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Responding to Business Mobility Opportunities with Existing CIS


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Originally presented at CS Week 2013, Centric shared insights on mobility strategies and solutions to a user group focused on utilities that continue to use legacy, mainframe-based customer care/billing solutions.

Published in: Technology, Business
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Responding to Business Mobility Opportunities with Existing CIS

  1. 1. NOTICE: Proprietary and Confidential This material is proprietary to Centric Consulting, LLC. It contains trade secrets and information which is solely the property of Centric Consulting, LLC. This material is solely for the Client‟s internal use. This material shall not be used, reproduced, copied, disclosed, transmitted, in whole or in part, without the express consent of Centric Consulting, LLC. © 2013 Centric Consulting, LLC. All rights reserved Responding to Business Mobility Opportunities with Existing CIS
  2. 2. • Introductions • Mobility Overview • What Are Utilities Doing? • Customer Service / CIS Integration • Lessons Learned from Mobile Projects • Questions CONTENTS 6/28/2013 1
  3. 3. WHO WE ARE You‟ve found your most reliable partner. Centric Consulting a business consulting and technology solutions company that’s been around for 14 years and we’re building a company that will be here for 100 more. $80 million 2012 revenue 1999 year founded 450 employees 9 • Cleveland • Columbus • Indianapolis • Miami • St. Louis • Tampa locations 2 • Energy & Utilities • Oracle national practices 1 bold vision that spans 100 years Our culture is built on our passion for our work and driven by our values. • We work to understand your needs and act as a true partner. • We selectively hire people who have a track record of delivering exceptional results. • We value hard work and temper that work with humility, respect and collaboration. • We are committed to making a positive difference in the communities we serve. • We are unconventional, loyal, smart and fun. We strive to manage a work-life balance that makes us better professionals and better people. To learn more about our core values, visit • Boston • Chicago • Cincinnati- Dayton- Louisville 2 6/28/2013
  4. 4. Centric Consulting Energy & Utilities Practice Centric’s Energy and Utilities practice focuses on the unique business and technology needs of energy and utility companies. Since 1999, we have consistently delivered quantifiable results for more than 50 electric, gas, and water utility clients. Centric’s Core Utility Industry Offerings • Meter-to-Cash Related Integration Services – CIS Integration and Enhancement – CIS “Satellite Systems” – Meter-to-Cash Project Collaboration • Business Intelligence/Analytics/Reporting • Web Portal/Customer Self-Service • Mobile Applications for Utilities • AMI, MDM, and SmartGrid Enablement • EAM/WAM Strategy & Implementation • Customer Communications • CIS Data Conversion • Oracle Utilities Application Service Provider • Application Maintenance & Outsourcing ENERGY & UTILITIES 6/28/2013 3
  5. 5. • Introductions • Mobility Overview • What Are Utilities Doing? • Customer Service / CIS Integration • Lessons Learned from Mobile Projects • Questions CONTENTS 6/28/2013 4
  6. 6. It’s not about mobile, it’s about mobility How well do we truly understand user behavior? Mobility is forcing us to re-think how we leverage technology to serve customers, employee s and partners • Is not about Apple versus Android • Is not “tiny web” or screen-scraped PC applications • Is breaking down processes into discreet tasks that people (or machines) want to accomplish • Is enabling work, collaboration, d ecisions from anywhere on any device • Having a mobile app or website is not a mobility strategy Mobile • is a channel • is linked to devices • is always one thing, wherever it is • is the nuts, bolts and infrastructure • is building and getting an app launched Mobility • is a behavior • is information, services and convenience served up on the go • exists across a variety of screen sizes and devices • is an experience that changes with context MOBILITY OVERVIEW 6/28/2013 5
  7. 7. Why does mobile go wrong? ‘Shrink to Fit’ ‘Mobile First’ According to early adopters, the “conventional wisdom” about mobile development is not entirely true 1. Mobile development absolutely has to pay off with ROI 2. Mobile development should be kept entirely in-house 3. It‟s impossible to go too far building mobile functionality 4. Old form factors are immediately obsolete Utilities who choose to build upon existing CIS infrastructure can realize higher growth potential in Stage 2 MOBILITY OVERVIEW 6/28/2013 6
