Graduate engineer for Computer Science at University of Applied Science, Gießen-Friedberg

Transcription

1 PegaWorld Vodafone is one the world s largest Communications companies, with over 400 million customers and 90 thousand employees in over 30 countries. One of the largest markets is in Germany. Their enterprise business shows continuous growth and has become increasingly complex due to acquisitions and fragmented IT systems, and at the same time Vodafone wants to create standardization and synergies. Vodafone Germany took the approach to decouple their legacy from the business to become more agile. The lifeblood of their enterprise business is processing customer requests and orders. The perfect order is digitally captured, right the first time, visible, and automated. It creates a differentiated customer experience, reduced onboarding times, increased sales and operational efficiency. In this session you ll learn how Vodafone is using Pega to deliver digital order capture, technical order fulfillment, and business process automation with case management. And you ll learn how they ve approached transformation using a phased, pragmatic approach that won the 2014 Gartner BPM Excellence award. 1

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4 Jens Fudickar Who is talking to you? Graduate engineer for Computer Science at University of Applied Science, Gießen-Friedberg Working for Vodafone Germany since 1999 in various roles Project lead of the first Pega implementation project in Vodafone Germany Head of the Enterprise BPM Competence Group 4

5 Agenda Vodafone Facts & Figures The Overlay and Big T Start small and grow later The Takeaways Benefits and lessons learnt The Project E2E Overlay for Enterprise customers enabled business The Journey Three projects to come from an idea to the vision 5

6 VODAFONE Facts & Figures 6

7 Globally at home. Infinitely active. What characterizes us Vodafone Group: established in 1984 in Newbury, United Kingdom Stakes in mobile communications networks in 30 countries and partner companies in further 50 countries A total of about 404 million customers around the world A global employer of approximately 91,000 people One of the largest companies in the world Second most valuable brand in Europe 7

8 Everything from a single source Implementing the vision Digital Vodafone Germany pioneers of the mobile world Vodafone Germany * Integrated communications group offering mobile radio, fixed network and broadband services, mobile data services and TV from a single source 10,500 employees Sales revenues: 9.8 billion ** Approximately 32.3 million mobile and 2.95 fixed network customers Roughly 23 percent of Vodafone Group s earnings (EBITDA) Kabel Deutschland * 3,700 employees Sales revenues: 1,9 billion 8,4 million customers, of which 2,2 million are broadband customers * As of FY 2014/15 ** Combined with Kabel Deutschland 8

9 Vodafone: Good connections for companies The Challenge: support dedicated Enterprise Business processes for best customer experience Relevant Growth for years Business Transformation ongoing IT-Strategy supports Transformation 9

10 THE PROJECT E2E Overlay for Enterprise customers enabled business 10

11 Digital Transformation Challenges & Demands Transformation need driven by four major fields of challenges & demands Business Environment Increasing complexity through merging industries, globalisation & digitisation Market Cost pressure through commoditisation and strong digital competition Enterprise Customers Need for secure, reliable, and adaptable service & network provider Vodafone Need for differentiation while increasing efficiency and stabilising margins 11

12 Vision of Digitalizing customer requests & orders will drive the excellence of our lifecycle processes Common Enabler in Place Offer Configuration / Guided Selling Generate Clean Requests Request Orchestration Run User Profile Customer Data & Sales Assignment Product Portfolio & Product Specifications Clean Digital Request / Order Commercial Fulfilment Technical Fulfilment Sales Management Online Self Service Cross-Channel automation of customer care workflows, interaction and E2E processes Availability Information Transitions to Customer Lifecycle (Online, Cust.Care) Transparent and proactive technical SLA and incident management Standard Price

