avendi consulting gmbh Continuous Business Improvement Processes for Telecom Services

Transcription

1 avendi consulting gmbh Continuous Business Improvement Processes for Telecom Services 3rd IEEE Workshop on Telecommunication Project and Quality Management Bonn, 11/04/2008 Dr. Detlef P. Zaun

2 Profile avendi consulting avendi is bundling many years of experiences and competences in the domain of national and international consulting Headquarter: Cologne, Germany Our national and international markets: Telecommunications Mobility management / toll service operators Health care Utilities Our strength is to optimise the dialogue between management and technology. Continuous Business Improvement Processes for Telecom Services No. 2

3 Our daily business Excerpt from our portfolio: Management and technology consulting Organisational, process and strategy consulting Requirement management Analysis and design of IT and business architectures End-to-end project management Some core topics: Billing and accounting CRM, business intelligence and financial management Management services Quality management and continuous business improvement Network planning and network management IT security and RFID technologies SAP solutions Procurement and purchasing optimisation Continuous Business Improvement Processes for Telecom Services No. 3

4 The Story The presentation will show A project example for a new holistic quality management approach Cause and need for this approach Reason for failure of existing project methods Our procedure model in the project The implemented solution Results after 6 months Useful tools for further projects Continuous Business Improvement Processes for Telecom Services No. 4

5 Starting position Risk assessment for billing quality of a mobile telco operator after a public media attack Claim for total quality approach to achieve continuous business improvement and sustained success General interacting key value drivers: High cost pressure in telecommunication markets Decreasing prices and marges Time-to-market pressure Claims for higher quality Demand for more costumer centricity Extremely high and dangerous complexity in operation Organisation processes - IT Lack of appropriate mindset of management and employees time-to-market! costomer complaints In general: the need of a holistic project approch which will cover all the value drivers in an end-to-end view downward spiral outdated tariffs complexity Continuous Business Improvement Processes for Telecom Services No. 5

6 Results The missing link Project classical approach Line organization Risk Assessment Project planning Implementation & Monitoring need for management by objectives Identification Responsibilities Integration into programs achiving sustained success SWOT analysis Consolidation of threats Priorization Single action items Consolidation of actions Program management Project management Timeline Budgets Escalation procedures Integration into projects Installation into line orga. Monitoring progress Reporting??? neccessity for end-to-end view improvement of mindset bundling and transfer of know how claim for continous business improvement Collect Infos Analyse Need for a continuous total quality framework for continuous business improvement! Contolling of measures Definition of Objectives Total Quality Framework Presentation Strategy Concept Planning Installation Continuous Business Improvement Processes for Telecom Services No. 6

7 Need for action why well-known methods alone don t work The competitive situation requires to bringing new products to market in a cost-effective way and with increasing frequency. A sole enhancement of quality is not sufficient! Performance has to be improved in general Time to market balance Perceived Quality Growing complexity binds internal resources exponentially - the IT infrastructure teeters on the brink of collapse. Straight processes and define precise requirements Clear and barrier-free handover at interfaces Simplify tariffs Install an end-to-end view The daily work governs the mindset. Attention of the departments is focused on special requirements, but not on customer needs. A cross.functional approch to work is neccessary Knowledge has be transparent and interconnected. Global interest has to determine the mindset of each employee clearly more strongly Resources Focusing on single aspects will not solve problems acrossthe-board! To find and keep the optimal balance means having a clear advantage in competition. For achiving such a sustainable advantage, a central instance is needed! Continuous Business Improvement Processes for Telecom Services No. 7

8 The Challenge Goals: Implementation of the Customer Centricity Principle on all levels of the organisation Significant improvement in quality, flexibility, and performance Cross-over linking-up of existing know-how Optimised balance of time-to-market, quality, and resources Reducing complexity Approach: Identification of relevant processes and key players Definition of a Total Billing Quality Framework (TBQ) in IT, organisation and process landscape Holistic End-to-end views and responsibilities Remove process and communication breaks and boundaries Management by objectives Create a common mindset with focus on collaboration and customers view Generation of a concept for operationalisation Identification und linking of accompanying projects and activities Ensure continuous business improvement (CBI) by TBQ Continuous Business Improvement Processes for Telecom Services No. 8

