Why EDB went Global
        IKT Norge seminar
              May 6, 2010
              Tom Scharning
Agenda

Why EDB went global
How to establish a global delivery model
How we do it
Risk and security
Status & Achievem...
Why globalise our
delivery?
EDB challenges

 EDB customer delivery
  commitments can not be met
  with Scandinavian resources
  alone
 EDB and EDBs ...
Transformation and continued
 innovation                                                                                  ...
EDB in brief

 Key figures 2009
 –   Revenue NOK 7.5 billion
 –   EBITA NOK 603 million
 –   Total order backlog NOK 12.6...
Methodology

How we do it
EDB's 3 models for Global Sourcing

                       Description                 Suitable for

                     ...
Embedded Global Sourcing
Methodology approach


  Documentation          Migration              Stabilisation
   Describe...
Global processes established

ITIL - Problem management:
 Redefined process workflows to a
  local/global design
 Basis ...
Enabling global deliveries in IT
operations
 Establish global hubs as a seamless
  integrated part of all IT Operations
 ...
IT operations delivery locations

                               Scandinavia:
                               DataCentre, S...
Bank/ Finance:
Centres of excellence
Oslo: 950 FTE
    – Core bank solutions and multi-channel solutions
    – Statutory r...
Application Management for SAS

Challenge                                 Solution
 SAS has an HCM platform based on     ...
Oracle AO using Offshore resources

Challenge                                 Solution
 On site AO/BO delivery costly for...
Electronic billing and payment services

Challenge                              Solution
 Fast ramp up of resources      ...
Risk & Security

Risk & Security
Risk approach

 Today a known production in known
  environments
                                                     Ris...
Security in the migration process

                 Evaluate areas open to migration to new location
 Evaluate and
      ...
Status and
Achievements
Over all achievements for EDB

                  Increased security – role based access
 Improved         Improved contr...
More value from EDB




                      EDB Consulting 2010
                                 Page 22
EDB 2010
 Page 23
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”Why EDB Went Global”, Tom Scharning, Executive Vice President EDB Consulting Group, EDB Consulting Group

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”Why EDB Went Global”, Tom Scharning, Executive Vice President EDB Consulting Group, EDB Consulting Group

