MBA Mod 2010A Ops and Info

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Case study of Virgin Mobile South Africa's MIS implementation

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MBA Mod 2010A Ops and Info

  1. 1. The Implementation of Virgin Mobile SA’s MIS<br />MBA Mod 2010<br />Group 5<br />
  2. 2. Background<br />Virgin Mobile SA is South Africa’s first Mobile Virtual Operator (MVNO).<br />“Copied” in-house developed MIS from Virgin Mobile Australia.<br />Integrated business critical processes into the MIS.<br />Hardware failure resulted in unrecoverable MIS.<br />Business was blind.<br />Made strategic decision to outsource MIS.<br />
  3. 3. Choosing the outsourcing partner<br />Major business impact, management realized problem and was prepared to invest.<br />Immediate requirement to implement business critical processes and reports.<br />4C consultant contracted as DWHS manager during vendor selection process.<br />4C offered pricing model in line with VMSA’s strategy.<br />
  4. 4. Implementation Process<br />Project implemented in 3 Phases<br />Phase 1: Data source ETL<br />Phase 2: Business Critical Process Implementation<br />Phase 3: Reporting Configuration<br />Commission Processes<br />Credit Vetting<br />COGNOS<br />Old DWHS<br />Prepaid Billing System – Cell-C<br />CRM<br />Cell-C<br />Allied Shipping Company<br />Nedbank<br />Roaming <br />
  5. 5. Phase 1:<br />Gathered information regarding data sources, formats, frequencies and samples.<br />Configured interfaces on new MIS resembling interfaces used by old MIS.<br />VMSA concerned about progress due to lack of visibility.<br />Involved VMSA with data validations to improve visibility and confidence in data integrity of new MIS.<br />Commission Processes<br />Credit Vetting<br />COGNOS<br />Old DWHS<br />New DWHS<br />Prepaid Billing System – Cell-C<br />CRM<br />Cell-C<br />Allied Shipping Company<br />Nedbank<br />Roaming <br />
  6. 6. Phase 2:<br />Prioritized business critical process to be implemented.<br />Testing done by running processes in parallel with current MIS and comparing outputs.<br />Interfaces to external systems kept similar to current MIS output to eliminate additional development.<br />Production implementation transparent to external systems.<br />Commission Processes<br />Commission Processes<br />Credit Vetting<br />COGNOS<br />Credit Vetting<br />Old DWHS<br />New DWHS<br />Prepaid Billing System – Cell-C<br />CRM<br />Cell-C<br />Allied Shipping Company<br />Nedbank<br />Roaming <br />
  7. 7. Phase 3:<br />Started by prioritizing reports to be delivered.<br />VMSA already invested in COGNOS as reporting and BI tool.<br />COGNOS user interface embedded into new MIS user interface.<br />Several new reports requested by users.<br />No clear user requirements for reports caused delay in project.<br />Signed Business Requirement Specifications required before reporting configuration start.<br />Commission Processes<br />COGNOS<br /> MIS UI<br />Credit Vetting<br />COGNOS<br />Old DWHS<br />New DWHS<br />Prepaid Billing System – Cell-C<br />CRM<br />Cell-C<br />Allied Shipping Company<br />Nedbank<br />Roaming <br />
  8. 8. Old vs. New<br />End-of-life storage with no redundancy<br />Data quality not up to standard<br />No knowledge base<br />Lacked MIS review processes<br />
  9. 9. Conclusion<br />VMSA lacked in-house MIS expertise, made strategic decision to outsource.<br />New MIS would reduce risk by addressing issues faced with current system.<br />Consultant from 4C acting as DWHS manager provided technical insight.<br />Change management minimized by utilizing known user interfaces.<br />Resulted en several new projects between VMSA and 4C.<br />

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