
• To homologate all integrations to the generation of Service Orders and PV.

Actions

• Refined needs and elaborated a short delivery strategy of simple implementation and in parallel the discovery of total absorption of the flow of the standard plan within the trading process of Ipricing 2.0.
• The possibility was initially given only to inform more than one machine for a single technology.
• It was delivered following the unified journey of Ipricing 2.0 considering as the standard offer options, with or without Flex depending on eligibility and also with the possibility to choose more than one type of technology and also inform more than one machine per technology in the proposal.

Results

• Optimization of the logistic operation, managing to perform in D0 in most cases the complete delivery of the proposal made by the commercial.
• Optimization of the Executive operational that does not need to open new machine requests after the proposal.
• Executive informs the customer correctly in hiring time if it has the anticipation in D2.
• Agility in the delivery of demands, being the three great epics solved in two strategic deliveries.
• Standardization of the negotiation day without further the need for two squads to take care of Cockpit Accreditation.

Situation

Project with experimentation bias of the commercial model of the Network to give autonomy to the Executive to start the opening of Current Account Itaú PJ in the Cockpit Network itself.

Tasks

• Participation of technical refinements.
• Screen development and integrations.
• Monitoring of deployments and validations.
• Review and refactoring of integrations.
• Discovery for MVP evolution.
• Incident service.

Actions

• In the pilot's follow-up point improvements in the MVP were identified to increase the number of executives who experienced the solution.
• Improved integration logs and monitoring to quickly identify problems or divergences.

Results

• Stable solution and provided scaling for most executives to use.
• With adjustments of the care model, the process was shortened and the bank manager did not need to act, giving more autonomy to the executive.

Situation

Integration of project teams with support teams, being necessary to include in the routine of the project team processes of call, shift, monitoring and governance of the productive environment.

Tasks

• Document support backlog.
• Enable project team in incident care.

Actions

• Follow-up in pairs with dev and support in incident care and on shift.
• Pass of knowledge on recurrent productive problems.

Results

• Times with delivery routines and support in relay of 'beater' and timer.

Situation

To segregate non-PCI PCI networks, a project was opened to evaluate the change in the IP of the server of the corporate Sybase ASE ( GE1, WF1, WM1, etc.) and it was necessary to map and estimate all applications and services that needed to be adjusted.

Tasks

• Find, map and estimate effort to maintain each application or service.

Actions

• Search for versioned sources.
• Analysis of the settings of each application/service.
• Survey of how to test each application and service.
• Apply and test under approval the change.

Results

• Project was depriorized after initial high impact estimation in a very large volume of applications and services still under survey.
• Another solution was presented by the infrastructure team that would not need to change the current IP.
• Mapping and understanding the support team over many legacy applications.

Situation

With much quieter Sales Force support, support was unified with the Core Network systems of WF1, GE1, etc., with the need and goals to reduce the number of calls, abends, time of incident attendance and direction of root cause corrections for project teams.

Tasks

• Analysis of so-called critics in need of quick palliative solutions.
• Specification of root cause improvements.
• Development of improvements and corrections.
• Validation and monitoring of project deployments.
• Follow-up of project refinements with support bias, prioritizing with teams non-functional monitoring, safety and quality requirements.

Actions

• Attention to calls for various problems (Cadastrals, Accreditation, Banking, Product Qualification, Structural Projects, etc.).
• Log improvements.
• Included integrations for capture of logs in Splunk.
• Support team training with knowledge of Salesforce.

Results

• Achievement of targets for reducing incidents and time of attendance of calls.
• Reduction of batch mesh abends.
• Support team with training also in Salesforce.

Situation

Lack of clarity and knowledge about the pricing of what was already in use in the production and the estimates of expansion of the areas to prepare the IT budget.

Tasks

• Alignment with each supplier to clarify pricing.
• Alignment with Logistics and Commercial areas on underutilized resources and expansion planning.
• Elaboration of new conditions and needs for new contract.

Actions

• Planned and built presentation and defense for CINVEST.
• Canceled hiring tablet rentals for commercials.
• Reviewed and updated the version of mobile phones rented to logistics technicians.
• Separated from the supplier's equipment and resources contract, the service contract.

