Cost, Collaboration, ComplianceYour Journey Through The Transformation GatewayAuthorBerlin, October 31 - November 03, 2011...
Cost, Collaboration, Compliance Capgemini believes that there are three key drivers of the ECM agenda  • Cost reductions ...
Virtualisation and the service centre –Increased flexibility for document management
The challengeFlexibility     Quality of service        Savings                                     | Cost, Collaboration, ...
Profitability and savingsExample: manufacturing company                   Turnover                                        ...
Flexibility and quality of service               Lower investmentsReduction      Reductions passed on to new customersin...
How does the market respond?                                  DRS                       HA              Consolidated      ...
Service centre savingsAn optimised service centre costs ourcustomers about half as much as local                  Offshore...
Changing the sourcing model changes                                    working methods       Commitment mode             ...
Changing the sourcing model requires investmentsReduced costs, improved quality and flexibility   Investments required   ...
Uncertainties Feasibility Return on Investment Management procedure Implementation path Impact on my company’s organi...
Choice of indicatorsKey aspects of the management approach:    Reason                                   Improvement driver...
Portfolio benchmarkKey aspects of the management approach:             Reason         Improvement driver               Ind...
DeliverablesKey aspects of the management approach: Choice of performance indicators Interview questionnaires Interview...
ContactsPlease contact:• Pascal Simons  pascal.simons@capgemini.com                                | Cost, Collaboration, ...
Lessons LearntBNPP Momentum Berlin               Lucile GIRARDEAU & Jean CHARNAY                                 01 novemb...
Summary1. Skill Center within the group2. ECM and Archiving Skill Center3. EMC Documentum’s Roadmap4. Implementation of Ou...
Skills centers within the Group BNP Paribas   BNP Paribas, an European leader with global dimensions       With more than...
ECM & Collaborative Skills Center Service OfferingDevelopment and Maintenance of ECM and collaborative solutions for theva...
Positioning of ECM in the GroupLibrairies          Business documentary reference               Examples of performances ...
ECM Roadmap Offer   Reduce the total cost of ownership of ECM applications   While increasing the wealth of application ...
Making use of outsourcingOutsourcing policy of BNPP  Skills internalization  Increase in fixed price contracts with a re...
Why upgrade the IMGD platform?   Upgrade project in 2010-2011 to a newer version of Documentum allowing for the maintenanc...
Virtualize to gain flexibility      Virtualization of the Documentum platform:            Virtualize the third applicatio...
Overview of the new platformVirtualized architecture is credible      No virtualization incident      No performance deg...
Limit the development to reduce costsContext    20 applications based on the webtop    Upgrade of 16 applications from w...
Limit the development to reduce costsGoal    Using the capabilities of configuring XCP / TaskSpace to restrict customizat...
Limit the development to reduce costsImplementation of existing applications     Applications close to the standard      ...
More information                   About Capgemini             With more than 115,000 people in      A deeply multicultura...
www.capgemini.comThe information contained in this presentation is proprietary. ©2011 Capgemini. All rights reserved
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Cost, Collaboration, Compliance - Your Journey Through The Transformation Gateway

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  • I would like to welcome you today for this presentation about Virtualization & Service centers.Capgemini believes that there are three key drivers of the ECM agendaCost reduction supports company financial performanceCollaboration supports company agility and reduces time-to-marketCompliance protects the company in case of litigationA cost reduction agenda for ECM, if executed with the right staffing, focus, and governance principles, will help accomplish compliance and collaboration objectives at the same time.
  • My purpose today is to give you a few insights on how to change your sourcing model to a Center of Excellence and to let BNP Paribas give us their feedback on their experience for such Services.
  • As a leading software integrator, Capgemini faces continuous expectations from its customers in providing ever more flexibility for less money while increasing our quality of service
  • This diagram is an illustration of how cost reduction affects the financial performance of a company ; for a company achieving a net margin of 5%, reducing its cost by only a few percent will result in significant increase in the cash flow.On the other hand, generating the same amount of money through increased sales requires a lot more work and risk, especially in a crisis market.
  • Still, reducing costs involves cutting in your providers’ margins which may push them in reducing their quality of service.
  • In order to achieve such objectives, Capgemini is actively investing in 3 key areas that help us deliver :Centers of Excellence,VirtualizationOn-Demand services.
  • Centers of excellence carry a tremendous potential for cost reduction in service costs. Mutualization of resources, industrialization of delivery methods & leveraging offshore delivery capabilities are the tracks to follow.