13 Impact on Customer Experience Implementing the vision Digital Onboarding will lead to superior customer experience SELL BUILD RUN Customer is understood and informed Customer gets easy buying experience Customer gets product faster Customer experiences First Time Right 360 view on customer in Sales and Service know customers situation and needs Offers focused on customer s needs Cross channel service journey & cross channel status information Clear presentation of product portfolio and intuitive guidance for offer & order configuration Fully automated and paperless end-to-end processes Transparent end-to-end orders and trackable end-to-end SLAs Significantly quicker fulfilment of customer s orders and requests Elimination of manual interfaces and workarounds Increased sales efficiency Significant increase in number of orders and requests without errors and clearings Offering of feasible products only

14 Enterprise Business IT-Overlay Overlay allows customer and user oriented seamless processes SELL BUILD RUN Order & Contract Management Service Config. Online Billing Service Monitoring Incident Management Customer Self Care Lead & Prospect Management Opportunity Management Digital Proposal Digital Order Commercial Fulfillment Case Management Customer Care Billing Service Management DO BPA Business Process Automation Availiability Check Input Management Technical Fulfillment etop Customer Data Local Customer Hub Products Solution Catalogue 14

15 THE OVERLAY AND BIG T Start small and grow later 15

16 Why BPM and Pega PRPC In Vodafone Germany the enterprise business is different from the consumer business Consumer is standard business and highly automated. Enterprise business is reusing consumer standards but highly individualized and accordingly less automated. The consumer systems did not fit the enterprise needs since only parts of the enterprise processes are supported. Simple tools (e.g. based on Excel) are used to fit the gaps between the consumer systems. This leads to the situation that the user has to know what when and where he has to do. There is no application based workflow support. Enterprise IT decided to choose a BPM based approach to improve process adherence. Pega PRPC was chosen because of the core functionality WYSIWYG process design the possibilities to build flexible and specialised processes Fast software delivery capabilities 16

17 BPM overlay cross the legacy Common problem of IT landscapes: Lots of legacy Lack of integration No process flows between the legacy systems No time and no money for greenfield approach Vodafone s solution approach: Use BPM as overlay and orchestration solution to navigate and coordinate between the different legacy systems Start small and grow later 17

18 Enterprise IT - general approach IT Architecture From initial situation to future mode of operations. 0. Initial Situation 1. Enablement 2. Decomposition 3. Endstate Legacy dominated Enterprise Business based on Consumer Multiple systems / manual interactions Process oriented frontends End-2-End approach Business Process Management enabled Frontend stable and decoupled Core function separation Optimization / Replacement Roadmap to Target Optimization / Replacement completed Reuse of capabilities and overlay Incremental Strategy to support urgent needs Limited risk Decoupling supports most future options for legacy stack

19 Project History Preparation R 1 Showcase etop R 2.1 R 2.2 R 3.1 R 3.2 Preparation BPA R 1.1 R 1.2 R 2 Digital Order Preparation R 1 R 2 Planning Implementation Rollout 19

20 The Big T How to solve the time & budget dilemma Business Idea: Full blown solution to handle all type of enterprise customer requests in a fully automated system, fully integrated into legacy. The Challenge: Less Time Less Budget. The Solution The Big T Full Blown Project Scope 20

21 The Big T Step 1 Case overlay versus detailed automation Generic case process to handle all requests end to end. Focus on catching all request types and not on automation. Most steps are manual assignments which tell the user what to do in the legacy systems. Concentration on status aggregation of legacy processes to have one system which knows the case status and the detailed legacy status. Access into legacy applications using deep-links. The consequences are, that there are initially additional efforts because of duplicate work of the users in multiple systems. Project Scope Step 1 21

22 The Big T Step 2 Case overlay versus detailed automation Build specific case processes for the most important processes. Importance could be based on numbers, duration, pain, quality, Automate single assignments by integration into legacy Introduce new interfaces to the legacy 22

23 The Big T Final Step Case overlay versus detailed automation Build more specific case processes Automate more assignments by integration into legacy Replace legacy functionality by BPM functionality. Not all steps must be automated! 23

