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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:
-

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.

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.

Picture 2. HeadQuarters Storage Room

Picture 1. HeadQuarters Storage Room

Picture 4. Factory Storage Room

Picture 3. Factory Storage Room

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.

Quickly identify keeps and destroys and separate them;


Clean the storage rooms;
Identify and create specific storage spaces for specific materials;
Identify material priorities for each Storage Room.

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

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

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.

Picture 11. Retirement Box

Picture 12. Label with the CI codes of the


equipment inside

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.

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

Final Room Code

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.

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.
2.5.2.
2.5.3.
2.5.4.
2.5.5.

Define a quick and effective user approach;


Define mandatory questions;
Divide the Headquarters and Factory into achievable daily inventory areas;
Compare physical Inventory with CMDB info and then update;
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.
2.
3.
4.
5.

Check if user is available


Quickly and politely explain the purpose of our visit;
Ask for permission to touch the devices and see the matching codes;
Gather the codes of all visible devices;
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:

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:

Picture 13 Factory plant

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

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:

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:
-

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.

10

The End results:

Peripherals - 29th of May 2015

100%
474 Assets

Inventoried

Not Inventoried

Modems - 29th of May 2015


16,6%
28 Assets

83,4%
169 Assets

Inventoried

Subscription cancelled

IP PHONES - 29th of May 2015


5,3%
19 Assets

94,7%
340 Assets

Inventoried

Not Inventoried

11

Workstations - 29th of May 2015

100%
862 Assets

Inventoried

Not Inventoried

IPADS - 29th of May 2015


2,7%
10 Assets

96,6%
354 Assets

Inventoried

Not Inventoried

IPHONES - 29th of May 2015


11,8%
25 Assets

88,2%
186 Assets

Inventoried

Not Inventoried

12

Printers - 29th of May 2015

18,3%
26 Assets

81,7%
116 Assets

Inventoried

Not Inventoried

13

Attachments

14

ROOM CODES (CI Locations)

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

Factory Operations Finance


Factory Operations Human Resources
Factory Operations Manager
Factory Operations Laboratory
Factory Operations Alfa Room
Factory Operations Diana Room
Factory Operations Engineering
Factory Operations Leaf Room
Factory Operations Manager Production
Factory Operations Manufactering
Factory Operations Obeya Room
Factory Operations Planning
Factory Operations Plotter & Documentation
Factory Operations Portuguese Room
Factory Operations Quality Assurance
Factory Operations Tabaqueira Room II
Factory Operations SG Room
Factory Operations Supply Chain
Factory Operations Supply Chain Planning
Factory Portaria Exterior Nascente
Factory Portaria Interior Nascente
Factory Portaria Exterior Poente
Factory Portaria Interior Poente
Factory Portaria Interior Poente TabTV
Factory Portaria Interior Poente Internet Corner
Factory Primary
Factory Primary Control Room
Factory Primary Electrical Maintenance
Factory Primary HMI
Factory Primary HMI Corte Lmina
Factory Primary HMI Aromatizador
Factory Primary HMI BBS Packing
Factory Primary HMI Bins1
Factory Primary HMI Bins2
Factory Primary HMI Casing
Factory Primary HMI Corte Nervura
Factory Primary HMI DCC's
Factory Primary HMI Dryer
Factory Primary HMI Infeed Cameras
Factory Primary HMI Infeed L11
Factory Primary HMI Infeed Nervura
Factory Primary HMI Linha 10
Factory Primary HMI Linha ET
Factory Primary HMI MBS
Factory Primary HMI Molhos
Factory Primary HMI Molhos 2
Factory Primary HMI Separadores
Factory Primary HMI Silos A
Factory Primary HMI Silos C
Factory Primary Internet Corner

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

Factory Primary Infeed TabTV


Factory Primary Infeed Operadores
Factory Primary Laboratory
Factory Primary Maintenance
Factory Primary Management
Factory Primary Mechanic
Factory Primary Merit
Factory Primary Process Improvement
Factory Primary Production Support Specialist
Factory Primary Quality Assurance
Factory Primary Quality Support Primary
Factory Primary Storage
Factory Primary TabTV
Factory Ripping
Factory Secundary
Factory Secundary Electronic
Factory Secundary Internet Corner
Factory Secundary-A LinkUp 01
Factory Secondary-A Carton Tracking 01
Factory Secondary-A ODPS 01
Factory Secondary-A LinkUp 02
Factory Secondary-A Carton Tracking 02
Factory Secondary-A ODPS 02
Factory Secundary-A LinkUp 04
Factory Secondary-A Carton Tracking 04
Factory Secondary-A ODPS 04
Factory Secundary-A LinkUp 06
Factory Secondary-A Carton Tracking 06
Factory Secondary-A ODPS 06
Factory Secundary-A LinkUp 07
Factory Secondary-A Carton Tracking 07
Factory Secondary-A ODPS 07
Factory Secundary-B LinkUp 08
Factory Secondary-B Carton Tracking 08
Factory Secondary-B ODPS 08
Factory Secundary-A LinkUp 09
Factory Secondary-A Carton Tracking 09
Factory Secondary-A ODPS 09
Factory Secundary-B LinkUp 11
Factory Secondary-B Carton Tracking 11
Factory Secondary-B ODPS 11
Factory Secundary-A LinkUp 12
Factory Secondary-A Carton Tracking 12
Factory Secundary-B LinkUp 13
Factory Secondary-B Carton Tracking 13
Factory Secondary-B ODPS 13
Factory Secundary-B LinkUp 14
Factory Secondary B Carton Tracking 14
Factory Secondary-B ODPS 14
Factory Secondary-B LinkUp 15

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

Factory Secondary-B Carton Tracking 15


Factory Secondary B ODPS 15
Factory Secundary-B LinkUp 17
Factory Secondary-B Carton Tracking 17
Factory Secundary-B LinkUp 18
Factory Secondary-B Carton Tracking 18
Factory Secondary-B ODPS 18
Factory Secundary-B LinkUp 21
Factory Secondary-B Carton Tracking 21
Factory Secondary-B ODPS 21
Factory Secondary-A LinkUp 22
Factory Secondary-A Carton Tracking 22
Factory Secondary-A ODPS 22
Factory Secondary-C LinkUp 26
Factory Secondary-C Carton Tracking 26
Factory Secondary-C LinkUp 27
Factory Secondary-C Carton Tracking 27
Factory Secondary-C LinkUp 28
Factory Secondary-C Carton Tracking 28
Factory Secondary-C LinkUp 29
Factory Secondary-C Carton Tracking 29
Factory Secondary-A LinkUp 48
Factory Secondary-A Carton Tracking 48
Factory Secundary Management
Factory Secundary Marlboro Room
Factory Secundary Mechanic
Factory Secundary Open
Factory Secundary Process Improvement
Factory Secundary Process Supervisors
Factory Secundary Support
Factory Secundary Triage
Factory Steam Central
Factory Technical Training
Factory Technical Training Celsius Room
Factory Technical Training Continuos Improvement
Factory Technical Training Library
Factory Technical Training Manufactering
Factory Technical Training Obeya Room
Factory Technical Training Pascal Room
Factory Technical Training Newton Room
Factory Treasury
Factory VAO
Factory Warehouse
Factory Waregouse 7
Factory Warehouse 8
Factory Warehouse 9
Factory Warehouse 10
Factory Warehouse 11
Factory Warehouse 12
Factory Warehouse 13

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

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