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Capgemini your global aviation partner CoE Aviation

Capgemini your global aviation partner CoE Aviation






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    Capgemini your global aviation partner CoE Aviation Capgemini your global aviation partner CoE Aviation Presentation Transcript

    • Together. Free your energiesCapgemini – Your Global Aviation PartnerCenter of Excellence AviationHikmat Mahawat Khan
    • Agenda 1 Capgemini 2 Center of Excellence Aviation3 Airline Challenges4 Airport Challenges 5 Fundamentals for success Together. Free your energies © 2010 Capgemini. All rights reserved 2
    • Capgemini is a global leader in consulting, technology, outsourcing, and local professional services Consulting services  Strategy and business transformation  Technology transformation  Functional expertise • Customer relationship management • Finance & employee transformation • Supply chain management • Marketing & Sales  We offer integrated services across fourTechnology services  Application development & integration  Open Source professional disciplines of  IT transformation: Strategy & Architecture expertise. These services  Package implementation range from strategy  Business intelligence  Portals development to IT  Infrastructure & Security  Radio frequency identification systems maintenance  Mobile technology  By combining their skills, the Group‟s four mainOutsourcing services professional disciplines  Business process outsourcing offer Capgemini‟s clients  Application management integrated transformation  Infrastructure management services  Transformational outsourcing  The Group also combines its areas of expertise to offer specific solutionsEducational services / across sectors University  Capabilities management  Standard / customised training  Assessments Together. Free your energies © 2010 Capgemini. All rights reserved 3
    • Capgemini Group is One of the World’s Largest Management and IT Consulting Firms Revenue 2009: €8,371 million “Cap Gemini S.A.” is a member of the CAC40, listed in Paris ISIN code: FR0000125338 Operating margin: €595 million Operating profit: €333 million Note: Our brand name is “Capgemini” but the name of our share on Profit for the period: €178 million the stock exchange is Net cash: €1,269 million “Cap Gemini S.A.” 2009 Global 2009 Business Mix 2009 Industry Mix Resource Distribution Consulting Energy, Utilities North Manufacturing, Rest of Europe,Local Professional Services & Chemicals Asia & Latam AmericaServices Retail, Distribution 6.7% &Transportation 13.0% 16.9% 27.5% Financial 16.5% Services UK & 40.0% Ireland 36.4% 6.9% 28.1% Other France Technology 8.0%Outsourcing Services Public Sector Telecom, Media Services Benelux & Entertainment Together. Free your energies
    • A Strong Presence… Group Workforce: 90,516 in More Than 30 Countries Working offshore: 28,004 Russia Canada All over Europe United States People’s Republic of China North America: Morocco Hong Kong Mexico 7,950 India Guatemala Singapore Recent acquisition of CPM Braxis UK & Ireland: Nordic Countries: 5,500 Brazil 7,844 3,681 France: Central Europe: Chile 19,771 7,724 Australia Latin America: 1,661 Argentina Iberia: Benelux: India: 4,943 11,163 22,178 Morocco: Italy: Asia Pacific: 261 1,510 1,830Group Headquarters: Paris, France as of December 31, 2009 Together. Free your energies © 2010 Capgemini. All rights reserved 5
    • Agenda 1 Capgemini 2 Center of Excellence Aviation3 Airline Challenges4 Airport Challenges 5 Fundamentals for success Together. Free your energies © 2010 Capgemini. All rights reserved 6
    • Capgemini Offers A Range of Competencies for Managing The Challenges of The Aviation Clients.... A Snapshot  CDM  Resource planning (crew, capacity etc)  Resource planning  Amadeus GDS  Airport capacity planning Material management  Asset management • Stock improvement  Green Aviation  E-commerce, e-distribution, e- • Initial provisioning CAA/ATM payment and ancillary • Purchasing  Operational excellence Airlines, Air Freight, Planning Alliances  Maintenance planning and inventory Subcontracting control MRO- 3rd Party  Planning tools for crew, fleet, Maintenance (line & base) Maintenance Training centres operations  Airline business and operation process design Engine & Airports Equipment Freight & Air Manufacturers  Sustainable airport Logistics  Inventory optimisation  RFID pax and cargo  Collaborative Decision Making (CDM)  Production planning optimisation  BPO manuals maintenance  Technovision  Business Information Management  Resource planning; stand and gate planning  Security and border control  Supply chain optimisation  Planning & simulation  Airport management and development  Reference models  RFID cargo Together. Free your energies © 2010 Capgemini. All rights reserved 7
