The document discusses the evolving landscape of Unified Communications and Collaboration (UCC), emphasizing the importance of strategic planning for enterprises to maximize the value of UCC solutions. It highlights key technology trends, vendor market positions, and the transition towards Communication as a Service (CaaS), which provides flexible, on-demand communication solutions. The conclusion urges businesses to anticipate organizational dynamics, define clear communication goals, and adapt to new service models for improved operational efficiency.

2. Preparing for the New
UCC Paradigm
Leif-Olof Wallin
Notes accompany this presentation. Please select Notes Page view.
These materials can be reproduced only with written approval from Gartner.
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Gartner is a registered trademark of Gartner, Inc. or its affiliates.

3. Clashing Organizational Roles
Hi, I'm a Phone Guy And I'm a Software
• My PBXs have run our Based VoIP Guy
business for decades. • What's a PBX?
Why change now?
• VoIP works just fine, and
• We've invested millions when it doesn't, I always
in our infrastructure. We have my mobile.
can't just junk it all.
• Who needs 100% uptime? I
• Who wants to shout at have lots of other ways to
their screen when they communicate and
already have a phone? collaborate!
• You say you don't need • I use Skype, AIM, Second
support, but when it Life and Facebook already.
breaks, I get the blame! Why can't you offer me
• It's insecure! It's something like that?
unreliable! You'll be • IT'S FREE (or nearly so).
sorry!

4. Key Issues
1. What will be the key UC technology trends
through 2014?
2. Which UC solutions will deliver the greatest value
to enterprises?
3. How should enterprises develop a UC roadmap?

5. UCC: The Melding of Two Markets
Unified Communications And Collaboration
Voice Unified Unified
Messaging e-mail Email Messaging Wikis
Mail
Voice Unified
Mail Messaging E-mail Wikis
Audio
Audio Social Team Social Team
Conferencing
Conferencing Telephony Presence
PresenceSoftware Presence
Workspaces Software Workspaces
Other
Video Web Instant Collab.
Conferencing Conferencing Messaging Other
Video Web Instant Tools Instant Web Collab
Conferencing Conferencing Messaging Messaging Conferencing Tools
• Some technologies remain distinctly in the realm of communications (telephony, for
example), while others remain distinctly collaboration (for instance, team work
spaces and social software).
• Mobility is a requirement of all these technologies.

6. The Business Value of UCC
Strategic
Value
Enterprise
Improve performance at an enterprise or
Process department level, on a scale beyond what
Changing is offered by personal or group UCC.
Synergistic
UCC in one
Revenue area benefits
Creating Collaborative other areas.
Support collaborative and team activity. Leverages
TCO Improves the effectiveness of workgroups investments
Bundle in planned and ad hoc activities. across
multiple
Direct applications.
ROI Personal
Geared toward personal productivity.
Tactical Makes individual's tasks easier and
Value more effectively accomplished.
Business Immediate, tangible, Long-term value for
Value quantifiable benefits employees and customers

7. Shifting Focus of UCC Technology
Focus: Device & Web-Centric Multivendor Integrated
Area User-Centric Flexibility Portfolios Silos
Separate servers
Communication Personalized with Integrated Pre-integrated
PBX, e-mail and
Services control in clients Web and mobile servers
more
Data-center model;
Infrastructure Blended carrier- Standards for Only TCP/IP
SOA & Web
Model premise model key app. servers in common
services
Business Blended Plug-ins for Plug-ins for
One-off server
Application business- app. suites: key applications:
integrations
Integration consumer such as ERP, SCM collaboration
Some shared Gartner
Management and SLAs based on Shared directory Separate admin.
Analysis personal goals
admin., reports,
and some reports
Hype
and reports
analytics Cycle
On-demand; Consolidation: Preserve existing
Value to Business Process
across- platform & investment;
& Business Model transformation
organization vendors tactical ROI
Value to Customer and to the Corporation
Higher Lower
Willingness to Invest in Technology

8. Balancing What You Buy and What You
Get Then Training to Maximize the Value
Supports Supports Supports
• Voice (Enterpris • Softphone VoIP/UM • VoIP/UM
and Cellular) • E-mail/PIM/UM • TTS E-mail/PIM/UM
• Vmail • Instant Messaging • Instant Messaging
• PIM – Presence • Presence
• Softphone VoWiFi – VoIP • Audio Conferencing
• Softphone Vo3G – Audio/Video/Web • Videoconferencing
• Email/PIM Conferencing
• Instant Messaging • Audio Conferencing
• Presence • Videoconferencing
• 3-Way Calling • Web Conferencing
• SMS • SMS
Duplication of functionality and costs will and should exist for multiple years. Training
is essential to ensure that users become familiar with the new solutions while product
and functional rationalization occurs.