  • Secondly, setting up a Service center with a big bang approach will eventually work but at the cost of short-term decreases in quality of service.Capgemini set up a transition model to move from on-site service delivery to center of excellence that allows our customers to control the change rate and minimize the negative impacts of such a change.
  • Thirdly, Capgemini is able to outline the total cost for transformation and provide a financial model that requires no upfront investments : Changing your sourcing model is a seamless change.
  • Capgemini provides consultancy services to clarify the roadmap to changing the model, taking into account both benefits and constraints that such a change might raise in an organization.
  • These services leverage our experience of customers expectation with regards to Service Centers, Service Level Agreements and Key Performance Indicators to define a Return on Investment model for starting a Center of Excellence.
  • Here’s an example of the summary spreadsheet we use for consolidating our results…
  • … and a list of the deliverables we deliver.Lucile Girardeau & Jean Charnay from BNP Paribas will now give their feedback about working with Capgemini Service Centers and tell us how Virtualization and xCP can bring further cost reduction to your ECM platform.
  • Cost, Collaboration, Compliance - Your Journey Through The Transformation Gateway

    1. 1. Cost, Collaboration, ComplianceYour Journey Through The Transformation GatewayAuthorBerlin, October 31 - November 03, 2011 TRANSFORMATION GATEWAY
    2. 2. Cost, Collaboration, Compliance Capgemini believes that there are three key drivers of the ECM agenda • Cost reductions support company financial performance • Collaboration supports company agility and reduces time-to-market • Compliance protects the company in case of litigation A cost reduction agenda for ECM, if executed with the right staffing, focus, and governance principles, will help accomplish compliance and collaboration objectives at the same time. Our agenda for today: • How to set a course for changing your sourcing model to a Center of Excellence? • BNP Paribas’s feedback on cutting costs while improving Quality of Service | Cost, Collaboration, Compliance October 31 - November 3, 2011 2 © 2011 Capgemini. All rights reserved.
    3. 3. Virtualisation and the service centre –Increased flexibility for document management
    4. 4. The challengeFlexibility Quality of service Savings | Cost, Collaboration, Compliance October 31 - November 3, 2011 4 © 2011 Capgemini. All rights reserved.
    5. 5. Profitability and savingsExample: manufacturing company Turnover 220 Same 11 margin levels 132 100 100 100 Margin 5 5 11 Purchasing 60 60 54 77 Other expenses 35 35 35 Today Target Today Target Sales X2 Purchasing costs 10% | Cost, Collaboration, Compliance October 31 - November 3, 2011 5 © 2011 Capgemini. All rights reserved.
    6. 6. Flexibility and quality of service  Lower investmentsReduction  Reductions passed on to new customersin supplier  Longer-term commitment margins Reduction  Less experienced staff in quality  Fewer training courses of service  Knowledge gap in latest versions and functions  No awareness of existing bugs and features Service support Upscale in  Inability to move to industrial production production for increased supply /quality and savings | Cost, Collaboration, Compliance October 31 - November 3, 2011 6 © 2011 Capgemini. All rights reserved.
    7. 7. How does the market respond? DRS HA Consolidated Backup Virtual Center Management Server Virtual Machines App App App App App App App App App App OS OS OS OS OS OS OS OS OS OS Virtual SMP ESX Server VMFS Enterprise Servers Enterprise Network Enterprise StorageService Centre Virtualisation Cloud | Cost, Collaboration, Compliance October 31 - November 3, 2011 7 © 2011 Capgemini. All rights reserved.
    8. 8. Service centre savingsAn optimised service centre costs ourcustomers about half as much as local Offshore Service Centre Cost: - 50%support... With better quality results With increased flexibility Nearshore Service Centre Cost: -35% Onshore 3rd party application maintenance Cost: - 30%Service centre requirements: New ways of working On-site 3rd party application maintenance Cost: - 25% Change in production methods On-site technical assistance | Cost, Collaboration, Compliance October 31 - November 3, 2011 8 © 2011 Capgemini. All rights reserved.
    9. 9. Changing the sourcing model changes working methods Commitment mode  On-site ATG Service CentreResponsibility for contract execution Customer Capgemini CapgeminiInvoicing Time & material Work Units Work UnitsCommitment to results None SLA SLATransition cost supported by Customer Capgemini CapgeminiPlace service is delivered Customer site Customer site Mixed Customer/ CapResource sharing None None On requestAbility to alter load Duration of the contract Monthly MonthlyOption of going offshore Impossible Partial IntegralDaily cost Per profile Fixed price Fixed price | Cost, Collaboration, Compliance October 31 - November 3, 2011 9 © 2011 Capgemini. All rights reserved.
