Portugal Telecom BPM Presentation May 2015
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Goncalo Mendes presented PT's BPM journey with PNMsoft at BPM Portugal Conference on 14 May 2015. Enjoy the slides!
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Portugal Telecom BPM Presentation May 2015
- 1. The PNMsoft Portugal Telecom Case Study
- 2. Welcome and Introductions Who Are We? 19 years’ experience in workflow & BPM UK headquarters, offices and business partners worldwide Global customers, millions of users Sequence, a leading iBPMS & Workflow Product – Bloor – BPMS Champions – IDC – BPMS Major player – Gartner iBPMS Vendor – Gartner BPM “Cool Vendor” – Microsoft Premier BPM Partner Partnership approach & commitment to your project success
- 3. What makes us different PNMsoft provides a unique technology called HotChange® that powers our intelligent BPM software. HotChange® enables organizations to meet the challenge of continual change. We have also developed Evolutionary BPM, an agile methodology for completing projects in iterative cycles of improvement, which has proven to be highly successful over time in a range of industries and geographies.
- 4. 3
- 5. Este documento é propriedade intelectual da PT Portugal e fica proibida a sua utilização ou propagação sem expressa autorização escrita SHOP Box 14.05.2015
- 6. AGENDA Goal Converting problems into smiles What is SHOP Box Concept and examples A Brief History What have we achieved First results What is still ahead What are the major pain points
- 7. 6 WHO AM I? Excellence Unit for PT’s retail activities Non-technical background
- 8. 7 GOAL – CONVERT PROBLEMS INTO SMILES In this presentation we will discuss one of the projects that will help PT to achieve this goal
- 9. Goal Converting problems into smiles What is SHOP Box Concept and examples A Brief History What have we achieved First results What is still ahead What are the major pain points AGENDA
- 10. 9 WHO IS PORTUGAL TELECOM / MEO ? Fixed lines Internet Access Mobile solutions Convergent Telco
- 11. 10 HOW THE MERGE HAPPENED IN THE STORES? Information Systems Processes Information Systems Processes Information Systems Processes The easiest way: adding
- 12. 11 AND WHAT WAS THE RESULT? More than 30 different applications More than 400 different processes Since the merge there are several efforts in MEO to simplify and converge our internal processes and our information systems However, on the point of sale we needed a specific tool to help the staff members. We created SHOP Box
- 13. AGENDA Goal Converting problems into smiles What is SHOP Box Concept and examples A Brief History What have we achieved First results What is still ahead What are the major pain points
- 14. 13 WHAT IS SHOP BOX? Concept: Framework to help the shop staff members to attend MEO’s customer How: Through a BPM engine that interacts with legacy systems and that decide what to do at each step Web Services Automate manual & repetitive tasks in the front-end Framework with business and client data
- 15. 14 EXAMPLES Customer Information Voice of the client
- 16. 15 EXAMPLES Legacy System on the right screen and with customer context Instruction to the staff member
- 17. 16 WHY PNMSOFT? Compatibility with Portugal Telecom architecture (based on SharePoint) Compatibility with CCA from Microsoft Usability of the BPM engine for a non technical user Ability to see and measure what each person do on each step.
- 18. 17 HOW IT WAS TECHNICALLY IMPLEMENTED SHOPBoxPTLegacy Systems … … ENTERPRISE SERVICE BUS
- 19. 18 HOW WE IMPLEMENT WORKFLOWS Technical team develop artifacts. Each artifact does a unitary action on a legacy system Non-technical team develops workflows. Each workflow uses the artifacts delivered by the technical team. Each workflow represents a different business case
- 20. AGENDA Goal Converting problems into smiles What is SHOP Box Concept and examples A Brief History What have we achieved First results What is still ahead What are the major pain points
- 21. 20 NUMBER OF CUSTOMERS LOOKED AFTER THROUGH SHOP BOX 249 1,167 1,102 1,235 1,271 900 1,097 1,166 1,553 1,637 2,204 2,751 3,520 2,058 2,639 3,540 4,009 3,612 wk 1 wk 2 wk 3 wk 4 wk 5 wk 6 wk 7 wk 8 wk 9 wk 10 wk 11 wk 12 wk 13 wk 14 wk 15 wk 16 wk 17 wk 18
- 22. 21 RESULT: REDUCTION OF THE AVERAGE TIME LOOKING AFTER CUSTOMERS -1.39 min 0.01 min -0.55 min -0.94 min -0.61 min 0.2 min 0.09 min -0.45 min wk 12 wk 13 wk 14 wk 15 wk 16 wk 17 wk 18 wk 19 Note: This analysis was made considering the shops that have SHOP Box and comparing the customers that were looked after with SHOP Box versus the customers that were looked after without SHOP Box
- 23. 22 HOWEVER THERE IS STILL A LONG WAY TO GO 1) The workflows will be further optimized to reduce the time to look after customers 2) They will be also further optimized to enlarge the front office resolution 3) SHOP Box is so far on 20 of our 275 MEO Shops 4) We continually improving the solution to minimize errors 9% 9% 9% 9% 8% 9% 9% 11% 10% 11% 13% 14% 12% 18% 17% 10% 12% 12% wk 1 wk 2 wk 3 wk 4 wk 5 wk 6 wk 7 wk 8 wk 9 wk 10 wk 11 wk 12 wk 13 wk 14 wk 15 wk 16 wk 17 wk 18
- 24. 23 PLANS FOR THE FUTURE Reduce the amount of errors Expand SHOP Box to all Shops until the end of 2015 Implement this concept on other areas in PT (call center, back-offices, etc.)