9. The Video You See and the Video You Don't
Telepresence Videoconferencing Personal Video
• Annual Volume: For Every Telepresence 20 HD Systems 3,000-4,000 Personal Video
• Location: Dedicated Room Shared Room Where There's a User
• Usage: Scheduled Scheduled Ad-Hoc
• Bandwidth Design: Dedicated Priority Best Effort
• Bandwidth per Call: 10-15Mbps 1.5-2Mbps .35Mbps
• Network Impact: 1 Telepresence = 8 HD Systems = 30-40 Personal Video
Conclusion:
• 2% Simultaneous Personal Video Usage > Telepresence Usage!
• Personal Usage is Difficult to Anticipate, Size or Control

10. UCC Spans Many Markets
Enterprise Telephony Social Software
Magic Quadrant Magic Quadrant
E-Mail MarketScope
Web Conferencing IM MarketScope
Magic Quadrant

11. Unified Communications
Magic Quadrant, 2009
Trend challengers leaders
from
Vendor 2008 Comment
+ Carrier base has potential..
ALU - Lacks U.S. market entry.
+ Strong voice products & mkt.
Avaya - Lacks breadth & partnerships.
Microsoft
+ Broad and comprehensive suite. Cisco
ability to execute
Cisco - Lacking some UCC areas. IBM Siemens Enterprise
Avaya Communications
+ Global position and products.
Aastra - Multiple products, not well known. NEC
+ Broad, open & software solution.
Alcatel-Lucent
Siemens - Must re-establish itself. SAP Mitel Interactive Intelligence
+ Broad features in all-in-one bundle. Aastra Technologies
InIn - Not well known in many markets. Nortel
ShoreTel
IBM + Strengthening UC portfolio.
- Uneven acceptance of products. TeleWare
Toshiba
Microsoft + Leading products in key areas.
- Lacks credibility in telecom.
Mitel + VoIP telephony Microsoft integrations.
- Lacks market breadth and partners.
NEC + Improved portfolio depth & breadth.
- Poor UC marketing and sales. niche players visionaries
Nortel + Product function, breadth, vision.
- Chapter 11 filing. Uncertainty.
completeness of vision
ShoreTel & + Increased UC solution breadth.
Toshiba - Not well known in UC market. As of September 2009
+ Mobile telephony integration. From "Magic Quadrant for Unified
Teleware - Lacks product and marketing depth. Communications," September 2009

12. A Few of the Vendors in the UCC market…
By 2015, large companies will
reduce the numbers of
vendors they use to deploy UC
solutions by 60%, but they will
still require at least three
vendors for a full UC solution.

13. Microsoft, Cisco, IBM:
Pushing Markets Together
• Launched attack on voice space • Bulked up with WebEx, Jabber and
with OCS announcements PostPath acquisitions
• Special voice or communications • Aggressive moves into collab. market,
hardware not needed led by voice and video with work on
• Products complementary to existing integration/interoperability
enterprise voice communications • Positive step into collaboration with
Show-n-Share, Pulse and ECP
• Positions Sametime IM/presence
platform at center of UCC strategy
• Partners with telecom equipment
providers by drawing a (sometimes
moving) line between collaboration
and communications

14. What Do Enterprises Need to Do?
Build a Plan!
Vendors
Next Monday:
A B C D E
Inventory organization's UCC knowledge, products,
Fixed partners, business owners, stakeholders and plans
Voice Mobile Identify overlaps and holes
Softphone Take the actions required to ensure that organizational
Audio
structures don't get in the way of plans
Confer- Identify areas that produce the best returns (such as
Web increased sales, faster product development and higher
encing
Video customer satisfaction)
IM Build communication "vision" to drive the business case
IM/
Rich Presence Over the Year:
Presence
Prstnt. Chat Evaluate and test strategic partners' product directions,
their integration options and plans
E-Mail
Don't let vendors drive your plans
Unif. Msg.
Messaging Match vendors' plans to yours, and theirs to each other
Voice Mail Select partners, define road maps, migrations, contracts,
Thick start evaluations and trials
Clients Thin-Web
Over the Next Three Years:
Mobile Re-evaluate partner performance
Collaboration Incrementally expand function and roll-out
Contact Ctr. Test assumptions about benefits and architectures
Apps.
CEBP Evaluate how UCC is affecting change