9 Role of the instance CBI-TBQ Coach enabler instead of show-stopper! TBQ is not a pure improvement of quality, but an implementation of TBQ goals in the organization Consultant Propagation of company goals Representation of customers view Coaching of employees Showing the importance of customer centricity TBQ means improvement faster more flexible top quality Bundling information Creating transparency Sharpening requirements Checking existing processes Defining target processes Implement target processes Challenge and change divison of work Ensure project view Change Agent Minimise complexity and remove bottlenecks Reduce organisational interfaces Represent company policy Continuous Business Improvement Processes for Telecom Services No. 9

10 CBI-TBQ Framework TBQ connected with process elements TBQ manager is involved in processes TBQ manager is part of scheduled meetings TBQ manager ensures communication TBQ manager establishes customer view P 11 P 12 P 13 P 21 P 31 P 41 P 62 P 63 TBQ manager is part of Collect Infos Analyse QS board executive board Installation of TBQ framework in line organisation TBQ manager is contact person Contolling of measures Definition of goals Total Billing Quality Framework Presentation Strategy development Conception, planning and implementation TBQ manager is member of customer board operations board TBQ manager is represented by TOP level board TBQ associated with process elements TBQ manager informs and gets informed TBQ manager can act ad hoc TBQ manager is enabler for the framework TBQ manager promotes for customer view P 48 P 105 P 55 P 56 P 77 P 98 P 106 P 107 P 121 Continuous Business Improvement Processes for Telecom Services No. 10

11 Effects Increased process speed: The TBQ manager ensures reaction within seconds! Responsibility may be cleared later New products get now implemented on the fly (8 weeks 1 week) Installation of an early warning system by reviewing customer complaints, incidents, customer feedback and customer experience by a central requisitioner End-to-end production line by changing IT infrastructure, processes and organisation Breakup of problem backlogs on divisional borders TBQ fends off uneffective actions Implementing a new powerful life cycle management Setting up new communication structures and pannels Divisions now acting as collaborative partners Decentralisation of the internal quality management Continuous Business Improvement Processes for Telecom Services No. 11

12 Results implementing CBI-TBQ Speed Better planning because of lessons learned from realised products Enhancement of throughput by enabling a production line Unblocking resources by simplifying processes Additional process optimization to reduce complexity Flexibility Quality Direct and flexible reaction to customer needs and wishes Dynamic clearance by a central contact instance Flexibility by lessons learned from existing products Reduction of complexity by a holistic view Reduction of complaints and credits by a realised customer centricity The added value: Quality will be produced and not added later Channeling of communication with permanent contact persons for unbureaucratic coordination Implementation of common goals in individual target agreements Enabling and Coaching TBQ ensures the collective traceability of cross-functional quality targets for the optimal balance between quality and time-to to-market in consideration of the customers point of view Continuous Business Improvement Processes for Telecom Services No. 12

13 Usefuls tool for total quality projects Network Assessment (by ESG) Problems of many organisations: complicated structures, redundant information, inefficient communication, undefined roles and areas of responsibility, wrong use of competences and soft skills Solution: visualisation of communication processes, recognition of weak relations, recognition of structural holes -> Concepts for optimisation of communication processes Continuous Business Improvement Processes for Telecom Services No. 13

14 Useful tools for total quality projects IPS Audit framework (by ascom) IPS Audit is a universal tool for the collection and processing of mass data. This solution enables the comparison of internal data with target data or third party receivables Example: statements and disputes in wholesale and interconnect business MDA mass data analyser toolset OFA On-demand financial analyser/report Example: OCA on-demand CDR analyser/reporter Continuous Business Improvement Processes for Telecom Services No. 14

15 Thank you! Your contact avendi consulting gmbh management and technology consulting Schanzenstraße 30 D Köln Phone: Fax: Internet: Continuous Business Improvement Processes for Telecom Services No. 15