    10. 10. Changing the sourcing model requires investmentsReduced costs, improved quality and flexibility Investments required Automated tests  Strengthened management to cope with Automated deliveries relocation Offshore service prices  Translation effort (for India) Resource sharing across projects  Reverse engineering More working days  Cost of offshore publishing resources Standard price services  Capgemini office expenses Driven by service level indicators  Travel expenses Up-to-date documentation  Rollback cost Knowledge base Publisher’s expertise Space-saving on site Reductions in volume for services Commitments to increased productivity Free transition | Cost, Collaboration, Compliance October 31 - November 3, 2011 10 © 2011 Capgemini. All rights reserved.
    11. 11. Uncertainties Feasibility Return on Investment Management procedure Implementation path Impact on my company’s organisation Risk identification and coverage Communication document / Mobilisation | Cost, Collaboration, Compliance October 31 - November 3, 2011 11 © 2011 Capgemini. All rights reserved.
    12. 12. Choice of indicatorsKey aspects of the management approach: Reason Improvement driver Indicator Reduce the cost per person / day Average cost of a production day Reduce the cost of the development infrastructures Cost of the platform per implemented CPUReduce Reduce the cost of deploying a new server Cost of providing a new serverproductioncosts Increase operational staff productivity Number of production days Reduce hosting and operating costs Hosting and operating costs Reduce cost of premises Cost of premises Improve management reporting Existence of reporting indicators for SLAIncrease Standardise production costs Value of work unitsproductionreliability Automate non-regression tests Number of instances of automated tests Reduce the number of tickets generated Number of tickets per incident category Reduce the timescale for processing tickets Processing timescaleIncreaseservice Reduce the timescale for delivering a new infrastructure Delivery timescaleresponsivenessand flexibility Reduce the timescale for producing corrective versions and new projects Production timescale and programming timescale | Cost, Collaboration, Compliance October 31 - November 3, 2011 12 © 2011 Capgemini. All rights reserved.
    13. 13. Portfolio benchmarkKey aspects of the management approach: Reason Improvement driver Indicator Value Comment Measured Target VariationThe tool: Portfolio management benchmark file Reduce the cost per person / day Average cost of a production day 496 376 -120 Green, Orange, Red(see attached Excel file) Increase operational staff productivity Number of production days 6600 5900 -700 Green, Orange, Red Main components: Reduce production costs Reduce hosting and operating costs Hosting and operating costs 65000 400000 -250000 Green, Orange, Red • Indicator type Reduce the number of suppliers Number of suppliers 4 1 -3 Green, Orange, Red • Target lever Reduce cost of Cost of premises 49100 299202 -191798 Green, Orange, Red premises Improve management Existence of reporting N/A Capgemini Standard Capgemini Standard Green, Orange, Red • Affected indicator reporting indicators for SLA Formalise project Assessment of project N/A Capgemini Standard Capgemini Standard Green, Orange, Red management grading management grading Value Increase Standardise production Value of work units N/A Capgemini Standard Capgemini Standard Green, Orange, Red costs • Measured against existing production reliability Automate non- Number of instances of 0 600 600 Green, Orange, Red regression tests automated tests • Projected Organise regular Scheduled number of application reviews by 0 50 50 Green, Orange, Red publisher days the publisher Reduce the number of Number of tickets per • Differential 1100 1000 -100 Green, Orange, Red tickets generated incident category Reduce the timescale Processing timescale SLA compliant SLA compliant N/A Green, Orange, Red for processing tickets • Qualification criteria Increase service Reduce the timescale responsiveness Production timescale for producing corrective and flexibility and programming SLA compliant SLA compliant N/A Green, Orange, Red versions and new timescale Flash Benchmark projects • Qualitative Qualitative criteria Improved qulaity +3 Green, Orange, Red Flash Benchmark • Quantitative Quantitative criteria Potential gain in Euros 525798 Green, Orange, Red | Cost, Collaboration, Compliance October 31 - November 3, 2011 13 © 2011 Capgemini. All rights reserved.
    14. 14. DeliverablesKey aspects of the management approach: Choice of performance indicators Interview questionnaires Interview reports Portfolio benchmark Choice of study scenarios Valuation of the potential gains per scenario and consolidation of ROI Conversion plan Business case Management summary document | Cost, Collaboration, Compliance October 31 - November 3, 2011 14 © 2011 Capgemini. All rights reserved.