  8. 8. Strategy Build Operate Transfer Strategy begins with thinking about the basics: who, what, why and how Advisory Services Plan Mobilization Project Accelerators Design & Development Deploy & Manage Support & Maintain Knowledge Transfer ConfidentialPage 13GB E&O Mitigation Program Recommendations E&O is not top of mind for most GB claims staff and management Description • A small number of Best Practices (BP) are associated with the majority of our E&O • This “short list” should be communicated and emphasized in all relevant forums • A one-time „big bang‟ launch is required to bring focus to E&O, including elements such as: – Kick-off conference call (to include Pat Gallagher & Norm Darling) – Operational conference call between Zone and Branch management to walk through implementation plans – Branch staff meetings to review program elements in detail – Distribution of laminated cards with Top E&O-related Best Practices, File Transfer Checklist, etc. • Thereafter, an ongoing communications and training program will maintain program visibility and effectiveness and support continuous quality improvement Recommendation: Create Broad Awareness of the Root Causes of E&O Top Best Practices Related to E&O • Supervisor input on questionable / denied / controverted claims • File transfer protocols (new) • Shorter diary requirements for high risk claims (new) • Three point contact • Appropriate claimant contact on disability payments (including verification of work status) • Written documentation of important client communications (new) • Engage experts on complex claims (new) • Active and timely management of counsel • Round tabling vendor assignments Lower Frequency Violations • Carrier reporting of severe claims • Required approvals for settlements on litigated claims • Document liens on file jackets • Active claim management (appropriate IME usage) Strategy Assessment Roadmap Definition Workshop Planning & Prep Stakeholder Engagement Establish / Prepare Team Business Case Data Capture Web Services Iterative Approach Pilots / Prototypes Messaging / Notifications Process Re-engineering Industry Frameworks Mobile Applications Training / Coaching Plan Centric Solution Center Usage Reporting Analytics QA Testing / Distribution Application Outsourcing New Products Mobile is so much more than just creating the interface and code that runs on the device Building apps is just the first step, so we offer ongoing support and technical services Some organizations want to build internal capabilities. We help get your team ready IT Org Development Rotational Programs Private Apps Store Cloud / Hosting Services MOBILITY OVERVIEW - SOLUTIONS 6/28/2013 7
  9. 9. • Introductions • Mobility Overview • What Are Utilities Doing? • Customer Service / CIS Integration • Lessons Learned from Mobile Projects • Questions CONTENTS 6/28/2013 8
  10. 10. Mobile devices present an ideal medium for customer interaction both for traditional meter-to-cash communications as well as new Smart Utility offerings. Security has been a BIG concern, but look around at momentum in other industries – every day our customers get more mobile savvy and want us to come along. • Outage reporting and status – Report outage by address or street light – Summary statistics by geography – Estimated restoration • Bill Payments & limited Self-Service – Pay Bill – Basic customer self service – Bill history – Payment history – Usage history ComEd App exceeds 1M transactions TXU Retail nearly 800K account transactions In one storm ComEd recorded 7,000 mobile outage report/status WHAT ARE UTILITIES DOING? 6/28/2013 9
  11. 11. • Revenue – Faster time to payment • Lower Support Cost – Increased customer self-service for outage reporting • Better and Faster Outage Identification – Achieve ROI with even relatively small customer adoption rates • Increased Customer Satisfaction Levels – Better access/ease of use – Keeps up with evolving customer expectations – Faster response and communication time for outages 6/28/2013 10 WHAT ARE UTILITIES DOING? – BUSINESS CASE Forrester Research estimates that the cost of a call into a call center is around $5.50, compared to $0.10 for online self-service. By conservative estimates, utilities can save $20 to $35 per customer annually with an alternative self- service channel for billing and payments alone.
