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