Presentationer ipt uc mobilitet 2010

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Presentationer från IP-telefondagen, Mobilitet & Unified Communications 2010. Arrangör Ip-telefonidagen, Midfield Media, www.ip-telefonidagen.se, www.midfieldmedia.com

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Presentationer ipt uc mobilitet 2010

  1. 1. Preparing for the New UCC Paradigm Leif-Olof Wallin Notes accompany this presentation. Please select Notes Page view. These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
  2. 2. Clashing Organizational Roles Hi, I'm a Phone Guy And I'm a Software • My PBXs have run our Based VoIP Guy business for decades. • What's a PBX? Why change now? • VoIP works just fine, and • We've invested millions when it doesn't, I always in our infrastructure. We have my mobile. can't just junk it all. • Who needs 100% uptime? I • Who wants to shout at have lots of other ways to their screen when they communicate and already have a phone? collaborate! • You say you don't need • I use Skype, AIM, Second support, but when it Life and Facebook already. breaks, I get the blame! Why can't you offer me • It's insecure! It's something like that? unreliable! You'll be • IT'S FREE (or nearly so). sorry!
  3. 3. Key Issues 1. What will be the key UC technology trends through 2014? 2. Which UC solutions will deliver the greatest value to enterprises? 3. How should enterprises develop a UC roadmap?
  4. 4. UCC: The Melding of Two Markets Unified Communications And Collaboration Voice Unified Unified Messaging e-mail Email Messaging Wikis Mail Voice Unified Mail Messaging E-mail Wikis Audio Audio Social Team Social Team Conferencing Conferencing Telephony Presence PresenceSoftware Presence Workspaces Software Workspaces Other Video Web Instant Collab. Conferencing Conferencing Messaging Other Video Web Instant Tools Instant Web Collab Conferencing Conferencing Messaging Messaging Conferencing Tools • Some technologies remain distinctly in the realm of communications (telephony, for example), while others remain distinctly collaboration (for instance, team work spaces and social software). • Mobility is a requirement of all these technologies.
  5. 5. The Business Value of UCC Strategic Value Enterprise Improve performance at an enterprise or Process department level, on a scale beyond what Changing is offered by personal or group UCC. Synergistic UCC in one Revenue area benefits Creating Collaborative other areas. Support collaborative and team activity. Leverages TCO Improves the effectiveness of workgroups investments Bundle in planned and ad hoc activities. across multiple Direct applications. ROI Personal Geared toward personal productivity. Tactical Makes individual's tasks easier and Value more effectively accomplished. Business Immediate, tangible, Long-term value for Value quantifiable benefits employees and customers
  6. 6. Shifting Focus of UCC Technology Focus: Device & Web-Centric Multivendor Integrated Area User-Centric Flexibility Portfolios Silos Separate servers Communication Personalized with Integrated Pre-integrated PBX, e-mail and Services control in clients Web and mobile servers more Data-center model; Infrastructure Blended carrier- Standards for Only TCP/IP SOA & Web Model premise model key app. servers in common services Business Blended Plug-ins for Plug-ins for One-off server Application business- app. suites: key applications: integrations Integration consumer such as ERP, SCM collaboration Some shared Gartner Management and SLAs based on Shared directory Separate admin. Analysis personal goals admin., reports, and some reports Hype and reports analytics Cycle On-demand; Consolidation: Preserve existing Value to Business Process across- platform & investment; & Business Model transformation organization vendors tactical ROI Value to Customer and to the Corporation Higher Lower Willingness to Invest in Technology
  7. 7. Balancing What You Buy and What You Get Then Training to Maximize the Value Supports Supports Supports • Voice (Enterpris • Softphone VoIP/UM • VoIP/UM and Cellular) • E-mail/PIM/UM • TTS E-mail/PIM/UM • Vmail • Instant Messaging • Instant Messaging • PIM – Presence • Presence • Softphone VoWiFi – VoIP • Audio Conferencing • Softphone Vo3G – Audio/Video/Web • Videoconferencing • Email/PIM Conferencing • Instant Messaging • Audio Conferencing • Presence • Videoconferencing • 3-Way Calling • Web Conferencing • SMS • SMS Duplication of functionality and costs will and should exist for multiple years. Training is essential to ensure that users become familiar with the new solutions while product and functional rationalization occurs.
  8. 8. The Video You See and the Video You Don't Telepresence Videoconferencing Personal Video • Annual Volume: For Every Telepresence 20 HD Systems 3,000-4,000 Personal Video • Location: Dedicated Room Shared Room Where There's a User • Usage: Scheduled Scheduled Ad-Hoc • Bandwidth Design: Dedicated Priority Best Effort • Bandwidth per Call: 10-15Mbps 1.5-2Mbps .35Mbps • Network Impact: 1 Telepresence = 8 HD Systems = 30-40 Personal Video Conclusion: • 2% Simultaneous Personal Video Usage > Telepresence Usage! • Personal Usage is Difficult to Anticipate, Size or Control
  9. 9. UCC Spans Many Markets Enterprise Telephony Social Software Magic Quadrant Magic Quadrant E-Mail MarketScope Web Conferencing IM MarketScope Magic Quadrant
  10. 10. Unified Communications Magic Quadrant, 2009 Trend challengers leaders from Vendor 2008 Comment + Carrier base has potential.. ALU - Lacks U.S. market entry. + Strong voice products & mkt. Avaya - Lacks breadth & partnerships. Microsoft + Broad and comprehensive suite. Cisco ability to execute Cisco - Lacking some UCC areas. IBM Siemens Enterprise Avaya Communications + Global position and products. Aastra - Multiple products, not well known. NEC + Broad, open & software solution. Alcatel-Lucent Siemens - Must re-establish itself. SAP Mitel Interactive Intelligence + Broad features in all-in-one bundle. Aastra Technologies InIn - Not well known in many markets. Nortel ShoreTel IBM + Strengthening UC portfolio. - Uneven acceptance of products. TeleWare Toshiba Microsoft + Leading products in key areas. - Lacks credibility in telecom. Mitel + VoIP telephony Microsoft integrations. - Lacks market breadth and partners. NEC + Improved portfolio depth & breadth. - Poor UC marketing and sales. niche players visionaries Nortel + Product function, breadth, vision. - Chapter 11 filing. Uncertainty. completeness of vision ShoreTel & + Increased UC solution breadth. Toshiba - Not well known in UC market. As of September 2009 + Mobile telephony integration. From "Magic Quadrant for Unified Teleware - Lacks product and marketing depth. Communications," September 2009
  11. 11. A Few of the Vendors in the UCC market… By 2015, large companies will reduce the numbers of vendors they use to deploy UC solutions by 60%, but they will still require at least three vendors for a full UC solution.