  12. 12. • Mobility can improve worker productivity by minimizing idle time, unnecessary travel and redundant data entry • Capturing information at point of performance and uploading to back-end systems can improve reporting data accuracy 6/28/2013 11 WHAT ARE UTILITIES DOING? - FUTURE Pre-Pay • RT Usage / Billing Display • Reload Pre-Pay Meter Demand Response • Enrollment • Event Notification • Service Call Reminder • Settlement Outage Crew Call-Out • First Responders • Alert Acknowledgement • Dispatch / Routing / Job Site Arrival • Job Completion / Available Status Customer Engagement Alerts • Outage – Restoration status – Information • Credit & Billing – Missing payment – New bill • Usage & Energy Efficiency – Threshold notifications Mobility Work Management • CIS functionality delivered via mobility instead of another system.
  13. 13. • Introductions • Mobility Overview • What Are Utilities Doing? • Customer Service / CIS Integration • Lessons Learned from Mobile Projects • Questions CONTENTS 6/28/2013 12
  14. 14. Technical Options Customer Service / CIS Integration • Extend Existing CIS Web Interface for Optimized Mobile Web Presence – HTML5 and responsive design – Browser fragmentation and support implications – Offline device functionality • Create or Extend Web Services Layer for Mobile Integration – RESTful o Lighter weight protocol o Uses HTTP/HTTPS o Any Message Format (developer Defined) o Stateless Operations – SOAP o More standardized than REST but with additional overhead o Generic Transport (HTTP, HTTPS, JMS, etc.) o XML message format, can be verbose and requires overhead to parse o Stateful Operations • Beware any promise of any “one size fits all” tool • Good user experience on mobile depends on the design of back- end business services as well as software on the device • Use standards-based technologies where they are sufficient for your needs • Continually reassess the state of HTML5- related technologies because the ecosystem is evolving at a rapid pace 6/28/2013 13 TECHNICAL OPTIONS
  15. 15. Common Integration Services Mobile IVR/VRU Internal Systems (CIS, OMS, etc.) Customer Portal (website) Mobile apps require integration with back-end IT systems…. MOBILE INTEGRATION 6/28/2013 14 By leveraging a common service integration layer, consistency is ensured across all customer channels. This allows for shared security and other common architecture components across all interfaces (if you can report through IVR, you can report same manner through mobile, etc…)
  16. 16. • Introductions • Mobility Overview • What Are Utilities Doing? • Customer Service / CIS Integration • Lessons Learned from Mobile Projects • Questions CONTENTS 6/28/2013 15
  17. 17. User Experience & EngagementReach & Efficiency Sales, Marketing and Customer- facing teams prefer the richer user experience and device- enabled capabilities of native apps IT Operations and Support groups prefer lower cost, simpler deployment and “instant update” features of web apps Hybrid apps use 3rd party software frameworks and are popular with users who want most native apps features with shorter development time Web Apps Hybrid Apps Native Apps Business teams, particularly in Sales, Marketing and Field Operations, are increasingly demanding mobile applications, while IT groups may be hesitant to invest without a defined strategy and operating model Web Apps • Reach • Cheaper development • Ease of distribution • Instant update • No offline access • Not App Store friendly Hybrid Apps • One code base • Leverage most device features • Shorter learning curve • Slower response time • 3rd party dependency • App Store accessible Native Apps • Always “on” • Deeper engagement • Brand building • On-device features (faster UI, camera, GPS, audio/video) • App Store accessible NATIVE APPS OR WEB? 6/28/2013 16
  18. 18. Native Apps Hybrid Apps Web Apps Does not requires device-specific programming skills Device agnostic; write once and run on multiple platforms Apps are upgradeable in real time Strong version control capabilities Full access to all device features (camera, audio/video, GPS, etc) Advanced data synchronization and offline/disconnected functionality Technology supported by multiple software vendors Can be affected by slowness or perform erratically with intermittent data connections High level of capability Some level of capability Little or no capability 6/28/2013 17 MOBILE APPS DECISION FRAMEWORK