    15. 15. ContactsPlease contact:• Pascal Simons pascal.simons@capgemini.com | Cost, Collaboration, Compliance October 31 - November 3, 2011 15 © 2011 Capgemini. All rights reserved.
    16. 16. Lessons LearntBNPP Momentum Berlin Lucile GIRARDEAU & Jean CHARNAY 01 novembre 2011
    17. 17. Summary1. Skill Center within the group2. ECM and Archiving Skill Center3. EMC Documentum’s Roadmap4. Implementation of Outsourcing5. Migration/Upgrading and Virtualization6. New Interfaces ITP-ITG 01/11/2011 17
    18. 18. Skills centers within the Group BNP Paribas BNP Paribas, an European leader with global dimensions  With more than 200,000 employees in 84 countries, BNP Paribas is a European leader in global banking and financial services, with global coverage and a strong presence in all major financial centers .  Within the IT function, we favor the mutualised approach by developing shared platforms and coordinating the Competence Centers and Shared Services, particularly in the ​ECM area. The objectives of the ECM and Archiving Skill Center :  Capitalizing on the expertise of BNP Paribas on:  the document’s lifecycle, from its creation to its long-term preservation (document management and collaboration)  the archiving of objects and regulatory constraints in this area.  Build service offerings that generate savings for the Group ITP-ITG 01/11/2011 18
    19. 19. ECM & Collaborative Skills Center Service OfferingDevelopment and Maintenance of ECM and collaborative solutions for thevarious business unites and Group Functions Billing units Project• 19 applications ECM (BNPP Assurance, ITPS, CIB, AJG, BNPP Real Estate, RHG, GRM) that is JH devisto say 90 000 users worldwide (Europe, Asia, America) Maintenance Complexity of the application• 155 eRoom spaces for 1840 users Hosting• 1 application Microsoft SharePoint (Collaborative portal and social network) for RetailBanking Number of weighted users Storage (Go) Engagement criteriaA Web interface to access documents, developed from standard components and fullycustomizable. Application availability 24/24 7/7A library of reusable components, based on our achievements. An estimate within 5 days A few figuresFull coverage of the applications with the following services 19 applications for BDDF, CIB, AJG • From conception to performance BNPParibas Assurance, • Hosting on a shared platform BNP Paribas Real Estate, • Support and maintenance RHG, GRM, ITP REACTIVITYTechnologies A platform ready for use PERENIALITY A referenced software ITP-ITG 01/11/2011 19
    20. 20. Positioning of ECM in the GroupLibrairies  Business documentary reference Examples of performances for:  Publication of official documents Group functionsReference ITP - RBIS  Quality SDPA Application for sharing documentation IT projects and assets  Compliance PROCEDURES Management procedures level 3Document management projects RHG  IT projects DEC Document management of employees records  financial products ISBusiness Record Management Assurance  Approval file banking commission REPPI (BNPP Assurance/BDDF) Reporting repositories of protections tools  Clients files Real EstatePublication EXPERTISE Records management expertise of real estate  Repository of consultation assets  Mass document injection CIB AUGIAS (Corporate Finance) Deals document managementDocumentary Services  Blocks for business applications  Documentary references portal or website ITP-ITG 01/11/2011
    21. 21. ECM Roadmap Offer Reduce the total cost of ownership of ECM applications While increasing the wealth of application features and services Diminution du coût de mise en oeuvre dune application classique 160 140 Off the shelf 120 100 Déploiement Mise en qualification et production applications New user Recette et qualification Packaging 80 Développement-ergonomie Développement-fonctionnel Exigence et conception 60 Assistance à MOA Estimation préalable 40 20 Integration interfaces based 0 2005 2006 Années 2007 2008 Witbe on the configuration Industrialization of the Generation implementation of applications PDF Migration IMGD 6.5 High dispo 24/24 Outsourcing of development Flow Injector and maintenance Web The launch of activities services TMA GED Synchronisation LDAP Migration/upgrade of Authentification grouped applications Optimizing the use LDAP / PKI Implementation of machinery of the IMGD 5.3 platform Virtualization Gain flexibility 2005 2006 2007 2008 2009 2010 2011 2012 ITP-ITG 01/11/2011
    22. 22. Making use of outsourcingOutsourcing policy of BNPP  Skills internalization  Increase in fixed price contracts with a reduced number of different suppliers  Invest in mass producable development methods externally To enroll in this context, the launch of a maintenance, support, anddevelopment centre  No change to our internal customers  Control of the supplier  Through internal quality control  through the establishment of INS ITP-ITG 01/11/2011 22