15. Communications-Enabled
Business Processes (CEBP)
The Current Reality Extended Enterprise
Market Whenever human
CRM ERP II Industry Back
intervention or a decision
Event App. Office is required, the process
must stop and move to
a different infrastructure/
process chain.
Real-Time Voice or Real-Time Voice or
Messaging Infrastructure Messaging Infrastructure Each human intervention
can add minutes, hours,
days or weeks to the
process.
Human intervention may
The Future Potential still be required, but with
communications integrated
Market into the process — presence,
Event messaging, real-time voice —
the delays are minimal. The
application will directly contact
the appropriate person using a
communication application.
Trading Grid

16. Best Practices:
How to Take Advantage of UCC
• Anticipate organizational and
vendor politics — plan how to
handle it.
• Clearly determine what you want
and can use. Don't let vendors
lead you to want what they have.
• Use new capabilities as a way to
justify or get users excited about
upgrades.
• Be careful when vendors cross
lines into new areas.

17. Related Gartner Research
A Technology Framework for Enterprise Unified Communications
Bern Elliot (G00173410)
Organizing for Unified Communications
Bern Elliot and Bob Hafner (G00158462)
Magic Quadrant for Unified Communications
Bern Elliot and Steve Blood (G00169996)
VoIP, Unified Communications and Collaboration Key Initiative
Overview
Steve Blood (G00173584)
Critical Capabilities for Unified Communications
Bern Elliot (G00169846)

18. Preparing for the New
UCC Paradigm
Leif-Olof Wallin
Notes accompany this presentation. Please select Notes Page view.
These materials can be reproduced only with written approval from Gartner.
Such approvals must be requested via e-mail: vendor.relations@gartner.com.
Gartner is a registered trademark of Gartner, Inc. or its affiliates.

19. Preparing for the New
UCC Paradigm
Leif-Olof Wallin
Notes accompany this presentation. Please select Notes Page view.
These materials can be reproduced only with written approval from Gartner.
Such approvals must be requested via e-mail: vendor.relations@gartner.com.
Gartner is a registered trademark of Gartner, Inc. or its affiliates.

20. Communications as a Service –
the Great (R)evolution in Business
Communications
IP-Telefonidagen & Unified Communications Summit 03.06.2010
Mika Tuominen, Director SAP BCM on-Demand, SAP

21. Agenda
1. What is Communication as a Service (CaaS)
2. What is the big advantage with CaaS and what does it mean for your
company?
3. CaaS -From hype to mainstream
4. Customer Story: Fortum and Communications as a Service
© 2010 SAP AG. All rights reserved. / Page 2

22. Communication as a Service (CaaS)
What is it?
Communication solution provided in Software as a Service model
The service provider takes care of the needed communications
software and hardware
Enables flexible pricing models, for example based on
users/month; pay as you go model.
Easy and and low-risk model to update communications
infrastructure to Voice over IP technology
© 2010 SAP AG. All rights reserved. / Page 3

23. Communications Technology (R)evolution
Communication has become
an application and it is a part of
companies’ IT landscape =>
This has opened new opportunities for
Communications as a Service Model
100%
TDM = Traditional HW-based communications solutions
IP hw = IP HW communications solutions
IP sw = Applications based communications services 100% IP applications based Era
100% IP HW Era
TDM
TDM Era
IP hw IP sw
Y 1950 Y 1990 Y 2010
© 2010 SAP AG. All rights reserved. / Page 4

24. Communication Technology Trends and CaaS
Move to VoIP, driven by
Voice/Data Convergence
IP and Traditional PBX Mix in US Enterprises 1
In %
80 Resulting in Communication going on-Demand
IP-Enabled PBX
60
Pure-IP PBX
40
3
20
Traditional PBX
0
VoIP also strongly
penetrating Contact Centers
1 Forrester Research, VOIP Liberates Voice From the Phone
2 Yankee Group, 11/06
3 Frost & Sullivan, 2005; note: F&S use the term "Hosted Contact Center" synymous with what is today labeled on-Demand
4 Yankee Group, 2008
© 2010 SAP AG. All rights reserved. / Page 5