  12. 12. Microsoft, Cisco, IBM: Pushing Markets Together • Launched attack on voice space • Bulked up with WebEx, Jabber and with OCS announcements PostPath acquisitions • Special voice or communications • Aggressive moves into collab. market, hardware not needed led by voice and video with work on • Products complementary to existing integration/interoperability enterprise voice communications • Positive step into collaboration with Show-n-Share, Pulse and ECP • Positions Sametime IM/presence platform at center of UCC strategy • Partners with telecom equipment providers by drawing a (sometimes moving) line between collaboration and communications
  13. 13. What Do Enterprises Need to Do? Build a Plan! Vendors Next Monday: A B C D E Inventory organization's UCC knowledge, products, Fixed partners, business owners, stakeholders and plans Voice Mobile Identify overlaps and holes Softphone Take the actions required to ensure that organizational Audio structures don't get in the way of plans Confer- Identify areas that produce the best returns (such as Web increased sales, faster product development and higher encing Video customer satisfaction) IM Build communication "vision" to drive the business case IM/ Rich Presence Over the Year: Presence Prstnt. Chat Evaluate and test strategic partners' product directions, their integration options and plans E-Mail Don't let vendors drive your plans Unif. Msg. Messaging Match vendors' plans to yours, and theirs to each other Voice Mail Select partners, define road maps, migrations, contracts, Thick start evaluations and trials Clients Thin-Web Over the Next Three Years: Mobile Re-evaluate partner performance Collaboration Incrementally expand function and roll-out Contact Ctr. Test assumptions about benefits and architectures Apps. CEBP Evaluate how UCC is affecting change
  14. 14. Communications-Enabled Business Processes (CEBP) The Current Reality Extended Enterprise Market Whenever human CRM ERP II Industry Back intervention or a decision Event App. Office is required, the process must stop and move to a different infrastructure/ process chain. Real-Time Voice or Real-Time Voice or Messaging Infrastructure Messaging Infrastructure Each human intervention can add minutes, hours, days or weeks to the process. Human intervention may The Future Potential still be required, but with communications integrated Market into the process — presence, Event messaging, real-time voice — the delays are minimal. The application will directly contact the appropriate person using a communication application. Trading Grid
  15. 15. Best Practices: How to Take Advantage of UCC • Anticipate organizational and vendor politics — plan how to handle it. • Clearly determine what you want and can use. Don't let vendors lead you to want what they have. • Use new capabilities as a way to justify or get users excited about upgrades. • Be careful when vendors cross lines into new areas.
  16. 16. Related Gartner Research A Technology Framework for Enterprise Unified Communications Bern Elliot (G00173410) Organizing for Unified Communications Bern Elliot and Bob Hafner (G00158462) Magic Quadrant for Unified Communications Bern Elliot and Steve Blood (G00169996) VoIP, Unified Communications and Collaboration Key Initiative Overview Steve Blood (G00173584) Critical Capabilities for Unified Communications Bern Elliot (G00169846)
  17. 17. Preparing for the New UCC Paradigm Leif-Olof Wallin Notes accompany this presentation. Please select Notes Page view. These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
  18. 18. Preparing for the New UCC Paradigm Leif-Olof Wallin Notes accompany this presentation. Please select Notes Page view. These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
  19. 19. Communications as a Service – the Great (R)evolution in Business Communications IP-Telefonidagen & Unified Communications Summit 03.06.2010 Mika Tuominen, Director SAP BCM on-Demand, SAP
  20. 20. Agenda 1. What is Communication as a Service (CaaS) 2. What is the big advantage with CaaS and what does it mean for your company? 3. CaaS -From hype to mainstream 4. Customer Story: Fortum and Communications as a Service © 2010 SAP AG. All rights reserved. / Page 2
  21. 21. Communication as a Service (CaaS) What is it? Communication solution provided in Software as a Service model The service provider takes care of the needed communications software and hardware Enables flexible pricing models, for example based on users/month; pay as you go model. Easy and and low-risk model to update communications infrastructure to Voice over IP technology © 2010 SAP AG. All rights reserved. / Page 3
  22. 22. Communications Technology (R)evolution Communication has become an application and it is a part of companies’ IT landscape => This has opened new opportunities for Communications as a Service Model 100% TDM = Traditional HW-based communications solutions IP hw = IP HW communications solutions IP sw = Applications based communications services 100% IP applications based Era 100% IP HW Era TDM TDM Era IP hw IP sw Y 1950 Y 1990 Y 2010 © 2010 SAP AG. All rights reserved. / Page 4
  23. 23. Communication Technology Trends and CaaS Move to VoIP, driven by Voice/Data Convergence IP and Traditional PBX Mix in US Enterprises 1 In % 80 Resulting in Communication going on-Demand IP-Enabled PBX 60 Pure-IP PBX 40 3 20 Traditional PBX 0 VoIP also strongly penetrating Contact Centers 1 Forrester Research, VOIP Liberates Voice From the Phone 2 Yankee Group, 11/06 3 Frost & Sullivan, 2005; note: F&S use the term "Hosted Contact Center" synymous with what is today labeled on-Demand 4 Yankee Group, 2008 © 2010 SAP AG. All rights reserved. / Page 5
  24. 24. Market Is Moving to Integrated Communication Solutions Isolated communications All-software based integrated communications and systems silos and business process applications Diversity of Agents Field Remote Corporate Traveling Automated Users workers agents telephony users experts services Range of IP PC Mobile Standard Hardphones Desktops Terminals Terminals Mobile Telephony Office Telephony Communications apps CRM/ERP Contact Center (Process Software Office Contact Mobile apps) Applications IT Systems Telephony Center Telephony Standard IT PSTN/ Mobile and Network IP IN Networks Infrastructure Multiple Communications Channels © 2010 SAP AG. All rights reserved. / Page 6
  25. 25. Agenda 1. What is Communications as a Service (CaaS) 2. What is the big advantage with CaaS and what does it mean for your company? 3. CaaS -from hype to mainstream 4. Customer Story: Fortum and Communications as a Service © 2010 SAP AG. All rights reserved. / Page 7
  26. 26. Communications as a Service -Business Drivers Network quality and capacity Telco driven –> Solution & need driven Integrations Maintenance Performance Technology revolution Cost pressure Operational efficiency Ownership or as a Service Optimization of resources TCO Multi location environments Cost management Measurement and reporting Cost elasticity Information utilization and Multi vendor management sharing Hidden costs System integrations Knowledge and skills Resources and knowledge Scantiness Concentration Partnerships Vendor management Skill management © 2010 SAP AG. All rights reserved. / Page 8