    • The CoE Aviation Plays A Vital Role in Servicing The Industry in Generic Consulting and Technology Services Process  Business Transformation  Change Management  Business Case  People Case  Programme Management Office Technology Consulting  SAP / Oracle / BI  Operational excellence  RFID  E-commerce  APS  Supply chain  Business Analysis  Management  Payments  HRM  Finance Transformation Center of Excellence AviationCoE Aviation will mix and enriched Capgemini competences with aviation industry knowledge and tailor it to the customer. Together. Free your energies © 2010 Capgemini. All rights reserved 8
    • Agenda 1 Capgemini 2 Center of Excellence Aviation3 Airline Challenges  Our view  Ancillary4 Airport Challenges  e-Payments 5 Fundamentals for success  Distribution  Green Aviation  BIM  Planning Together. Free your energies © 2010 Capgemini. All rights reserved 9
    • Our View on Key Challenges in The Airline Business Airlines facing very thin margins – revenue from ticket sales is not sufficient to cover the cost Technology becoming a stronger component in all processes – the  Ancillary revenue position of IT is moving from having a network and databases to a  Distribution – Amadeus CSF tool  Green aviation Managing the processes and the customers requires embedding the  BIM newest technology – existing systems are limiting the success  Resource Planning The dynamics of the business requires faster and detailed high level management information at the same time – a thoroughly developed management information for every need in running the airline is fundamental for success Regulation, social and environmental demands require the airline to rethink its responsibility in carbon emission – key question is how to combine the business objectives with the social responsibility The resources of an airline are costly and efficiency in the use of it is the difference between profit and loss – it is about scheduling of staff, ground equipment, and fleet efficiently Together. Free your energies © 2010 Capgemini. All rights reserved 10
    • Airline business and processes simplified in a model; Capgemini services every aspect of the airline business Sales & Distribution Network & ScheduleSales & Distribution Product /Yield mngt service Yield Management Service Airport in Airport out Pre-flight Departure Flight Arrival After flight Passenger & baggage Aircraft turnaroundProcess Flight processes process processesResources Catering & fuel Fleet & maintenance Cockpit & cabin crew Together. Free your energies © 2010 Capgemini. All rights reserved 11
    • Ancillary Service Offering OverviewChallenges Faced with razor-thin margins and a sensitive industry Solution Snapshot temperament, Airlines need to address the lingering problem of ANCILLARY SERVICES THAT CAN BE OFFERED OVER AND ABOVE THE BASIC AIR THAT CAN BE OFFERED* ANCILLARY SERVICES TICKET sustainable growth with a permanent long-term solution Car Hire Hotel Bookings CROSS-SELLING Catering optionsCustomer benefits Trip/Travel Insurance Advertising and offers in in-flight magazine BASIC AIRLINE TICKET Changes in seating, baggage, etc. Airlines benefit from Capgemini‟s detailed approach of evaluating UNBUNDLING Cabin Upgrades Month 1 Program management Baggage Month 2 Month 3 Month 4 Month 5 Month 6 Implementation option PreferredContinuous Program Management, Risk Management and PMO and implementing Ancillary Services to augment their revenues Fees Seating Ancillary Capgemini Approach Quick Quick Wins (short term) Airlines can efficiently implement the entire ancillary offering end- Program Integration Workshop Scan Ancillary strategy report Implementation option Merchandise & Gift shop Online sales and distribution Lounge Access to-end in one go UP-SELLING Quick Co-branded cards Scan Quick Wins (short term) Distribution strategy report - Online | GDS Implementation option Website payments and fraud and risk managementOur solutions * Illustrative List only Quick Scan Quick Wins (short term) E-Payments strategy report Implementation option Definition Design Implementation Running the business Evaluation of Ancillary Services and making a choice Implementation of Ancillary Services Design of Seamless Online Sales & Distribution of Ancillary Services Design and Implementation of e-Payments for Ancillary ServicesOur approach / technology Evaluate potential products, implement on the right delivery channel and ensure security of transactions for customers For each step, use the “Quick Scan – Quick Wins – Report” Reference projects (selection) approach  Reference for payment type roll-outs and operational e-Target group payments issues at a large international carrier Airlines faced with stagnant revenue growth and looking to  Reference of operational excellence in e-business at a implement Ancillary Offerings to augment overall revenues leading European airline Together. Free your energies © 2010 Capgemini. All rights reserved 12