25. Market Is Moving to Integrated Communication Solutions
Isolated communications All-software based integrated communications
and systems silos and business process applications
Diversity of
Agents Field Remote Corporate Traveling Automated Users
workers agents telephony users experts services
Range of
IP PC Mobile Standard
Hardphones Desktops Terminals Terminals
Mobile Telephony
Office Telephony
Communications apps CRM/ERP
Contact Center
(Process Software
Office Contact Mobile apps) Applications
IT Systems
Telephony Center Telephony
Standard IT
PSTN/ Mobile and Network
IP
IN Networks Infrastructure
Multiple
Communications
Channels
© 2010 SAP AG. All rights reserved. / Page 6

26. Agenda
1. What is Communications as a Service (CaaS)
2. What is the big advantage with CaaS and what does it mean for your
company?
3. CaaS -from hype to mainstream
4. Customer Story: Fortum and Communications as a Service
© 2010 SAP AG. All rights reserved. / Page 7

27. Communications as a Service
-Business Drivers
Network quality and capacity
Telco driven –> Solution & need driven
Integrations
Maintenance
Performance
Technology revolution
Cost pressure Operational
efficiency
Ownership or as a Service
Optimization of resources
TCO
Multi location environments
Cost management
Measurement and reporting
Cost elasticity
Information utilization and
Multi vendor management
sharing
Hidden costs
System integrations
Knowledge and skills
Resources and knowledge
Scantiness
Concentration
Partnerships
Vendor management
Skill management
© 2010 SAP AG. All rights reserved. / Page 8

28. CaaS Principle and Benefits for Organizations
CaaS Setup
Enterprise users
Telephone
networks
CaaS service
IP-Network
centers
Small upfront investments
Pay as you grow
Benefits
Fast and secure deployment
Location and terminal independency
Easy integrations
Competitive pricing
© 2010 SAP AG. All rights reserved. / Page 9

29. Agenda
1. What is Communications as a Service (CaaS)
2. What is the big advantage with CaaS and what does it mean for your
company?
3. CaaS -From hype to mainstream
4. Customer Story: Fortum and Communications as a Service
© 2010 SAP AG. All rights reserved. / Page 10

30. From Hype to Mainstream –Nordic Customers
Across Industries Are Benefiting From CaaS (1/3)
Logistics/
Finance Media Healthcare
Transport
© 2010 SAP AG. All rights reserved. / Page 11

31. From Hype to Mainstream– Nordic Customers
Across Industries Are Benefiting from CaaS (2/3)
Consumer
Wholesales Manufacturing Utilities
Products
Espoon Vesi
© 2010 SAP AG. All rights reserved. / Page 12

32. From Hype to Mainstream– Nordic Customers
Across Industries Are Benefiting from CaaS (3/3)
Real estate Public
Services
/Housing
Travel Unions
Sector
© 2010 SAP AG. All rights reserved. / Page 13

33. Agenda
1. What is Communications as a Service (CaaS)
2. What is the big advantage with CaaS and what does it mean for your
company?
3. CaaS -From hype to mainstream
4. Customer Story: Fortum and Communications as a Service
© 2010 SAP AG. All rights reserved. / Page 14

34. Thank You!
© 2010 SAP AG. All rights reserved. / Page 15

35. IP Telefonidagen
Fortum
Communications as a Service

37. Major player on the electricity distribution market
1000 distribution customer, 2008
Fortum
Vattenfall
E.ON 1)
Dong Energy
Hafslund
SEAS-NVE
Helsinki
Statkraft*
Syd Energi
Göteborg
7 miljoner kunder
Övriga
0 200 400 600 800 1000 1200 1400 1600
* BKK (Statkraft's stake 49.9%) och Agder (Statkraft's stake 45.5%) inkluderade
1) 50,5% ägs av E.on Sverige – Kainoon Energia

38. Fortum Customer Services
Provides customer services for Distribution and Electricity Sales &
Marketing
Customer Interactions and Sales
Billing and Debt collection
380 employees in Sweden, Finland and Norway
Customer Interaction & Sales Billing & Debt Collection
Facts Facts
Approximately 130 employees
Approximately 200 employees
Billing of Fortum Markets’ and Distribution’s
More than 1,5 million calls handled annually
customers
More than 200 000 emails answered per year
More than 10 million invoices produced annually
More than 10 million payments processed annually
Delivery per year
More than 200 000 contracts renewed or sold / year
Delivery per year
More than 200 000 customer moves managed
More than 100 000 credit controls made
More than 100 000 electricity supplier switches
More than 500 000 electronic invoices produced
managed
More than 700 000 payment reminders sent
24/7 operation for outage calls in Swe and Fin
More than 10 000 disconnections managed
Energy consumption reduction advisory services
Continuous financial reporting and biannual audits
Meter data management in Norway