  27. 27. CaaS Principle and Benefits for Organizations CaaS Setup Enterprise users Telephone networks CaaS service IP-Network centers Small upfront investments Pay as you grow Benefits Fast and secure deployment Location and terminal independency Easy integrations Competitive pricing © 2010 SAP AG. All rights reserved. / Page 9
  28. 28. Agenda 1. What is Communications as a Service (CaaS) 2. What is the big advantage with CaaS and what does it mean for your company? 3. CaaS -From hype to mainstream 4. Customer Story: Fortum and Communications as a Service © 2010 SAP AG. All rights reserved. / Page 10
  29. 29. From Hype to Mainstream –Nordic Customers Across Industries Are Benefiting From CaaS (1/3) Logistics/ Finance Media Healthcare Transport © 2010 SAP AG. All rights reserved. / Page 11
  30. 30. From Hype to Mainstream– Nordic Customers Across Industries Are Benefiting from CaaS (2/3) Consumer Wholesales Manufacturing Utilities Products Espoon Vesi © 2010 SAP AG. All rights reserved. / Page 12
  31. 31. From Hype to Mainstream– Nordic Customers Across Industries Are Benefiting from CaaS (3/3) Real estate Public Services /Housing Travel Unions Sector © 2010 SAP AG. All rights reserved. / Page 13
  32. 32. Agenda 1. What is Communications as a Service (CaaS) 2. What is the big advantage with CaaS and what does it mean for your company? 3. CaaS -From hype to mainstream 4. Customer Story: Fortum and Communications as a Service © 2010 SAP AG. All rights reserved. / Page 14
  33. 33. Thank You! © 2010 SAP AG. All rights reserved. / Page 15
  34. 34. IP Telefonidagen Fortum Communications as a Service
  35. 35. Major player on the electricity distribution market 1000 distribution customer, 2008 Fortum Vattenfall E.ON 1) Dong Energy Hafslund SEAS-NVE Helsinki Statkraft* Syd Energi Göteborg 7 miljoner kunder Övriga 0 200 400 600 800 1000 1200 1400 1600 * BKK (Statkraft's stake 49.9%) och Agder (Statkraft's stake 45.5%) inkluderade 1) 50,5% ägs av E.on Sverige – Kainoon Energia
  36. 36. Fortum Customer Services Provides customer services for Distribution and Electricity Sales & Marketing Customer Interactions and Sales Billing and Debt collection 380 employees in Sweden, Finland and Norway Customer Interaction & Sales Billing & Debt Collection Facts Facts Approximately 130 employees Approximately 200 employees Billing of Fortum Markets’ and Distribution’s More than 1,5 million calls handled annually customers More than 200 000 emails answered per year More than 10 million invoices produced annually More than 10 million payments processed annually Delivery per year More than 200 000 contracts renewed or sold / year Delivery per year More than 200 000 customer moves managed More than 100 000 credit controls made More than 100 000 electricity supplier switches More than 500 000 electronic invoices produced managed More than 700 000 payment reminders sent 24/7 operation for outage calls in Swe and Fin More than 10 000 disconnections managed Energy consumption reduction advisory services Continuous financial reporting and biannual audits Meter data management in Norway
  37. 37. Fortum Customer Services, situation one year ago Communication system was based on Fortum PBX fixed telephone exchange and contact centre application with email add-on Call recording was made in separate system All PBX and communication system servers were located in Fortum’s own server room Our present communication and call recording systems were not technically supported anymore and didn’t have enough licenses and channels for current operations need Maintenance and upgrade of servers was expensive Our need was to replace current communication and call recording functionalities with more cost-effective, user-friendly and more flexible solution
  38. 38. Fortum Customer Services, what we wanted More cost-effective, user-friendly and flexible multichannel communication system Integrated call recording functionalities Turnkey solution, no server or PBX upfront investments or installations Multi-location support Open interfaces which increase possibilities to system integrations – for example Workforce Management (Teleopti) or Voice Recognition solutions - and process automations Reliable vendor Better support for continuously changing business requirements
  39. 39. Fortum Customer Services Why did we choose CaaS and SAP BCM? The CaaS vendor is responsible for all hardware and software management and offers guaranteed Quality of Service CaaS allows businesses to selectively deploy communications devices and modes on a pay-as-you-go, as-needed basis This approach eliminates the large capital investment and ongoing overhead for a system whose capacity may often exceed or fall short of current demand CaaS offers flexibility and expandability allowing for the addition of devices, modes or coverage on demand There is no risk of the system becoming obsolete and requiring periodic major upgrades or replacement
  40. 40. Markku Vihavainen markku.vihavainen@fortum.com +358 40 721 8942 8
  41. 41. UC&C en del av affärsproduktivitets- plattformen Unified Beslutsstöd Dokument- Communications Samarbete Sök (BI) hantering Enkelt och kraftfullt Flexibilitet och kontroll för IT för användarna
  42. 42. Enkelt och kraftfullt Flexibilitet och kontroll för IT för användarna
  43. 43. Framtidens kommunikationssätt Instant Video Web E-mail and Audio Messaging Voicemail Conferencing Telephony Conferencing Calendaring Conferencing Telephony Instant Unified Messaging and User E-mail/ Conferencing: User User Voicemail Calendaring Audio, Video, User Experience Experience Web Experience Experience User User User Authentication Experience Authentication Experience Authentication Experience Authentication Administration Administration Administration Administration Storage Storage Storage Storage Authentication Authentication Authentication Authentication Administration Administration Administration Storage Storage Administration Storage Storage Compliance
  44. 44. Snabbare kommunikation och effektivare samarbete med hjälp av IT • Snabbfakta • Växjö Kommun • IT-enheten • Ett IT • Vägen framåt i Växjö Kommun • Strategi • Utmaningar • Förändringar • Personen och dess närvaro i centrum • Nästa steg för OCS Därför valde Växjö Kommun en framtidssäker UC- lösning från Microsoft, innehållande allt • Vad vinner vi på detta? från Epost till Telefoni
  45. 45. Snabb fakta Växjö Kommun I slutet av vikingatiden på 1000-talet kom, enligt legenden den engelske missionären Sigfrid som den förste kristne budbäraren till hednalandet Sverige och Växjö. Han byggde stadens första kyrka som på 1170-talet ersattes av en stenkyrka, ursprunget till dagens domkyrka. 1342 fick Växjö sina stadsrättigheter av kung Magnus Eriksson. År 1542 gjorde bönderna i Småland, under ledning av Nils Dacke, uppror mot Gustav Vasas skattepålagor. Upproret kom att kallas Dackefejden. Växjö har brunnit ett flertal gånger men alltid byggts upp igen. Staden har lång tradition som skolstad, residensstad och stiftsstad. Fram till början av 1990-talet var Växjö även garnisonsstad. Idag är Växjö en expansiv stad med över 82 000 invånare, ett varierat näringsliv och ett växande universitet.