    • e-Payments Service Offering Overview Our solution (as part of Ancillary services)  In order to describe every aspect related to E-Payments within KQ , the E-Payment Strategy Model will be used.  This framework is a standard building block model within Capgemini for assessing the E-Payment strategy for online retailers. In effect, it contains the full scope of an end-to-end e-payments strategy. Marketing Business & Add-ons Opportunities / Innovation Exposure Accounting Security Fraud & Risk Payment & Legislation Information & Components management methodsStrategy Settlement Compliance Contracting Organisation Technology Foundation & SLA Together. Free your energies © 2010 Capgemini. All rights reserved 13
    • Distribution Service Offering OverviewChallenges Original service chain Today‟s emerging eCommerce markets, wireless and mobile Sales & Marketing Reservation agents Ticket office Check-in Lounge facilities Gate services In-flight services technology will influence demand for in-flight connectivity and  Personal  Seat  Ticket  Boarding  Lounge  Boarding  In-flight selling & call reservation pick-up pass services pass check services entertainment centre  Media adv.  Confirmation Original Service Chain Shifting to The Digital Service Chain in The New Era Digital service chainCustomer benefits Online Online Ticket Lounge Gate In-flight sales & Check-in reservation office facilities services services marketing A Richer Customer Experience and Profitability Through Online  eSales  eAdvertising  Online reservation  eTicket  eInterline with  Internet eCheck-In  Wireless lounge services  eGate  RFID  eFlight  eMail  Freq.flyer partner  Mobile technology Marketing, Sales and Service Optimisation  Ancillary eSales loyalty services  Mobile phone or SMS eCheck-In (2D code)  Mobile phone network  Last minute confirmationOur solution and approach Attract visitors Research, browsing Create online awareness Online marketing Find Call to action Online sales (Traffic) & ordering (Conversion) Explore Online Buy profiling Customer Online strategy centric Transaction / Conversion Analyse Enjoy & adjust Online support Online Measurement retention Growth Online service (Web analytics) (Return visits) Together. Free your energies © 2009 Capgemini. All rights reserved 14
    • Green Aviation Service Offering OverviewChallenges Faced with regulations as well as social responsibility, airlines need to consider a holistic view on environmental challengesOur approach Board to decide and to To turn the threat into a benefit the airline needs to address the Step 1 appoint program lead Step 2 four challenges and go beyond compliancy only  Developing a Green  Implementation of Aviation program  Approval from Board for Green Aviation program The Green strategy impacts the entire airline from Network and the plan including compliancy  Alignment of plan with Sales to Operations and E&M Corporate Strategy  Decision on involvementOur solutions Decide the lead of external support Program lead with ETS team within the airline with limited support from with support from Capgemini Capgemini To serve the aviation business in their green challenge Capgemini combines: • Aviation industry knowledge: Centre of Excellence for Aviation • Information services & management: Technology services • References in emission management in Energy & Utilities • Innovation consulting concepts: Business transformation and change management Capgemini will serve the aviation market towards green Capgemini’s cooperations offer an one-stop-shopping service for the aviation industry for their • Cooperation with others in the industry aviation with service offerings for all four challenges emission challenges ETS compliance Carbon trader Perception management BT & Strategy Climate Legal advice advisors Carbon strategy Auditor / Green rating® verifier model Together. Free your energies © 2010 Capgemini. All rights reserved 15