  1. 1. Why EDB went Global IKT Norge seminar May 6, 2010 Tom Scharning
  2. 2. Agenda Why EDB went global How to establish a global delivery model How we do it Risk and security Status & Achievements
  3. 3. Why globalise our delivery?
  4. 4. EDB challenges  EDB customer delivery commitments can not be met with Scandinavian resources alone  EDB and EDBs customers need access to highly skilled professionals without compromising security or quality  EDBs needs to increase competitiveness and scalability to ensure future deliveries
  5. 5. Transformation and continued innovation Agility and Expanding improved global innovation delivery capacity Expanding global sourcing Building application Established Building services Focusing critical on core solutions mass in IT portfolio business operations areas 2003 2004 2005 2006 2007 2008 2010 Telenor TAG Guide STI Team R3 SPAN IBM SPRING IS Partner BANQIT tre60 CEKAB Capgemini Avenir Infopulse Miratech Datarutin
  6. 6. EDB in brief  Key figures 2009 – Revenue NOK 7.5 billion – EBITA NOK 603 million – Total order backlog NOK 12.6 bn – Number of employees 6,000 Norway  Business areas Denmark Sweden – EDB Consulting Group UK – EDB Solutions Ukraina USA – EDB Outsourcing ContinentalEurope India Singapore Page 6 EDB 2010
  7. 7. Methodology How we do it
  8. 8. EDB's 3 models for Global Sourcing Description Suitable for Integrated into EDB's Embedded production of services: Global Sourcing IT operation, Solutions, All customers Application services A combination of Customers with Scandinavian Scandinavian PM: AD or AM needs Global Sourcing Using resources preferring to buy from India or Ukraine services from EDB IT departments with A dedicated AD or AM needs where EDB Pavilion the customer retains customer team a high degree of control EDB 2010 Page 8
  9. 9. Embedded Global Sourcing Methodology approach Documentation Migration Stabilisation  Describe and  Intensive work  Controlled after care analyse processes shadowing period period AS-IS onshore or on-the- job training local  Establish internal  Define processes contract for service TO-BE designed for  Provide run-books delivery and follow global deliveries up  Migrate processes global  Hand over meeting  Go – No/Go meetings
  10. 10. Global processes established ITIL - Problem management:  Redefined process workflows to a local/global design  Basis for training during migration and documentation in QA system  All new processes and workflow based on a global delivery model  Step-by-step change to geographic independent workflows
  11. 11. Enabling global deliveries in IT operations  Establish global hubs as a seamless integrated part of all IT Operations delivery platforms  Ensures IT Operations customers access to highly skilled professionals  Improving EDBs competitiveness and scalability  A combination of local and global resources will ensure control and flexibility  Enable profitable growth for the customer and EDB
  12. 12. IT operations delivery locations Scandinavia: DataCentre, Storage Network (Infrastructure) Implementation capacity Oslo Stockholm Continuity capacity Kiev Tampa Ukraine: Desktop remote support Open and DB US: Application Packaging Monitoring Bangalore Monitoring centre Industrial IT operations Helpdesk India: Singapore Mainframe SAP Singapore: Monitoring Industrial IT operations
  13. 13. Bank/ Finance: Centres of excellence Oslo: 950 FTE – Core bank solutions and multi-channel solutions – Statutory reporting, card and adm.solutions Bergen: 200 FTE – Security and anti money laundering – Payment systems Trondheim: 220 FTE – Multi-channel (mobile banking, internet banking, portal) – ATM and Point of Sale (POS) Leading Mo i Rana: 150 FTE supplier of – Card personalisation solutions for – Fraud detection and card services the Bank & Stockholm: 120 FTE Finance sector – EDB Card solutions for payment cards (POS and ATM) in the Nordic – Implementation and projects Kiev: 80 FTE – Working on different areas together with Nordic Centers – Mobile applications, technology conversion etc. India: 15 FTE – Security testing, – Performance testing FTE = Full time equivalent
  14. 14. Application Management for SAS Challenge Solution  SAS has an HCM platform based on  Specialist resources from one partner SAP, including payroll for the covering the whole platform Nordics.  Framework for support and imple-  SAS wanted to upgrade the platform mentation of HCM business process and outsource the AM of the whole  Dynamic availability of IT-specialists platform including interfaces to 3rd and peak resources party systems. Respons Achievement Reduced AM  Nordic capability  Annually reduced cost for the delivery delivery cost through  Specialist competencies in all Nordic of AM countries  From EDB side the upgrade will be Scandinavian  Customer knew EDB from start – productive according to plans specialist capabilities Professional partner  Nordic SAP HCM Setup  Combination between Near sourcing backed up by near- from Bulgaria and the Nordics => shore resources Price EDB Consulting 2010 Page 14
  15. 15. Oracle AO using Offshore resources Challenge Solution  On site AO/BO delivery costly for  Implementation of Oracle best customer practices i.e. AIM standards  System documentation not satisfactory  Preparation of run books, other  Existing team more than 10 years on documents from scratch system  Offshore Contingency plan  Cost not competitive documented  Governance model redesign  Status reporting stabilized  ROI reporting to customer Respons Achievement Reduced cost,  EDB-SPAN moved AO/BO from  Proactive Incident monitoring and improved customer existing vendor gradually to offshore reporting  E-business Suite 11.5.10.2 on HP-UX  Improved customer interaction interaction and - Three Oracle instances  Artemis, MGWP (queuing) , FDW  Improved processes improved governance  Faster Closure of AO Application (Financial Data warehouse) incidents  Over 2000 Jobs run daily, Using  Initiated review of project governance Control M scheduler  Building business specific knowledge repository  Realized cost reduction EDB Consulting 2010 Page 15
  16. 16. Electronic billing and payment services Challenge Solution  Fast ramp up of resources  Defined process for smoother  High Attrition rate at HPC/Amex transition  Needed quick time to market to  Middle level management serve orders and clients sponsorship at onsite. Implementation, Reengineering,  Maintaining a healthy onsite Production fixes and Support. /offshore resource ratio Knowledge Retention/Lack of  Start with small to medium team Domain knowledge and ramp up for smooth  Night support engagement Respons Achievement Faster time to  Dedicated Pavilion Team, Low  30 mill USD savings on Manpower attrition at SPAN.  Faster time to market for market, higher  Knowledge Base development & SME Creation. HPC/Amex solutions  Increased clients and sales quality of services,  Cross training in niche technology  Improved documentation of core dedication to  Offshore cost and time advantages system  Value engineering in business customer process satisfaction 24/7 EDB Consulting 2010 Page 16
  17. 17. Risk & Security Risk & Security
  18. 18. Risk approach  Today a known production in known environments Risk  Establishing and transformation of mitigations production teams demands precautions to close gap  A global delivery model demands transparency in the complete work process  Legal and international regulations must Risk Risk be considered level level EDB EDB  National risk level at all production sites Nordic Global must be evaluated Resources Resources  Securing well functional continuity solutions on a global basis
  19. 19. Security in the migration process  Evaluate areas open to migration to new location Evaluate and  Reconcile security and criticality regarding possible area Select  Define tasks and value chain parts possible to migrate.  Qualify processes and solutions for the global delivery model and migration Prepare  Train employees and adjust the new work chain in order to secure future delivery  Update all processes, procedures and solutions Migrate  Migrate the operation into the global delivery model  Qualify continuity solutions  Audit all work processes and solutions on regular basis Follow up  Regular updates of all processes EDB 2010 Page 19
  20. 20. Status and Achievements
  21. 21. Over all achievements for EDB  Increased security – role based access Improved  Improved control on removing root causes (PM)  Improved logging, reporting and analyze Quality  More proactive work  Stable Operations – No critical incidents in 2009 New  New and good skilled colleagues  Positive cooperation onshore/offshore Knowledge  Proactive view of internal processes  More flexibility local Scalability  Faster upscaling by new needs  Increased productivity  Improved internal interfaces – Updated generic procedures Increased  Run books on operation tasks  Documentation in English transparency  Better control on End of Support  Taskforce work with global participants EDB 2010 Page 21
  22. 22. More value from EDB EDB Consulting 2010 Page 22
  23. 23. EDB 2010 Page 23

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