  19. 19. 0 5 10 0.00 5.00 10.00 ValueAssessment Risk Criteria / Ability to Deliver Scorecard Results Native App Hybrid App Mobile Website Other Options Virtualization All of Above Value to IT ValueToBusiness Some Low Hanging Fruit Fund These Projects Look for Other Opportunities Outsource These Projects Business Value Criteria Weight Financial Investment Emphasis on lower development cost 12.00% Emphasis on lower QA testing cost 10.00% More of a simple app or service, less ongoing investment expected 15.00% Customer or User Experience Provide a "wow" factor with emphasis on high usage frequency 8.00% Must work offline 15.00% Must be very fast, emphasis on smooth scrolling or image loading 8.00% Likely to use device features like camera, gps, acceleromator, etc. 5.00% Discovery & Awareness Must be available from one of major App Stores 10.00% Must have "instant update" or be updateable in near-real-time 8.00% Must be accessible by widest variety of mobile devices 9.00% IT Value Criteria Weight Maintainability Must be developed/supported by existing skills portfolio 15.00% Must have strong version-control capabilities 10.00% Must be developed with common code base 15.00% Requires customized or more advanced UI controls 15.00% Security & Management Sensitive data does not persist on the device 11.00% Likely to require 3rd party support or mgmt tools like MDM 6.00% Must be constantly up-to-date with latest mobile OS release 5.00% Core technology must be supported by multiple vendors 15.00% Must meet specific technical or industry standards 18.00% Many organizations are uncertain whether to invest in native applications, cross-platform “hybrid” applications or mobile websites. To assist this decision process, we created a decision framework and scorecard process to rationalize mobile architecture investments MOBILE ARCHITECTURE DECISION MATRIX 6/28/2013 18
  20. 20. What made previous mobile projects successful? • Focus on user experience – Working with experienced mobile UX team – Willingness to think „mobile first‟ and resist „shrink to fit‟ – Sorting out “noise” from the good stuff with product/solution vendors • Flexibility – Chunking up long term roadmaps into iterative, frequent deliverables – Creative workarounds for back-end system integrations – Good listening skills get you to the right finish line, not just across the finish line – Adapting deliverables based on what we discovered along the way • Engagement from key stakeholders – Trusted partnership between business and IT teams – Design prototypes, interactive demos, webcasts, weekly product reviews to sustain momentum and excitement – Take a strategic perspective, this is bigger than a „mobile application‟ User Experience, Flexibility and Engagement are critical success factors for mobile projects • Starting with business design that is snappy, simple and built around an “action button” • “Atomized” business processes to divide them into small chunks that intended audiences care about • Empowering clear ownership for mobility decisions and investment priorities 6/28/2013 19 LESSONS LEARNED
  21. 21. What would have made previous mobile projects more successful? • Avoid the tendency to treat mobile like just another project – Comparing cost of mobile apps to core enterprise apps – Immature testing tools and automation – Gaps in existing services partner‟s ability to deliver and support mobile projects – Having a solid, easy distribution mechanism in place for apps not bound for the iTunes store • Define the “what” of business strategy before the “how” of IT delivery strategy – Working with a roadmap that is flexible and designed for change – Understanding random acts of mobile across the organization – Measuring the right stuff (hint: not apps downloads) – Never too early to start planning the next phase What have we learned so far? • Mobile software projects follow Agile / Iterative approach, which can challenge more traditional IT delivery models • Mobility projects that take on too much will often fail to meet expectations • Mobility projects will challenge existing application, middleware, security and deployment models • Building and managing mobile software likely to be outsourced to partners with mobility credentials 6/28/2013 20 LESSONS LEARNED
  22. 22. • Introductions • Mobility Overview • What Are Utilities Doing? • Customer Service / CIS Integration • Lessons Learned from Mobile Projects • Questions CONTENTS 6/28/2013 21
  23. 23. 6/28/2013 22 QUESTIONS?
  24. 24. • Who Owns Mobility for the Enterprise? • How Well Do We Truly Understand User Behavior? • BYOD? • Mobile Application Platforms? • Security and Management? • Developing a Mobile Strategy? • Integrating with Backend Systems? • Prioritizing Mobile Investments? Let‟s select a few topics for group discussion • What mobility topics is your company most interested in exploring? • Are there particular questions you are struggling with? 6/28/2013 23 QUESTIONS NEEDING ANSWERS
  25. 25. 6/28/2013 24 CONTACT US Jason Miller National Mobility Solutions Practice Lead Pat McMillin Director – Energy and Utilities Russ Dixon Director – Energy and Utilities