    • BIM Service Offering Overview Financial Energy, Consumer Telco Public Life Manufacturing Industry ProductsChallenges Solutions Services Utilities & Chemicals & Retail Media & Entertainment Sector Sciences & Transport Performance Supply Product Customer & Risk Regulatory Optimisation Chain Insight Channel Management Compliance Business Airlines facing though competition with low margins. Improvement Engagement Business Performance Management of yield and revenue on one hand and cost and performance Information Strategy improvement on the other hand is the road to success. Enterprise Delivery Model (BI Competency Centre and Service Centre) The need for the right information at the right level is a critical success factor. Technology Foundation BI & Analytics Data Warehousing Enterprise Content Management The major challenge is to derive the information from the large Data Management databasesCustomer benefits Solution Snapshot Intelligent Enterprises are organisations that are able to put Four Stage Maturity Model exploiting information at the heart of the way they do business as part of a continuous process Optimization Statistical Yield Demand Services Models Optimization Forecasting Optimization Competitive AdvantageOur approach / solution Market Spend Optimization Revenue Optimization Fuel Optimization Create an Intelligent Enterprise Roadmap Perf ormance Management KPI‟s Dashboards / Score Card Customer Network & Financial Revenue Operational Execute a value driver analysis at the airline that will identify and Insight Planning Insight Insight Insight prioritise the critical KPIs and drive the information requirements MDM Reports We will use our Airline industry experience to identify and prioritise Customer HUB Enterprise Data Warehouse Integration Data Quality Data Marts the relevant KPIs at the airline Commercial Operations Management Technical Finance Special Ticketing Services Sales Flight Crew Frequent Flyer Agent E- Commerce Staf f Cargo Value extracted from Information Together. Free your energies © 2010 Capgemini. All rights reserved 16
    • Planning Service Offering OverviewChallenges The resources in the aviation industry represents significant amount of the total cost and assets. The industry is a very capital intensive and marginal business. Efficient use or utilization of the resources are critical for the operational margin of a company.Customer benefits Optimized planning leads to significant savings in Costs which is a necessity in a high volatile low margin industry. Efficient planning can lead to significant savings, for example: • 1% optimization can save 12.000.000 usd in crew • 2,5% optimization can save 32.000.000 usd in crewOur solutions Resources are expensive and need to be planned efficiently and be utilized efficiently. Solution Snapshot Advanced planning is a powerful tool for this business Fleet Crew Gates Check-in Ground staffOur approach / technology In a highly volatile and low margin industry as aviation it is more Long term (6 – 12 months) Fleet planning (Aircraft type) Manpower planning Manpower planning than about just planning the resources. It is about the optimal utilization of scarce and high capital intensive resources through Mid term (2 – 6 months) Aircraft routing Crew pairing and assignment Gate planning Check-in planning Rostering Advanced Planning & Scheduling (APS) to have an efficient operation with lowest unit cost. Short term (2months Fleet control Crew control / Gate control Check-in Detailed ground staff tracking control – 1 day) planningTarget group Day of Revision Revision Revision Revision Revision• The resources in the aviation industry that are all eligible for operations management management management management management advanced planning are: fleet, crew, ATC staff, ground equipment, catering, ground staff Each module can be implemented separately or combined to form an integrated solution.• For airports, airlines, ATC‟s, caterers, ground handlers Together. Free your energies © 2010 Capgemini. All rights reserved 17
    • Agenda 1 Capgemini 2 Center of Excellence Aviation3 Airline Challenges  Our view4 Airport Challenges  CDM 5 Fundamentals for success  Sustainable Airport  Business Innovation  BIM  Technovision Together. Free your energies © 2010 Capgemini. All rights reserved 18
    • Our View on Key Challenges in The Airport Business Airport facing challenges strong coordination between various  CDM parties – operational efficiency can be improved with a triangle coordination airport – ATM - airlines  Sustainable airport  Business Innovation The environmental pressure on airport is increasing. Sustainable  BIM operation and growth is at stake – rethinking of pairing social responsibility and business objectives is the challenge  Technovision  SAP Airport facing very thin margins – revenue from airline is not  Resource Planning sufficient to cover the cost. How to generate revenue from the millions passengers passing through the premises is key to success The various systems and technology at an airport are mostly evolved over the time. Rethinking and setting the future state in a coordinate way is where Technovision will help them To manage the airport processes SAP has the appropriate modules to be integrated and imbedded in the systems The resources of an airport are costly and efficiency in the use of it is the difference between profit and loss – it is about scheduling of staff, ground equipment, and fleet efficiently Together. Free your energies © 2010 Capgemini. All rights reserved 19