  46. 46. Snabb fakta IT-enheten (1 av 2) Vad är vår vision? Ett IT inom Växjö Kommun och koncernen ska bidra till en bättre IT-vardag för alla anställda, elever och kunder till kommunen och dess bolag. Vi arbetar enligt visionen för Ett IT med samverkan inom koncernen och regionen och därmed sätter vi kunden i centrum. Vad gör vi? • IT-enheten ansvarar för samordningen av kommunens IT-verksamhet och att ta fram de standards som ska användas för kommunens IT-plattform. • Sköta inköp och drift åt Växjö kommuns verksamhet gällande datorer, servrar, datalagring etc. för det administrativa nätet, elev nätet, publika nätet och näten hos bolagen. – 250+ servrar – 6500+ datorer (varav ca 250 Mac) – 22000+ användare
  47. 47. Snabb fakta IT-enheten (2 av 2) Vad gör vi? • Ansvara för drift, utbyggnad och underhåll av datakommunikation på Växjö kommuns datanät. – 387 fysiska platser med datakommunikation – Telefonväxel • Systemdrift och applikationssupport – IT-system (AD, SCCM, ISA, SAN, Vmware mm) – Gemensamma system (E-post, antivirus mm) – Verksamhetssystem ( Agresso, Personec, LEX mm) – Applikationshantering – Licenshantering • Arbeta med strategifrågor, utveckling, säkerhet, beslutstöd och projektledning mm Hur många är vi? • Vi är idag ca 42 anställda och ca 10 konsulter som sköter drift och utveckling av IT åt Växjö Kommun (10 st förvaltningar och 7 st bolag).
  48. 48. Ett IT – Varför gjorde vi det? Ett IT kom till i juni/juli-2008 efter det att vi på IT fått det enkla, men ack så tydliga, uppdraget att som kommunchefen Ove Dahl uttryckte det: - Se till att hela Växjö Kommun får en lösning för epost - Koncerngemensamt intranät behöver vi också ha... Från dessa tydliga krav kom vi ganska snart på att det inte räckte med att göra några små leveranser för att ordna detta. Det fanns allt för många kataloger och epost-lösningar. Bristen på en enda gemensam katalog försvårade möjligheten till gemensamt intranät. Flera IT- organisationer och flera IT-plattformar gjorde inte det lättare. Vi behövde helt enkelt renovera IT i hela Växjö Kommun. Några veckor senare så stod det klart att renoveringen inte skulle bli lite ny färg på karossen, utan det var mer frågan om en "extreme IT make over" som behövdes. Det ledde fram till idéer om en ny ekonomisk modell, en serviceportal, en IT-organisation, en IT-plattform och en tydlig satsning på tjänster och avtal. Så kom Ett IT till och på den vägen är det.. Resan är startad. Projektet Ett IT är numera avslutat sedan 2010-01-15, men det har uppstått ett nytt Ett IT. Länge leve Ett IT!
  49. 49. Ett IT, men var har vi gjort mer då? Epost och OCS. Under maj 2009 satte vi upp vår Exchange 2010 genom att aktivt delta i TAP-projektet. Under sommaren 2009 satte vi upp OCSR2 primärt för närvaro, snabb- meddelande och webbmöten. Telefoni. Under 2008 fram till nyligen har lokala telefonilösningar hos våra bolag avvecklats och användarna integrerats i den centrala telefoni-lösningen med växel från Alcatel och hänvisningssystem från Visionsutveckling (kopplat till Exchange kalendern). Nytt nät. Vi håller på med ett stort projekt som ska förnya hela vår nät och kommunikationsplattform. IT-plattform 2010. Redan under Ett IT gjorde vi vissa förbättringar av den centrala IT- plattformen med avsikt på att kunna avveckla de mindre IT-plattformarna. Nu genomför vi resten ihop med Microsoft och konceptet MSKD 4.0. Detta projekt kommer verkligen skapa en enda IT-plattform där individens/rollens rättigheter styr allt. Samarbetsplattform. Vi hade Sharepoint 2007 sedan tidigare för en applikation samt projektrum (främst använt av IT).
  50. 50. Vägen framåt i Växjö Kommun Epost har sedan länge, jämsides med telefoni och tradionella fil mappar, varit det dominerande verktyget för kommunikation och samarbete inom Växjö Kommun. De senaste åren har ny funktionalitet som t.ex snabbmeddelanden, delade kalendrar och projektrum dykt upp och gjort det enklare, snabbare och effektivare att samarbeta. Delar av detta finns redan hos vissa på Växjö Kommun, men det är inte heltäckande eller integrerat. Samtidigt finns det ett behov att ha en mer integrerad kommunikation och samarbetsplattform. Telefoni kan t.ex inte leva sitt eget liv. Låt oss beskriva vägen framåt:
  51. 51. Strategi för intern information och verktyg för kommunikation Tänk om: All information som når en anställd är relevant för honom eller henne? All nödvändig teknik vore på plats för effektiv kommunikation? Intern information vore ett naturligt sätt att stödja verksamheten? Då skulle: Intern information och effektiva verktyg starkt bidra till att de anställda på Växjö Kommun kan utföra sitt arbete på ett sätt så att det bidrar till högre service och kvalitet för Växjös medborgare och kunder.
  52. 52. Utmaningar Att kommunicera och samarbeta kan vara en utmaning... Vem kan delta i mötet nästa vecka? Är Lisa på kontoret idag och vilket telefonnummer har hon? Var är de senaste mötesanteckningarna? Jag har inte tid att resa till Stockholm, men jag behöver vara med... Per arbetar hemma. Hur håller vi honom informerad? Jag använder Messenger hemma, men inte på jobbet. Vem är ansvarig för uppgiften ”Kick-off ”? Hur når jag snabbt 20 olika medarbetare som sitter geografiskt åtskilda?
  53. 53. Förändringar Idag Varje uppgift utförs enskilt utan naturliga kopplingar till olika funktioner. Möten Fil Min Epost Möten Mappar Kalender Förändra vårt sätt att Delade Epost kommunicera Kalendrar Projektrum Fil mappar Min kalender Imorgon Informera, använda och dela med sig utan gränser genom att använda en integrerad person centrerad kommunikation och samarbetsplattform. Du är i förarsätet!