39. Fortum Customer Services, situation one year ago
Communication system was based on Fortum PBX fixed telephone
exchange and contact centre application with email add-on
Call recording was made in separate system
All PBX and communication system servers were located in Fortum’s
own server room
Our present communication and call recording systems were not
technically supported anymore and didn’t have enough licenses and
channels for current operations need
Maintenance and upgrade of servers was expensive
Our need was to replace current communication and call recording
functionalities with more cost-effective, user-friendly and more
flexible solution

40. Fortum Customer Services, what we wanted
More cost-effective, user-friendly and flexible multichannel
communication system
Integrated call recording functionalities
Turnkey solution, no server or PBX upfront investments or installations
Multi-location support
Open interfaces which increase possibilities to system integrations – for
example Workforce Management (Teleopti) or Voice Recognition
solutions - and process automations
Reliable vendor
Better support for continuously changing business requirements

41. Fortum Customer Services
Why did we choose CaaS and SAP BCM?
The CaaS vendor is responsible for all hardware and software
management and offers guaranteed Quality of Service
CaaS allows businesses to selectively deploy communications devices
and modes on a pay-as-you-go, as-needed basis
This approach eliminates the large capital investment and ongoing
overhead for a system whose capacity may often exceed or fall short of
current demand
CaaS offers flexibility and expandability allowing for the addition of
devices, modes or coverage on demand
There is no risk of the system becoming obsolete and requiring periodic
major upgrades or replacement

42. Markku Vihavainen
markku.vihavainen@fortum.com
+358 40 721 8942
8

44. UC&C en del av affärsproduktivitets-
plattformen
Unified Beslutsstöd Dokument-
Communications Samarbete Sök
(BI) hantering
Enkelt och kraftfullt Flexibilitet och kontroll för IT
för användarna

45. Enkelt och kraftfullt Flexibilitet och kontroll för IT
för användarna

46. Framtidens kommunikationssätt
Instant Video Web E-mail and Audio
Messaging Voicemail Conferencing Telephony Conferencing Calendaring Conferencing
Telephony Instant
Unified Messaging
and
User E-mail/ Conferencing: User
User
Voicemail
Calendaring Audio, Video, User Experience
Experience Web Experience
Experience
User User User
Authentication Experience Authentication
Experience Authentication Experience Authentication
Administration
Administration Administration
Administration Storage
Storage Storage
Storage
Authentication
Authentication Authentication
Authentication Administration
Administration Administration
Storage
Storage Administration
Storage
Storage
Compliance

47. Snabbare kommunikation och effektivare
samarbete med hjälp av IT
• Snabbfakta
• Växjö Kommun
• IT-enheten
• Ett IT
• Vägen framåt i Växjö Kommun
• Strategi
• Utmaningar
• Förändringar
• Personen och
dess närvaro
i centrum
• Nästa steg för OCS
Därför valde Växjö Kommun en framtidssäker
UC- lösning från Microsoft, innehållande allt • Vad vinner vi på detta?
från Epost till Telefoni

48. Snabb fakta Växjö Kommun
I slutet av vikingatiden på 1000-talet kom, enligt legenden
den engelske missionären Sigfrid som den förste kristne
budbäraren till hednalandet Sverige och Växjö.
Han byggde stadens första kyrka som på 1170-talet
ersattes av en stenkyrka, ursprunget till dagens domkyrka.
1342 fick Växjö sina stadsrättigheter av kung Magnus
Eriksson.
År 1542 gjorde bönderna i Småland, under ledning av Nils
Dacke, uppror mot Gustav Vasas skattepålagor. Upproret
kom att kallas Dackefejden.
Växjö har brunnit ett flertal gånger men alltid byggts upp
igen. Staden har lång tradition som skolstad, residensstad
och stiftsstad. Fram till början av 1990-talet var Växjö
även garnisonsstad.
Idag är Växjö en expansiv stad med över 82 000
invånare, ett varierat näringsliv och ett växande universitet.