    • Airport Business and Process Simplified in a ModelAirlineATC Ground Handling Airport operations Airport Sources: Distribution Lab Analysis. Together. Free your energies © 2010 Capgemini. All rights reserved 20
    • CDM Service Offering Overview Challenges  As Air Traffic Continues To Grow and Capacity is Stretched To The Limit, The Need for A Collaborative Decision Making Is at An All-Time High  Aviation Industry Challenges Pose Bottlenecks Across The Board for Airports in Reaching Their Key Business Objectives Customer benefits  CDM enables partners to share information and work together more efficiently and transparently with the common goal of improved overall performance Airport  Optimize the use of airport infrastructure CDM Triad Operations  Airport Operations  Reduce congestionPartners involved in cdm  Ground Handling  Reduce ground movement cost  Optimize the use of ground handling resources & their objectives COLLABORATIVE DECISION MAKING Air Traffic Control  Flexible pre-departure planning and  ATC reduction in slot wastage  Reduce Apron and taxiway congestion AIRLINES  CFMU  Improve Predictability  Improve On-time performance  Real time updates to network  Higher turn-round Together. Free your energies © 2010 Capgemini. All rights reserved 21
    • CDM Service Offering Overview, continued... Our approach / technology  The Following Transformation Map Depicts The Key Tasks / Activities for Achieving The Roadmap to CDM Implementation Establish Disaster recovery and Deploy software solution for capturing data points from Business Contingency plans for all IT Full CDM and information sharing platforms in Compliance Technical l/ Architecture Link AS-IS analysis of functions as well as airlines to existing IT systems case of emergencies determine and display accurate Evaluate the need for a take-off times software solution that can analyze all influencing Build TO-BE based factors to calculate more Document each process in on master data Share take-off time with detail, identifying process accurate taxi-time CFMU management and Enable Automation of Flight owners and KPIs V. Business real-time updates Progress Update Create contingency Map information flows and plans for Continuity Planning priorities and document emergencies Establish process for utilization of Build Data Build adequate display output from previous phases for Integration Plan take-off predictability Train key personnel on points for exhibiting flight emergency scenarios and status updates along the respective contingency plans Turn-round process Map AS-IS taxi-time Execution and Post calculation and Build data flows from Integration sequencing process turn-round and Support sequencing process to Iv. Dynamic Take-off calculate take-off Generate stakeholder buy-in Identify various on the cost and environmental Predictability Plan & implement Map AS-IS Turn-round parties and factors benefits of take-off data linkage with process and identify key that influence taxi- predictability CFMU milestones time & Sequencing Build algorithm for variably calculating Define each milestone in taxi-time based on air traffic, status of detail & identify alert functions, weather conditions, Conduct interviews with functional points historical data, etc, experts across ground functions to identify high impact areas for taxi-time Iii. Transparency in Process mapping of and delays established procedures for For each milestone, define information sharing between performance benchmarks, Sequencing various functions ownership & decision- Engage key functions impacting makers Ensure consistent data taxi-time to collaboratively devise Business Process quality along the Turn-round strategies for reducing taxi-time Process Impact Analysis of gaps and delays for identifying priority areas Assign timing & priority of Identify and assign responsibilities for updates along key milestones in updating flight status information along Ii. Turnaround the Turn-round Process the process Performance Gather stakeholder consensus on what Improvement Define Data processes need to be improved for Turn- Establish information Integration sharing protocol with the round Process Improvement Strategy CFMU* Identify Scope of data integration and responsibilities for all I. Streamlining involved parties Focus group workshops for leadership and stakeholders for agreement on standards for message exchange Information Sources Information Change ManagementSources: Distribution Lab Analysis. Together. Free your energies © 2010 Capgemini. All rights reserved 22