Results

• Economy of approximately 500 k in renegotiated contracts.
• Better budget management of suppliers.

Situation

With the maturity of Salesforce's first contract and significant expansion of tool users, the team did not know how the types of licenses were priced and did not have a historical basis for the individual acquisitions that had already been made and needed to close a very conservative budget.

Tasks

• Meetings with Salesforce to detail each type of license.
• Review of all planned features and needs.
• Align with each area number of users and expansion expectations.
• Set license limits management.

Actions

• Spread all costs at the lowest level of detail.
• Prepared presentation and defense for CINVEST.
• Detailed for each team as the budget was composed.

Results

• Economy 3MM in the final contract negotiation.
• New contract negotiated in partnership with CoE Salesforce of Itaú and purchasing team.
• Clearness of areas on the cost of each type of license.

Situation

Prioritization and corporate goals for Commercial perform more Accreditations, where was developed in Salesforce itself (outside the Android app) Cockpit accreditation that was born with more online integrations with WF1 and GE. Already with the support team away from the Logistics team.

Tasks

• Mapping of Cockpit Accreditation integrations and architecture.
• Monitoring the refinements of the new Accreditation.
• Attendance of incidents.

Actions

• Validation of every new delivery of changes in production.
• Execution of implementation Runbooks in production and monitoring of validations.
• Direction for the team of improvement projects and treatatives of root cause of incidents.

Results

• Rapid incident response.
• Reduction of critical problems for commercial operation.
• Higher number of deliveries with quality of the project team.

Situation

Continuity of support work with division of support team to focus on the processes of Commercial, which was expanding and with high volume of calls and problems. Example of common problems: Data synchronization failures in Cockpit's Offline App (Android version), recurrent network-batch Abends of the acronym TV2, High volume of errors in Cockpit features.

Tasks

• Discovery of Cockpit features.
• Team training for support.
• Prioritization of root cause corrections backlog.
• Development of root cause corrections.

Actions

• Participation of refinements with project team, opining on best practices and development quality.
• Validation of every new delivery, sharing knowledge with the support team of what was being evolved.
• Specifying and validating Software Factory development in root cause treatatives.

Results

• Reduction of critical impact problems for commercial operation.
• Less time to attend to incidents.
• Better management of incidents and problems.
• Team of projects with more deliveries and higher quality.

Situation

Continuity of support work with increased support team needing training and organization to meet a large volume of calls and problems with recurrent high criticality in Logistics. Examples of common problems: Failures in OS creation, Failures in OS routing, Failures in the Force Field app for the Technician.

Tasks

• Discovery of Field Force features.
• Team training for support.
• Prioritization of root cause corrections backlog.
• Development of root cause corrections.

Actions

• Participation in refinements with project teams, opinioning on best practices and development quality.
• Validation of every new delivery, sharing knowledge with the support team of what was being evolved.
• Specifying and validating Software Factory development in root cause treatatives.

Results

• Reduction of critical impact problems for the Logistics operation.
• Less time to attend to incidents.
• Better management of incidents and problems.
• Team of projects with more deliveries and higher quality.

Situation

Cockpit and Campo Force projects, recently deployed in production, without a well-defined process of support and change, with a high volume of errors and complaints.

Tasks

• Analyze and direct incomplete errors, failures and features.
• Align versioning, change and deployment processes.
• Implement monitoring.
• Treat incidents.

Actions

• Aligned and created a stream of support calls for commercial executives and logistics technicians and managers.
• Aligned with the area of information change and security, the support team's responsibility is to validate and implement the deployments of the teams in Salesforce in a centralized manner.
• Aligned with best practice teams for versioning and using development Sandboxes.
• Specified and prioritized along with Salesforce development plant the root cause corrections for productive problems.
• Lined up with CMR team monitoring and alarms.

Results

• Reduction and stability of the Salesforce environment, both for the Sales Force and for the Field Force.
• Extension of the number of executives and technicians using the tools.
• More focus and number of project deliveries by project teams.