24 THE JOURNEY Three projects to come from an idea to the vision 24

25 BPA Business Process Automation Description 25

26 BPA Business Process Automation Benefits 26

27 DO Digital Order Description 27

28 DO Digital Order Benefits 28

29 etop Enterprise Technical Order Processing Description Technical fulfilment system for non automated fixed net enterprise orders Two main modules: Planning & dispatching Project planning for big rollout projects Skill based routing Load based dispatching Technical fulfilment Service catalogue driven process execution Mixture of manual tasks and automated steps / integrations For this project Vodafone received the 2014 Gartner BPM Excellence Award. 29

30 etop Enterprise Technical Order Processing Key Deliverables Scheduling and precise controlling of fulfilment resources Automated, secured processes & confidential service catalogue Order validation & project tracking Quality enhancements of interfaces towards legacy systems Introduction of new interfaces towards legacy systems Goals Replacement of the old fulfilment tool Reduction of effort for implementation by appr. 30% Reduction of average duration/activation by 3 days Individually and cost efficiently adaptable for new products Quality enhancements 30

31 etop Enterprise Technical Order Processing Benefits Million min. / year Savings [ fulfilment time ] Before etop Release 2 Release 3 Implementer Dispatcher PMT-G Mio Costs vs Savings [ ] 31

32 Future Phases Description 32

33 THE TAKEAWAYS Benefits and lessons learnt 33

34 Business Integration The first character in BPM is business BPM projects will always have a big business impact, the way how business is working will change. Projects introducing BPM software are not IT projects. Start with process definition and business alignment before defining software requirements. Business have to be integrated into the project from the first step of requirement gathering over the testing into the final business transformation and rollout. 34

35 Agility against legacy and waterfall It s a dilemma Normally the Pega process of DCO s is the perfect approach to deliver the software in an agile way. Without a company culture of delivering software in an agile way pushing agile will lead to problems. In Vodafone Germany waterfall is established for the project/budgeting processes and for the legacy development. We now use the DCO approach to write the specification in an agile way. Only when the specification is finished / signed by business we start the software development (which could be done agile again). 35

36 Agility against legacy and waterfall Development Lifecycle Setup G0 High Level Requirements Definition Business Requirements Requirement Definition G1 Preparation DCO DCO DCO... DCO Finalisation UC Specification and Functional Documentation (UseCase signed, Functional Fixed) IT Specification Specification Business Part IT Spec Implementation G2 Analysis Sprint Sprint... Sprint Test Test... Documentation and Presentation Finalisation Test Acceptance Serial Software IT-Development Go Live G5 Rollout Training and Enablement... Rollout Rollout Deployment / Operations G6 Iterative Business IT-Ops 36

37 What would I suggest? Business, Business, Business!!! (From an IT-Perspective) Processes, processes, processes!!! Don t use automation as the main benefit, concentrate on process execution. Execution before Automation Train the Pega methodology before you start. Training is needed for business and IT AND management. Build a Center of Excellence / Competence Group as early as possible. Start small and grow later 37

38 Q & A?!?!?!?!?!?!?!?!?!?!?!?!?!?!?!?! 38

39 Q & A

40 Contact Jens Fudickar Vodafone Germany Head of BPM Competence Group 40

41 Opening with the Vodafone context of strategy, transformation approach and collaboration with Pega in current program and other programs(etop, BPA) Talk about the reason for change Digital Order project; lost orders, blocked order, slow order cycle time, etc Describe what you have built for Digital order; working with existing industrial systems to create a better end result Explain why Pega was the best solution. You can go into alternatives that you evaluated. Explain the different upstream systems/channels etc. Explain issue with orders from upstream systems. Discuss how you are driving the business transform to uptake the new solution. Describe value in terms of dollars or time saved. If you don t have actuals then you can use expected results. Discuss future plans or phases of program Finishing up with the lessons learnt and some ideas of what you might have done differently if you knew then what you know now. 41

42 Savings Project [ fulfilment etop time ] Million min. / year Implementer Dispatcher PMT-G Before etop Release 2 Release 3 C2 - Internal 42

43 Business Case Costs vs Savings [ ] Mio Release Release 2 Savings Costs Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q C2 - Internal 43