    • Sustainable Airport Service Offering OverviewChallenges  Create a positive image  Efficiency of airport operations Airports face an image-problem in the community concerning their  Stakeholder support  Better customer service environmental impact  Corporate responsibility  Reducing costs Airports need a license to operate and grow  Legislation  Increasing competitiveness Just like every other company, airports need to minimise their  A step towards Airport Carbon Accreditation contribution to CO2 emission and climate changeCustomer benefits Strategic and financial benefits: License to operate and grow Financial benefits • License to operate and grow • Financial benefits Airports can use sustainability as a marketing instrument 6Our solutions 1 Monitor & Airport should Reporting Vision on • Demonstrate their commitment to society sustainability • Contribute to a sustainable society within the boundaries of their own control 5Our approach / technology The road to Implemen- Airport 2 Act pro-actively tation Sustainability KPIs and • Determine sustainability-footprint boundaries • Determine possible sources of emission reduction • Control the implementation of the solutions 4 3 • Monitor and report emissions Strategy Sustainability footprints The sustainability circle addresses the challenges faced by the airport from creating a vision to monitoring and reporting results Together. Free your energies © 2010 Capgemini. All rights reserved 23
    • Business Innovation Service Offering OverviewChallenges Barriers: Modular Approach of Co-creation Airports are becoming less differentiated, to beat the competitors  Jointly with your customers, create new value propositions for Barrier different elements/modules of the airport: unique value has to be delivered to the customer A The client asks for a personalized experience that is adapted to Co-creatie: klanten & Fixed Assets faciliteiten voor co- (hardware & buildings) Luggage creatie Barrier B Entrances handling & Exits his specific context in time. Technologie : Business Intelligence Difficult & expensive to change hardware In the new economy old innovation and marketing approaches do  fixed assets Shops Gates &  fixed procedures Parking Waiting room & Catering Hallways not work anymore  Airport is not the obvious co-creation partner  lack of tools/knowledge and right cultureCustomer benefits Develop value propositions that are flexible and adaptive to the changing needs of your customers, by using IT systems With Co-creation you involve your customers and partners in your  Use flexible components like software and processes to reach a dynamic value innovation and marketing initiatives, enabling you to create added proposition  Capgemini‟s Technovision can help to map the business drivers of Copenhagen value for the individual need of the customer Airport to the technology solutionsOur solutions Although the benefits of co-creation are clear, currently some Client Centric Innovation ‘3 steps approach’ Step 1 factors hinder the progress implementing it at airports Capgemini These barriers can be overcome by the dynamic value proposition Further (trend) research CXX Capgemini Workshop – part I Workshop – part II Capgemini CXX & CapOur approach / technology • Verify as-is and • Determination Business case for Analysis of results to-be position for Co-creation Implementation of Client Centric chosen scenario & workshop (all) brands forms co-creation Modular approach of Co-creation Innovation Survey preparation • Verify preferred routes • Exercise: „benefit tree‟ and co-creation forms initiatives Develop Value Propositions that are flexibel and adaptive to the Future CXX changing needs Concept Business decision Go / No Go Storyline Use the client centric centric Innovation „3 step approach‟ „CXX 2020‟ Step 2 Step 3 Stakeholders Communications Together. Free your energies © 2010 Capgemini. All rights reserved 24