  54. 54. Personen och Org. övergripande Externa leverantörer dess närvaro Andra företag i centrum Projekt rum Delade mappar Communities Epost Snabbmeddelande Telefon Webb möte Våra team Våra delade kalendar Våra delade dokument Min kalender Mina uppgifter Min närvaro
  55. 55. Vad har vi nu och vad gör vi framåt? För två år sedan hade 5 olika epost-lösningar i Växjö Kommun (3 st Exchange, 1 st Lotus Notes och 1 st First Class). Nu har vi en Exchange2010 integrerad med Live@edu (molnet) för eleverna i grundskolan tom högstadiet. Eleverna på gymnasiet är kvar i First Class. Inom kort ska vi börja nyttja OCS 14 för telefonifunktioner. Frågan är hur snabbt OCS14 kommer ta över telefonianvändare från vår nuvarande Alcatel-växel? Ett nytt intranät som fungerar som ett arbetsredskap baserat på Sharepoint 2010 samt Office 2010 är också på gång.
  56. 56. Nästa steg för OCS Under hösten 2009 hade vi planer på att integrera vår OCSR2 med vår Alcatel-växel. Men då vi fick frågan från Microsoft om att vara med i TAP-projektet för nästa generation (OCS14) så beslöt vi att avvakta med den integrationen. Genom det nya TAP-projektet för OCS14 som inleddes under våren 2010, så kommer vi att stegvis att ansluta ett antal telefonianknytningar till den nya OCS14-plattformen och därmed flytta dessa från dagens Alcatel. Just nu är i vi i lab-fas med OCS14. Efter sommaren är det dags att genomföra steg-1, dvs sätta upp OCS14 i produktion för all normal CS-funktionalitet samt 50 telefonianvändare. Detta parellellt med OCSR2. Sedan kommer vi stegvis utöka med fler telefonianvändare fram tom releasen i höst/vinter 2010 och avveckla OCSR2
  57. 57. Vad vinner vi på detta? Det sägs i olika utredningar att man kan tjäna 5-30 minuter per användare och dag med en UC-lösning. Tid, pengar och miljö är möjliga att spara på med UC. Exchange 2010: Den nya epost-lösningen har redan genom det nya webbgränssnittet (OWA) skapat vinster tidsmässigt för användarma. Det krävs mindre tid av IT att drifta epost-lösningen, lagringen är billig och ingen backup behövs! Den nya Outlook 2010 kommer göra alla användare än mer nöjda och effektiva. OCS14: Genom att få ut användandet av närvaro, snabbmeddelande, webbmöten, telefonifunktionerna i Växjö Kommuns verksamhet kommer vi spara mycket tid och göra miljön en tjänst genom minskat resande. Telefoni: Enligt de beräkningar vi har gjort kommer vi sänka enbart telefonikostnaderna med minst 50% (främst specialiserad hårdvara, serviceavtal på växel och licenser). Sharepoint 2010: Genom att få en modern samarbetsplattform så kommer vi bli mer effektiva inom/utom Växjö Kommun. Enklare att hitta information och att söka efter den. Office 2010/Windows7: En ny klientplattform med Windows7 i botten kommer ge användarna bättre och moderna verktyg och ett säkrare, effektivare sätt att arbeta.
  58. 58. Vi syns imorgon i vår nya kommunikation och samarbetsplattform! Per Andersson, IT-chef / Koncernstrateg IT, Växjö Kommun Epost: per.andersson@vaxjo.se Mobil: 0703-417326
  59. 59. Presentation UC summit
  60. 60. Agenda Sandvik Group Sandvik IT Services Our thoughts around Unified Communication PBX 2010 - Procurement of Communications as a Service with support for global delivery Support organization Success factors – implementation, experiences do´s and dont´s Next step
  61. 61. We are in places you would least expect
  62. 62. Business concept Sandvik shall develop, manufacture and market highly processed products, which contribute to improve the productivity and profitability of our customers. Operations are primarily concentrated on areas where Sandvik is – or has the potential to become – a world leader. Sandvik investor presentation 2009 Page 4
  63. 63. Sandvik – Global leader SANDVIK TOOLING SANDVIK MINING AND CONSTRUCTION SANDVIK MATERIALS TECHNOLOGY 19,078 MSEK 32,621 MSEK 15,328 MSEK Sandvik Group 2009 Order intake SEK 71,285 M No. of production units worldwide 137 Invoiced sales SEK 71,937 M No. of employees, 31 Dec 2009 44,355 Operating margin -2.0% Sandvik 61% ownership in Seco Tools
  64. 64. Sandvik Global presence 40% 16% 17% 10% 6% 11% % Sales 2009, share of Group total
  65. 65. Sandvik IT Services Supports Sandvik Wherever Needed Supporting • 365+ applications • > 40 000 users Main Platforms • iSeries • Java/J2EE • Lotus Notes/Domino • Mainframe (z/OS) • SAP/NetWeaver • Windows/.NET 900 employees Present in all major Sandvik countries 1 200 MSEK turnover Partnership with major IT vendors
  66. 66. Our thoughts around Unified Communications Mail Audio conference Chat Videoconference Presence Voice Mobility File sharing Online meeting
  67. 67. PBX 2010 - Procurement of Communications as a Service with support for global delivery PBX procurement 2009 Keywords Innovative Secure Flexible Global delivery Global support Pricing Central Management Scope for 2010 Sweden Some sites in US, Spain and Australia
  68. 68. Telecom Service – Communication as a Service Global governance – SGMT Telecom – Technical Service Architect Ozcar Ardfors – Service Manager Louise Ström – Operation Manager Urban Persson Telecom as a service since.. 1985 Monthly subscription with additional services Operator related cost All cost presented on a user based level to resp. cost-center responsible
  69. 69. Support organization First line support: Local IT Service Center Second line support: Global Telecom group Third line support: Supporting vendor ex: Siemens GSC Global Telecom team present in three time zones Main support centers in: Sandviken, Sydney and New York
  70. 70. Success factors – implementation, experiences do´s and dont´s Do´s Clear objectives Anchoring QoS WAN and LAN Prepare for local deviations Voice is core in collaboration Seek operator independent solutions Centralization is the key driver for cost savings Be patient, a big boom can make you crash….. Grow when there is a need Re-use what you have available if possible Dont´s Don’t start with carrier traffic. –Very localized Don’t buy a off-the shelf solution–must start with the business needs
  71. 71. Next step Gradually rollout to all Sandvik (40.000 users…) UC integration (Video, Sametime etc) Central applications Call Center Attendants (switch board) Voice mail Conferencing
  72. 72. www.sandvik.com
  73. 73. Från vision till verklighet - Erfarenheter från Unified Communications Daniel Marberg – Brother International Magnus Bjureblad - Atea
  74. 74. Mål & Syfte Mål Visa vad Unified Communications kan tillföra idag. Syfte Delge våra erfarenheter.