49. Snabb fakta IT-enheten (1 av 2)
Vad är vår vision?
Ett IT inom Växjö Kommun och koncernen
ska bidra till en bättre IT-vardag för alla anställda,
elever och kunder till kommunen och dess bolag.
Vi arbetar enligt visionen för Ett IT med samverkan inom koncernen och regionen och därmed
sätter vi kunden i centrum.
Vad gör vi?
• IT-enheten ansvarar för samordningen av kommunens IT-verksamhet och att ta fram de
standards som ska användas för kommunens IT-plattform.
• Sköta inköp och drift åt Växjö kommuns verksamhet gällande
datorer, servrar, datalagring etc. för det administrativa nätet, elev
nätet, publika nätet och näten hos bolagen.
– 250+ servrar
– 6500+ datorer (varav ca 250 Mac)
– 22000+ användare

50. Snabb fakta IT-enheten (2 av 2)
Vad gör vi?
• Ansvara för drift, utbyggnad och underhåll av datakommunikation
på Växjö kommuns datanät.
– 387 fysiska platser med datakommunikation
– Telefonväxel
• Systemdrift och applikationssupport
– IT-system (AD, SCCM, ISA, SAN, Vmware mm)
– Gemensamma system (E-post, antivirus mm)
– Verksamhetssystem ( Agresso, Personec, LEX mm)
– Applikationshantering
– Licenshantering
• Arbeta med strategifrågor, utveckling, säkerhet, beslutstöd och projektledning mm
Hur många är vi?
• Vi är idag ca 42 anställda och ca 10 konsulter som sköter drift och utveckling av IT åt Växjö
Kommun (10 st förvaltningar och 7 st bolag).

51. Ett IT – Varför gjorde vi det?
Ett IT kom till i juni/juli-2008 efter det att vi på IT fått det enkla, men ack så tydliga, uppdraget
att som kommunchefen Ove Dahl uttryckte det:
- Se till att hela Växjö Kommun får en lösning för epost
- Koncerngemensamt intranät behöver vi också ha...
Från dessa tydliga krav kom vi ganska snart på att det inte räckte med att göra några små
leveranser för att ordna detta. Det fanns allt för många kataloger och epost-lösningar. Bristen
på en enda gemensam katalog försvårade möjligheten till gemensamt intranät. Flera IT-
organisationer och flera IT-plattformar gjorde inte det lättare. Vi behövde helt enkelt renovera
IT i hela Växjö Kommun.
Några veckor senare så stod det klart att renoveringen inte skulle bli lite ny färg på karossen,
utan det var mer frågan om en "extreme IT make over" som behövdes.
Det ledde fram till idéer om en ny ekonomisk modell, en serviceportal, en IT-organisation,
en IT-plattform och en tydlig satsning på tjänster och avtal.
Så kom Ett IT till och på den vägen är det.. Resan är startad. Projektet Ett IT är numera
avslutat sedan 2010-01-15, men det har uppstått ett nytt Ett IT. Länge leve Ett IT!

52. Ett IT, men var har vi gjort mer då?
Epost och OCS. Under maj 2009 satte vi upp vår Exchange 2010 genom att aktivt delta i
TAP-projektet. Under sommaren 2009 satte vi upp OCSR2 primärt för närvaro, snabb-
meddelande och webbmöten.
Telefoni. Under 2008 fram till nyligen har lokala telefonilösningar hos våra bolag
avvecklats och användarna integrerats i den centrala telefoni-lösningen med växel från
Alcatel och hänvisningssystem från Visionsutveckling (kopplat till Exchange kalendern).
Nytt nät. Vi håller på med ett stort projekt som ska förnya hela vår nät och
kommunikationsplattform.
IT-plattform 2010. Redan under Ett IT gjorde vi vissa förbättringar av den centrala IT-
plattformen med avsikt på att kunna avveckla de mindre IT-plattformarna. Nu genomför vi
resten ihop med Microsoft och konceptet MSKD 4.0. Detta projekt kommer verkligen
skapa en enda IT-plattform där individens/rollens rättigheter styr allt.
Samarbetsplattform. Vi hade Sharepoint 2007 sedan tidigare för en applikation samt
projektrum (främst använt av IT).