    • Technovision Service Offering Overview Seven Technology Clusters as defined in the “TechnoVision”: A new generation of user interface technologies and Internet-based collaboration platforms makes for a compelling, highly individualized experience. Through it, users connect freely to the outside world to act, interact, collaborate, co- create, learn and share knowledge. To grow and innovate, organizations must be able to freely connect to the outside world. This is not only to transact in more or less predefined and predictable ways, but more and more also to interact: finding unique, new ways of collaboration and co-creation, using technology to align and combine capabilities, exploring new sales and delivery channels and unleashing the potential of collective wisdom. Organizations will be able to change their processes on-the-fly to reflect and accommodate changes in the volatile, interacting business ecosystem. The underlying information systems that support and enable these processes must consist of fine-grained, configurable services that can freely be composed and orchestrated into new solutions. The new generation of tools for process modeling and monitoring provides the means to tune processes at the very moment they are being executed, and through „composite applications‟, the supporting systems can quickly and easily be configured and adjusted. Detailed insight into crucial data and events is a necessity for organizations that want to navigate a constantly changing, information-rich environment and requires a solid grip on the governance of data. Through the emergence of open standards and Service-Oriented Architecture, structured and unstructured data can now be extracted from many more sources, often in real time and increasingly from outside the organizational perimeter. Core, commoditized business solutions will be increasingly delivered as little-customised, standard software, supplied through Software-as-a-Service. More and more market (sector) specific core services will be delivered through this mechanism, freeing organizations from having to spend the bulk of their time, budget and resources on building and maintaining commodity systems. Eventually, many of these „Sector Services‟ will be completely executed by external providers. Infrastructure evolves into a utility-style info structure, supplying all the infrastructural services that an organization needs to run its business on, including application, information, exchange and collaboration services and – sooner or later – core commodity business services. LiberArchitecture describes the elements of an architectural approach to take full advantage of the emerging technologies in the other clusters. It do not only pertain to horizontal, infrastructural standards, but also address vertical market- and industry-specific requirements for information exchange and collaboration. Together. Free your energies © 2010 Capgemini. All rights reserved 25
    • Technovision Service Offering Overview, continued... Airports can improve their future-readiness by connecting the TechnoVision with their Business Drivers to generate an IT Transformation map Translation to actionable client business Connect influence of technology evolution to 1 drivers 2 client business drivers Based on Airport industry generic drivers, Co-relate Business Drivers with the outline the drivers specific to the Client TechnoVision clusters CLIENT SPECIFIC CLIENT SPECIFIC AIRPORTS BUSINESS BUSINESS DRIVERS BUSINESS DRIVERS Reduction in DRIVERS Reduction in Passenger Check-In Passenger Check-In time by 20% time by 20% Improve capacity Improve capacity utilization by 15% by utilization by 15% by 2012 2012 Creation of the agora Generation of roadmap 3 4 Identify and prioritize the most Critical Create an Transformation Roadmap for IT, technologies in driving the company business based on the identified priorities in the Agora 90 Days 2009 2010 AGORA Reduction in business drivers Client specific Passenger Check-In time by 20% Improve capacity utilization by 15% by 2012 Together. Free your energies © 2010 Capgemini. All rights reserved 26
    • Agenda 1 Capgemini 2 Center of Excellence Aviation3 Airline Challenges4 Airport Challenges 5 Fundamentals for success  Business Case  Program Management  Change Management Together. Free your energies © 2010 Capgemini. All rights reserved 27
    • CoE Aviation Believes In “Setting and Getting The Basics Right Is Fundamental for Success” Business case  Business targets are clear and measurable  Business benefits tracked  Focus on results Program Management Office Change management  Organised PM staff  Foundations are ready  Smooth PM processes  Anticipated changes  Visibility on progress  Strict procedure to manage changeCoE Aviation will mix and enrich the Capgemini competencies with aviation industry knowledge and tailor them to fit the requirements of the customer. Together. Free your energies © 2010 Capgemini. All rights reserved 28