  75. 75. Vad är Unified Communications – teknist sett? Ett gränssnitt mot användaren Snabb-meddelande Röstbrevlåda Konferens Konferens Telefoni E-post Video Web Nätverk, Säkerhet, Policy
  76. 76. Vad är UC - för användaren?
  77. 77. Vad gör Atea inom UC? Telefoni Närvaro & Frånvaro Unified Meddelanden Communications Kundtjänst Samarbete Fjärrmöten
  78. 78. Brother International i Norden
  79. 79. Bakgrund
  80. 80. Lösningen
  81. 81. Resultat Vad gick inte som det var tänkt? • Hur precense fungerar mellan kalender och telefon • Delta i mötet LiveMeeting – OCS i Tyskland • MEX funktionen
  82. 82. Resultatet Vad gick bra? • Genomförandet – Helheten, konceptet, processen • Kundtjänst och service – Bättre kontroll och överblick på samtal – Tappar färre samtal – Bättre service för kunder – Lättare & bättre för den enskilde användaren – Koppling till e-post • Ringa från MOC direkt (via CUCIMOC) • Lätt hantering av röstbrevlådan för användaren • Integrering mellan SWE & NOR
  83. 83. Att tänka på • Nätverket – Är det bra nog? • Köp inte massa bakelit – Mobiltelefoner – Softphones – IM-klient • Mobila användare – Undvik parallella infrastukturer • Telefonist och/eller kundtjänst? • Policys – var tydliga • Utbildning för alla • Köra själv eller köpa tjänst?
  84. 84. Erbjudande Välkommen till vår monter!
  85. 85. Tack för oss! Daniel & Magnus
  86. 86. Morgan de Ruiter Regional Manager UC Benelux & Nordics Plantronics
  87. 87. Who am I……….. 1998 - introduction of the Argent Office - Lucent Technologies (AVAYA) 12 years experience in the field of UC. Since then worked for/with global leaders of Unified communications like AVAYA, 3Com, Nortel, Vertical Networks, Alcatel, NEC-Philips, Cisco Senior Consultant for Cisco Unified Communications Benelux & Nordics UC specialist for Plantronics
  88. 88. Tulips & Wooden shoes.....
  89. 89. Ear & Mouth....
  90. 90. 21st CENTURY WORK SPACE NOTEBOOK, SMARTPHONE, WIRELESS BROADBAND
  91. 91. TOPOLOGY OF WORK STUDY - 2007 “ Your most valued activities? ” • Interacting with people • Making space to think “ Where do you do these best? ” • NOT at a desk in the office 15 Successful Knowledge Workers / Leaders
  92. 92. THE ELSEWHERE STUDY - 2008 “ What type of spaces would you like to work in other than at your desk? ” • Quiet focus • At home • Team/meeting places • Social hub • Inspiring places • Outdoor settings 150 people, all levels, different organisations
  93. 93. SMARTER WORKING STUDY - 2009 “ What kind of spaces really support Smarter Workers? ” • Secluded areas for focus or privacy • More collaborative and community space • Super-efficient work tools and facilities • More equality and less territories 15 leading organisations in Smarter Working
  94. 94. SMARTER WORKING STUDY – KEY INSIGHTS
  95. 95. SMARTER WORKING STUDY – KEY INSIGHTS
  96. 96. PRODUCTIVE INFORMATION WORK BEHAVIOURS Birth of Idea Alone Stimulated Deliberation & Contemplation Fission-Fusion Secluded not Office Together Immersion Open Plan Office Reflexive Joining Forces Thinking Memorable & away Refuelling from Work Zone Busy/Public Areas Away from Office
  97. 97. NEW SPACES TO WORK
  98. 98. TOPOLOGY OF WORK – TAKE AWAY More than half of information/knowledge workers work better NOT @ Desk, in Office, from 9-5 Each professional has to discover his portfolio of workspaces best for his job and personal work style Professionals will often work in poor acoustic spaces Headsets essential for high-fidelity communication
  99. 99. SMARTER WORKING STUDY – KEY INSIGHTS
  100. 100. THE FOUNDATION ENABLERS – MUST HAVE Portable Hardware Superlight laptops Two mobile phones Long lasting battery Ubiquitous Connectivity High speed always on Wireless voice and data Reliability Quality, overspec’d Highly serviced
  101. 101. BEST TOOLS FOR THE DISPERSED WORKER Simplified communications Instant Messaging One contact list, single mailbox Click to Dial (PC telephony) Headsets
  102. 102. UNIFY MANY COMMUNICATION WORLDS Voice Data/ Image Video Text Real-Time Analogue Phone Video Call Dialogue Mobile Phone Personal PC/Internet Phone Conference Instant Push to Talk SMS MMS YouTube Asynch IM IM Messaging Flickr Store/Forward Voicemail Email Email Mail Goldmail Goldmail ONE PEOPLE List for ALL communication modalities and presence
  103. 103. UNIFY THREE PHONE WORLDS Voice Data/ Image Video Text Real-Time Analogue Phone Video Call Dialogue Mobile Phone Personal PC/Internet Phone Conference Instant Push to Talk SMS MMS YouTube Asynch IM IM Messaging Flickr Store/Forward Voicemail Email Email Mail Goldmail Goldmail One HEADSET to UNIFY multiple hard and soft phones
  104. 104. UNIFIED COMMUNICATIONS – TAKE AWAY Beyond the notebook, smart phone and Wi-Fi Unified Communications: Virtual TeamWork To know who (in your core team) is there (for you) – presence To (quickly) dialogue with them – instant messaging Headsets: Intimacy & Impact To juggle various phones (desk, mobile, internet) To move and work ergonomically For maximum remote intelligibility (audio presence, free of noise)
  105. 105. SMARTER WORKING STUDY – KEY INSIGHTS
  106. 106. A NEW WORK DYNAMIC Culture based on Trust Remote/mobile workers work harder/longer Shared belief that people want to do a good job Employer and Employee on the same side Pursuing same cause, vision, goal, objective, result People are self-motivated With freedom, employees naturally take greater responsibility Empowerment, a necessity & benefit of dispersed working
  107. 107. A NEW WORK DYNAMIC Collaboration happens naturally Opportunities born out of work needs/desire to connect Greater mingling in newer spaces Measured by results NOT presence Presence is not an indication/proxy for performance Critical change is to shift to 100% result management Applied with equality and consistency Not just for mobile/remote worker
  108. 108. LEADERSHIP IN DISPERSED WORKING Leading from the front, not micro-management Belief in Smarter Working, remove fears If I can’t see them, do they work? How do I do my job if team operates autonomously? Reinforce core leadership skills Build trust and empower people Manage by outcomes and not input Feedback: create virtuous circle (coach, don’t tell)
  109. 109. SMARTER WORKER PROTOCOLS Organise your day Managing liberty versus commitments Set clear boundaries - manage expectations Availability and contactability Maintain professionalism in telephone/virtual communications Maintain undisturbed high focus/attention Communicate with clarity in conference calls Engaging a ‘distant’ audience
  110. 110. ACOUSTIC INTELLIGENCE Speech Impact Voice Intelligibility Audio Ergonomics
  111. 111. AUDIO ERGONOMICS Head(set) ergonomics Usability Telephony/audio unification Health and Safety Psychology Handsfree benefits
  112. 112. VOICE INTELLIGIBILITY Challenges: noise, wind, networks Consequences of poor audio Increasing tele-work What you hear, how you sound Key ingredient: wideband
  113. 113. SPEECH IMPACT Beyond voice transmit/receive Being understood (content) Engagement and impact (results) How your voice works Lungs and cords ... keeping them fit Pitch – tone – pace – power – inflection - pause Storytelling The art of powerful conversations Person-to-person, conference calls
  114. 114. FACE-TO-FACE VERSUS TELE-CONVERSATION Message Tone of Message 7% Voice 13% 38% Body Tone of Language Voice 55% 87% Face To Face: Mehrabian, A. (1971). Silent messages. Wadsworth, Belmont, California. Telephone: Mehrabian, Albert & Morton Wiener (1967): Decoding of inconsistent communications. Journal of personality and social psychology 6(1): 109-114.