- 25. 24
- 26. Executado por: Gonçalo Mendes Goncalo.g.mendes@telecom.pt Este documento é propriedade intelectual da PT Portugal e fica proibida a sua utilização ou propagação sem expressa autorização escrita
Editor's Notes
- Thank you for having us in Lisbon for the second year in a row. We’re delighted to be here with our customer, Goncalo Mendes from Portugal Telecom, who will talk about their BPM case study, their BPM journey with PNMsoft. For history buffs, this is the Belem Tower, that is the equivalent to Lisbon of what Big Ben is for London and what the Eiffel Tower is for Paris.
- So before I pass the baton to Goncalo I’ll tell you in a couple of minutes who we are and what we do (in case you were wondering, that is). PNMsoft will be 20 years old in 2016 and we are a supplier of Intelligent Business Process Management Solutions. We have offices in New Jersey, London, Tel Aviv & Haifa…and we have one here in Lisbon too! Our customers come from Fortune 500 and Global 2000 backgrounds, and we also work with the public sector such as eSPap here in Portugal (their case study was presented in this conference last year). You can see in the slide behind me a few logos that you probably recognize. Gartner named us a Cool vendor to start with, and we have been in the Magic Quadrant for iBPMS for several years now. We also have a very closely-knit relationship with Microsoft and our other credentials include kudos from Bloor Research and IDC, among many others.
- And in just three sentences this is what makes us different. Quite a few speakers today, like Ann Marie and Roger, spoke about change. Need for change. Resistance to Change. Big Change. Our mantra is SMALL STEPS – BIG CHANGE, and what makes this a reality is our unique HOTCHANGE technology, backed by our EVOLUTIONARY BPM METHODOLOGY – our spin on AGILE. A technology that allows you to make changes on the fly, and keep improving your business processes until they’re 100% perfect. It enables continual change and supports the business improvement lifecycle for every enterprise.
- So THANK YOU for these 5 minutes and without further ado, I give Goncalo Mendes from Portugal Telecom
- (1 minute)
- Explain my role on Portugal Telecom: responsible for implementing new processes or new IS Explain that this presentation will have a focus on non-technical issues (1 minute)
- Explain that my unit is 100% focused on client satisfation Explain that PT is a large company and sometimes this goal is not easy to achieve Explain that there are several projects that intend to achieve the same goal, however we will talk only about one project (1 minute)
- Explain that MEO was bourn from a merge of diferent enterprises Explain that PT was the portugal incumbent Explain that MEO is now a convergent Telco (1 minute)
- Explain that the merge occurred on the stores just by giving more processes and information systems to the staff members handle (30 seconds)
- (1 minute)
- Explain that SHOP Box is a framework to help the shop staff members to attend MEO’s customers. Explain that SHOP Box was designed to be similar to the VoC So how this works? -Staff member as to choose the business case that brought the client to our store - Staff member should identify the customer -Staff member will received basic information of the customer -Based on this data the BPM engine will walkthrough the staff member to the solution. This is done interacting with legacy systems trough web services or trough applications front end. The interactions with the front end are done with Microsoft CCA. (1:30 minute)
- Explain that we have the VoC Explain the basic client information (explain that this information is brought by WS) (1 minute)
- Explain that the BPM engine command the MSFT CCA to show or even execute some tasks on legacy systems front ends. Explain that the legacy systems show to the staff member on the right screen and with correct customer context Explain the importance to minimize the copy/paste function through the different legacy systems Explain that there is always an instruction (1 minute)
- compatibility with Portugal Telecom architecture (2) usability of the BPM engine for a non technical user. (3) The ability to see and measure what each person do on each step. These information has a huge potential to improve our workflows. (1 minute)
- Explain that this slide is too technical to me Explain that we are using a virtualized environment Explain that there are two ways to interact with legacy systems -by front end (trough MSFT CCA) -by webservices that are all concentrated on a Bus (2 minutes)
- Explain that there are 2 teams involved Explain that during the project phase the technical team was Accenture Explain that now the technical team is formed by persons from PT’s IT department Explain that artifacts are Sequence workflows -can be essentially WS calls -can be essentially front end interactions -can be a group of action only on Sequence Explain the role of each team (1:30 minute)
- 30 seconds
- Explain that this reduction of time have an impact of around 240k€/year And could have an impact of 240k€/year (1minute)
- Explain that workflows were implemented based on the processes before SHOP Box. Before SHOP Box the complexity on the shop had to be minimized (staff member couldn’t handle processes too complex) Stress out the second item – it is a large issue to reduce costs on PT’s (2:30 minutes)
- Reduce the percentage of errors to 10% of it in two months Reduce the percentage of errors to 5% of it in four months Expand SHOP Box to all Shops until the end of the year When it is a stabilized framework start implement it on other units on PT’s (call centers, backoffices, etc.)