    • Business Case Leads The Required Change in The Company. Why Should it be Done? What Is It Actually?Why a Business Case?  To make sure and demonstrate that the company will create value by investing in a proposed solution  To financially justify an investment for a proposed solution  To help company to take decisions in a professional way  To prevent the company from investing in solutions that do not create value  To compare various solution alternatives  To have a clear understanding of the benefits and costs  To be able to assess the risks  To have an approach and metrics for measuring the success of the proposed initiatives, during the implementation phase and thereafter What is a Business Case?  A Business Case is a financial justification for a proposed investment (in our case: a programme)  A positive business case shows that the return (the benefits) exceeds the investment (the expenses)  The Business Case • Should prevent investing in something with a bad return • Should not prevent an investment that has a good return  A Business Case can be used to compare different investment alternatives Together. Free your energies © 2010 Capgemini. All rights reserved 29
    • Program Management Office Provides A Structured Way to Coordinate Complex Projects Integrated Planning and Support The Program Management Office (PMO) is the Business Change Management Establish project approval guidelines cornerstone of Capgemini approach to Project  Coordinates the impact of organisational change Management. The PMO provides the necessary Consolidate project plans into a program master  Defines level of consistency in human resources project management and support functions to plan plans enable project teams to perform effectively and Identify interdependencies • Roles and responsibilities definition efficiently. The PMO facilitates performance of Elevate scope / design conflicts all the critical functions • Job and skill requirements definition Coordinate resolution of conflicts through project • Career planning management • Performance measurement • Hiring / severance planning Performance Measurement and Reporting Financial Management Program Communications Establish guidelines for reporting project  Develop a process for project budget approval  Identify program stake-holders progress against milestones, schedules, and  Develop the project business case requirements  Develop and execute communication strategy for budgets  Develop guidelines for reporting financial status program stakeholders Summarise status for executive management of initiatives, including budget variances  Review communications with affected initiatives Coordinate management of significant issues Establish guidelines for benefit tracking and report progress against plans Risk/Quality Management Resource Management Results Tracking Establish customer-oriented, quantifiable quality  Assist in the reporting of resource requirements  Establish quantifiable goals and measures measures • Time-phased by skill type  Establish procedures to report and monitor Establish procedures to report and monitor • Project and permanent resources measures measures  Assist in the allocation of constrained  Track cumulative results against plan Establish program / project risk reporting  Resources to initiatives with greatest need guidelines Ensure development of mitigation strategies by project management teams Together. Free your energies © 2010 Capgemini. All rights reserved 30
    • Our Approach Is About Leading Individuals Through Change to Create Commitment and Deliver Benefits Commitment 100% Degree of support for the change “We like to do it this way” Involvement “Let‟s test it. Let‟s do it” Engagement “This looks OK” Understanding “I see the implication for me / us” Contact Awareness “I know what it is” Benefits “I‟m being told about something” 0% TimeTaking people with us and changing behaviours in order to bring about successful change. Together. Free your energies © 2010 Capgemini. All rights reserved 31
    • How to Ensure Business Objectives Are Met? How toEnsure Good Quality? How to Finish The Project in Time?  Your needs drive our tailored service offering  We can assist you in multiple ways  “Help me do it” – Consulting & Technology services  “Do it for me” – Consulting, Technology & Outsourcing services  We, Capgemini Aviation consultants would be glad to help you with this important cornerstone project How can we help you? Together. Free your energies © 2010 Capgemini. All rights reserved 32
    • Contact Details Hikmat Mahawat Khan MSc MBA Principal Consultant Center of Excellence Aviation Capgemini Nederland B.V. Papendorpseweg 100 – P.O. Box 2575 3500 GN Utrecht – The Netherlands Tel. + 31 30 689 0000 Mob. +31 6 15030946 hikmat.mahawatkhan@capgemini.com www.capgemini.com Together. Free your energies © 2010 Capgemini. All rights reserved 33