  115. 115. VOICE = CRITICAL FOR DISPERSED WORKING Tune your Acoustic Voice Power Intelligence Speech Impact Speech Impact Voice Intelligibility Voice Intelligibility Audio Ergonomics Audio Ergonomics
  116. 116. TOWARDS SMARTER WORKING
  117. 117. FACILITATING THE TRANSITION Initial focus is on Tangible Change Real estate/workplace design and IT Greatest challenge is transforming People and Work Dynamics
  118. 118. SMART(ER) WORKING – DEFINITION Allowing Information Workers to work Where & When they are Most productive Cost-effective And environmentally respectful
  119. 119. SMARTER WORKING – NEW PRACTICE AREA Find YOUR Work Space(s) Convergence around YOUR Head Master YOUR Voice
  120. 120. 21st CENTURY WORK SPACE NOTEBOOK, SMARTPHONE, WIRELESS BROADBAND UNIFIED COMMUNICATIONS  &  HEADSETS
  121. 121. PLANTRONICS UNIQUE PARTNER ADVANTAGE Blackwire™ Savi™ UC Corded Headsets UC Office Wireless The Plantronics Advantage UC Mobile Wireless UC Office Phones Voyager™ Calisto®
  122. 122. Compatibility Spring 2010 Call Control with UC products and leading softphones – requires software Plug in provides call control with UC products and Sametime – no software needed Optimized UC products provide plug and play call control with OCS – no software needed
  123. 123. Go to market model
  124. 124. Deliver Superior Customer Service at Lower Cost with SAP Contact Center Solution SAP Business Communications Management
  125. 125. Is advanced routing enough for Superior Customer Service? © SAP 2008 / Page 2
  126. 126. SAP for Your Contact Center Challenges SAP Solution How can I make best use of the ■ Optimize customer facing resources service resources I have? by combining multiple sites into one virtual contact center operation ■ Leverage expertise across the organization How do I ensure the right from the front- and back-office, and in the field resources with the right knowledge help solve customer problems? ■ Route contacts immediately to best available expert and automate routines independent of the contact channel in use How do I reduce service costs while maintaining service quality? ■ All IP and all software based solution for front-office contact center agents and back-office experts How do I manage system costs and ■ Native integration to SAP CRM Interaction Center and CRM processes reduce TCO? ■ Short time to value with rapid deployment, and system flexibility, scalability and reliability © SAP 2008 / Page 3
  127. 127. Inefficient Operations and Poor Customer Service Drive Increased Costs and Customer Churn Uncoordinated and inefficient contact center operations, complex systems with limited end-to-end integration and low service levels with poor customer satisfaction drive costs and customer churn. Limited visibility to performance ■ Inability to get the facts on performance Low customer satisfaction ■ No visibility to how corrective actions are paying off ■ Complex customer service request leading to long response times and low quality responses Complex systems architecture Contact Center ■ Inconsistent customer experience Management ■ Limited integration to back-end CIO’s across channels Office systems Contact ■ Inflexibility to scale up or down Center capacity Site HQ ■ Tedious system updates Back-office and Field Contact Center Site Inefficient resource utilization ■ Distributed resources and know-how not used for customer service ■ Unable to temporarily upscale or downscale resources to respond with variations in customer demand over time © SAP 2008 / Page 4
  128. 128. Deliver Superior Customer Service at Lower Costs with SAP Contact Center Solution SAP enables efficient, consistent and superior delivery of customer service at lower costs. Real-time view and control over operations Improve customer satisfaction ■ Know exactly what needs to be improved and where ■ Leverage expertise in the back-office and in the required savings can be found the field to route customer contacts ■ Take corrective actions with immediate effect immediately to the best available people ■ Provide consistency and quality across Contact Center multiple contact channels Cost effective and simplified Management CIO’s architecture Office ■ Monetize existing investments with Contact end-to-end integration Center Site ■ Scale up and down in single user increments Back-office ■ Short time-to-value with rapid and Field deployment Contact Center Site Flexibility in resource utilization ■ Reduced time spent on each interaction with intelligent routing to experts and automation of routine tasks ■ Flexibly increase or decrease capacity for customer interactions without increasing headcount by leveraging idle resources in the back-office © SAP 2008 / Page 5
  129. 129. Business Communications Management Capabilities in SAP CRM SAP BCM provides a flexible multi-channel, all-IP business communications platform with out-of-the box integration to SAP CRM Interaction Center. Inbound Outbound Enterprise-wide contact center contact center communications management © SAP 2008 / Page 6
  130. 130. Enterprise-wide Communications Mgmt Select phone terminal according to business need SAP CRM Interaction Center Browser based BCM softphone Microsoft Office Outlook 2003 / 2007 integrated softphone embedded softphone 3rd party application integrated or Communication Mobile Client (CMC) SIP desk phone or tailored softphone running on Symbian mobile terminals 3rd party PBX phone © SAP 2008 / Page 7
  131. 131. Inbound Contact center Agent tools – browser based BCM softphone Communication Desktop (CDT) offers comprehensive real time multi-channel queue management and monitoring functionality for agents Personal presence management Active customer interactions info Real time queue view including login status management Special call handling tools: e.g. recording, conference, callback, audio settings and quick dialing keys Call handling tools: answer, hold, transfer, consult, hang-up Link to Message Panel © SAP 2008 / Page 8
  132. 132. Inbound Contact center Agent tools – browser based BCM softphone SAP BCM directory and presence services improve personnel availability and reduce unsuccessful contact transfers Directory view to access in-house directory and presence data Also other directories, e.g. customer, partner and personal can be created. Quick list to manage personal presence information Profiles are always customer specific Selected person current, future and past availability information © SAP 2008 / Page 9