    23. 23. Why upgrade the IMGD platform? Upgrade project in 2010-2011 to a newer version of Documentum allowing for the maintenance and continuity of the IMGD offer. Documentum version used on Documentum version used on IMGD until 2010 IMGD since 2011 • New ergonomicsDocumentum •Improved performance V 5.3 V 6.0 V 6.5 V 6.6 •More settings, less development Roadmap 2006 2007 2008 2009 2010 The platform IMGD entered its 5th year of service and used a version of Documentum (5.3 SP2) at the end of Extended Support publisher like other software layers of IMGD (Websphere, Oracle, Linux) ITP-ITG 01/11/2011
    24. 24. Virtualize to gain flexibility Virtualization of the Documentum platform:  Virtualize the third application and presentation of the IMGD chain  Use VMWare version 4 IMGD virtualized platform Alteon Previous IMGD platformPhysical … … WAS WAS WAS WASmachine Alteon Vm Vm Vm Vm Virtual WAS WASmachine BatchSoftware Linux Linux Linux CS Vm … CS Vm CS Vm … CS Vm CS CS Linux Linux Batch batch batch Oracle Linux Oracle Vm Vm Linux Linux ESX server of virtual ESX server of virtual machines machines Chain 1 Chain 2 Oracle RAC Oracle Linux Linux ITP-ITG 01/11/2011 24
    25. 25. Overview of the new platformVirtualized architecture is credible  No virtualization incident  No performance degradationOptimization of resource use  Resources deployed in production in virtual machines is 2 times the resources of physical machinesScalability of infrastructure  Ability to add ESX server and redistributing virtual machinesFlexibility of infrastructure  The deployment of a new machine is measured in days rather than months  Changing the configuration of the machines (CPU RAM) can be done dailyFlexibiliy of service offering  High availability and possible trades autonomy by the dedicated virtual machines  Ability to tailor levels of service as needed ITP-ITG 01/11/2011 25
    26. 26. Limit the development to reduce costsContext  20 applications based on the webtop  Upgrade of 16 applications from webtop 5.3sp2 to 6.5sp3  Average cost of upgrade per application: approx. 50 man-days  Customization interface represents the majority of the upgrade costXCP/Taskspace offer  Allows for a higher level of configuration than webtop  Taskspace application customisations  Choice of tabs  Configurable interface according to the roles  Definition of forms via Form Builder  Introduce some definition constraints of HMI  Forms Management  Tab management ITP-ITG 01/11/2011 26
    27. 27. Limit the development to reduce costsGoal  Using the capabilities of configuring XCP / TaskSpace to restrict customization of Human Machine Interfaces (HMI)  Save time in application development  Decrease maintenance costs  Decrease upgrade costsTypes of existing applications  1/3 of applications are close to the standard, because either they are simple, or the business logic is managed outside the GED.  1/3 of applications are close to the standard but have a business logic beyond the scope of TaskSpace.  Their business behaviors are quite similar  1/3 of applications are far from standard or highly costomized  Developed directly from the WDK layer  HMI webtop highly modified ITP-ITG 01/11/2011 27
    28. 28. Limit the development to reduce costsImplementation of existing applications  Applications close to the standard  Re-implementation via a TaskSpace application using only the capabilities of the product configuration, supplemented if necessary in Business Objects  Applications close to the standard but have a business logic beyond the scope of TaskSpace.  Determine business behaviors of the HMI : in the form of Business Object Adaptors form or jobs / server method  Reuse common application interfaces and components  TaskSpace interface set to the HMI  Applications far from standard or very specific  Treated on a case-by-case basis  A redesign may be necessary  May not be suitable for implementation in XCP / TaskSpace ITP-ITG 01/11/2011 28
    29. 29. More information About Capgemini With more than 115,000 people in A deeply multicultural organization, Capgemini40 countries, Capgemini is one of the worlds has developed its own way of working, theforemost providers of consulting, technology Collaborative Business ExperienceTM, andand outsourcing services. The Group reported draws on Rightshore®, its worldwide delivery2010 global revenues of EUR 8.7 billion. model.Together with its clients, Capgemini creates and More information is available at:delivers business and technology solutions that www.capgemini.comfit their needs and drive the results they want. ®Rightshore is a trademark belonging to Capgemini | Cost, Collaboration, Compliance October 31 - November 3, 2011 29 © 2011 Capgemini. All rights reserved.
    30. 30. www.capgemini.comThe information contained in this presentation is proprietary. ©2011 Capgemini. All rights reserved

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