  133. 133. Inbound Contact center Out-of-the-box SAP CRM integration SAP BCM – CRM integration enables customer service agents to use single user interface to manage incoming customer interactions BCM softphone integrated with CRM Interaction Center 4Caller number based customer recognition 4 Answer /reject incoming calls 4 Hang up 4 Transfer 4 Consult 4 Conference 4 Toggle between calls 4 End wrap-up 4 Dial pad for calling out © SAP 2008 / Page 10
  134. 134. Inbound Contact center Out-of-the-box SAP CRM integration SAP BCM – CRM integration enables customer service agents to use single user interface to manage incoming customer interactions BCM email channel integrated with CRM: 4CRM email analysis integrated with BCM push routing 4Accept or reject incoming email 4Transfer email 4End wrap-up 4Dial pad for calling out © SAP 2008 / Page 11
  135. 135. Inbound Contact center Out-of-the-box SAP CRM integration SAP BCM – CRM integration enables customer service agents to use single user interface to manage incoming customer interactions BCM chat channel integrated with CRM: 4 Accept or reject incoming chat 4Transfer chat session via queue 4End /leave chat session 4End wrap-up 4Dial pad for calling out © SAP 2008 / Page 12
  136. 136. Online Monitoring Online Monitoring tool provides comprehensive real time statistics on current business day and current moment Location independent browser based tool Summary view provides “current status at glance” view with a possibility to drill down to summary level or queue specific statistics. Monitoring user can also define personal monitoring views, set alarm/threshold limits, compare statistics to e.g. previous day or previous weekday © SAP 2008 / Page 13
  137. 137. Online Monitoring Online Monitoring enables manager to monitor current performance and take corrective actions if needed Agent statistics view provides details for agent performance, current status and queue login statistics. Monitoring user can control agent queue login statuses and skill settings via Agent statistics view © SAP 2008 / Page 14
  138. 138. SAP BCM and CRM Blended Analytics Blended Analytics provide blended communications and business statistics enabling a true 360° customer view BCM contact handling statistics are feed up to SAP BW /Analytics through out-of-the-box integration © SAP 2008 / Page 16
  139. 139. Enterprise-wide Communications Mgmt Select phone terminal according to business need SAP CRM Interaction Center Browser based BCM softphone Microsoft Office Outlook 2003 / 2007 integrated softphone embedded softphone 3rd party application integrated or Communication Mobile Client (CMC) SIP desk phone or tailored softphone running on Symbian mobile terminals 3rd party PBX phone © SAP 2008 / Page 17
  140. 140. Example of a Call Transfer Scenario with integrated communications © SAP 2007 / Page 18
  141. 141. Thank you! © SAP 2008 / Page 19
  142. 142. Unified  Communications  What to do? 01 Matthew Finnie CTO
  143. 143. The road to blue sky? 2
  144. 144. Unified  Communications 2010  • Unified communications (UC) is the integration of real‐time  communication services such as instant messaging (chat),  presence information, Telephony (including IP telephony), video  conferencing, call control and speech recognition with non real‐ time communication services such as unified messaging (integrated voicemail, e‐mail, SMS and fax). UC is not a single  product, but a set of products that provides a consistent unified  user interface and user experience across multiple devices and  media types.[1] * Courtesy of Wikipedia 
  145. 145. Unified Communications with Interoute One the  communication network  • A multi technology and access  agnostic communication  platform for enterprise  IPPBX e.g. communication. Cisco PSTN • It binds all legacy and new  TDM PBX Interoute VVN Secure Network Interface e.g. Avaya Customer communication methods  One Specific Platform together through an open  Customers or Interoute standards carrier platform  Partition SIP • PBX vendor and access type   End Mobile agnostic Point • IP or TDM  Microsoft OCS • Microsoft OCS R.2.0  compliant  Interoute Network Interoute Network • Onnet Calling 
  146. 146. Core motivations  Cost:  • Cost of calls; All office to office calls are zero rated regards of  geography  • Flexibility in how you route calls and re route calls  • Common communication in any location on any device  Productivity: • Lower TCO through common administration of all communication  services  • Integration of directory services centralised administration of  corporate communications via enterprise directory services  • Desktop integration – call control and management as part of the  desktop build • Users can optimise communication around devices not get forced  down a inappropriate technology paths 5
  147. 147. How to get started – current choices? Or 6
  148. 148. Making the choice – challenges  • IUCN (International Union for  Conservation of Nature), they  headquartered in Geneva  plan to roll out Microsoft OCS  and Exchange 07 across their  organisation with a view to  ultimately replace their  PBX.  • IUCN wanted to be able to  control the migration  themselves • They didn’t want the big  bang as they understand OCS  is a “new” technology so the  effects are “unknown” 
  149. 149. Integrate – Separate ‐ Combine – Migrate  • IUCN had PBX’s in every office  • Rather than rip out the PBX  Interoute Hub Management and swing over to OCS “over a  Remote Portal Customer weekend” they wanted a  site 3 controlled roll out of the new  Internet Worldwide technology Fixed Line and • Interoute took over the  Mobile calls existing numbers and  SIP connected the PBX to Interoute  Active Medi ation Trunking Directory One  Serve r OCS • IUCN connected their OCS  Main customer site 1 Server mediation server to Interoute  via our Microsoft Certified SIP  trunk  • On a department by  Customer site 2 department basis they  forwarded the numbers until  they were satisfied the PBX  was no longer needed
  150. 150. Conclusion • Unified Communications is not blue sky and not simply an aspiration - but it does challenge traditional approaches to buying building and creating services • Find an approach that ticks the core motivations and allows you to achieve your goals • Interoute has an approach that allows YOU to CONTROL the migration and the development of your roll out without sacrificing service
  151. 151. Interoute’s diverse customer set Thank you For more information on migrating to Unified  Communication please contact Interoute 10

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