53. Vägen framåt i Växjö Kommun
Epost har sedan länge, jämsides med telefoni och tradionella fil mappar, varit det
dominerande verktyget för kommunikation och samarbete inom Växjö Kommun.
De senaste åren har ny funktionalitet som t.ex snabbmeddelanden, delade kalendrar
och projektrum dykt upp och gjort det enklare, snabbare och effektivare att samarbeta.
Delar av detta finns redan hos vissa på Växjö Kommun, men det är inte heltäckande
eller integrerat.
Samtidigt finns det ett behov att ha en mer integrerad kommunikation och
samarbetsplattform. Telefoni kan t.ex inte leva sitt eget liv.
Låt oss beskriva vägen framåt:

54. Strategi för intern information och verktyg för
kommunikation
Tänk om:
All information som når en anställd är relevant för honom eller henne?
All nödvändig teknik vore på plats för effektiv kommunikation?
Intern information vore ett naturligt sätt att stödja verksamheten?
Då skulle:
Intern information och effektiva verktyg starkt bidra till att de anställda på Växjö
Kommun kan utföra sitt arbete på ett sätt så att det bidrar till högre service och kvalitet
för Växjös medborgare och kunder.

55. Utmaningar Att kommunicera och samarbeta kan vara en
utmaning...
Vem kan delta i mötet nästa vecka?
Är Lisa på kontoret idag och vilket telefonnummer har
hon?
Var är de senaste mötesanteckningarna?
Jag har inte tid att resa till Stockholm, men jag
behöver vara med...
Per arbetar hemma. Hur håller vi honom informerad?
Jag använder Messenger hemma, men inte på jobbet.
Vem är ansvarig för uppgiften ”Kick-off ”?
Hur når jag snabbt 20 olika medarbetare som sitter
geografiskt åtskilda?

56. Förändringar
Idag
Varje uppgift utförs enskilt utan
naturliga kopplingar till
olika funktioner.
Möten Fil Min
Epost
Möten Mappar Kalender Förändra vårt sätt att
Delade Epost kommunicera
Kalendrar Projektrum
Fil mappar
Min kalender
Imorgon
Informera, använda och dela med
sig utan gränser genom att
använda en integrerad person
centrerad kommunikation och
samarbetsplattform.
Du är i förarsätet!

57. Personen och Org. övergripande
Externa leverantörer
dess närvaro Andra företag
i centrum Projekt rum
Delade mappar
Communities
Epost
Snabbmeddelande
Telefon
Webb möte
Våra team
Våra delade kalendar
Våra delade dokument
Min kalender
Mina uppgifter
Min närvaro

58. Vad har vi nu och vad gör vi framåt?
För två år sedan hade 5 olika epost-lösningar i Växjö Kommun (3 st Exchange, 1 st
Lotus Notes och 1 st First Class).
Nu har vi en Exchange2010 integrerad med Live@edu (molnet) för eleverna i
grundskolan tom högstadiet.
Eleverna på gymnasiet är kvar i First Class.
Inom kort ska vi börja nyttja OCS 14 för telefonifunktioner. Frågan är hur snabbt
OCS14 kommer ta över telefonianvändare från vår nuvarande Alcatel-växel?
Ett nytt intranät som fungerar som ett arbetsredskap baserat på Sharepoint 2010
samt Office 2010 är också på gång.

59. Nästa steg för OCS
Under hösten 2009 hade vi planer på att integrera vår OCSR2 med vår Alcatel-växel.
Men då vi fick frågan från Microsoft om att vara med i TAP-projektet för nästa generation
(OCS14) så beslöt vi att avvakta med den integrationen.
Genom det nya TAP-projektet för OCS14 som inleddes under våren 2010, så kommer vi
att stegvis att ansluta ett antal telefonianknytningar till den nya OCS14-plattformen och
därmed flytta dessa från dagens Alcatel.
Just nu är i vi i lab-fas med OCS14.
Efter sommaren är det dags att genomföra steg-1, dvs sätta upp OCS14 i produktion för
all normal CS-funktionalitet samt 50 telefonianvändare. Detta parellellt med OCSR2.
Sedan kommer vi stegvis utöka med fler telefonianvändare fram tom releasen i
höst/vinter 2010 och avveckla OCSR2

60. Vad vinner vi på detta?
Det sägs i olika utredningar att man kan tjäna 5-30 minuter per användare och dag med
en UC-lösning. Tid, pengar och miljö är möjliga att spara på med UC.
Exchange 2010: Den nya epost-lösningen har redan genom det nya webbgränssnittet
(OWA) skapat vinster tidsmässigt för användarma. Det krävs mindre tid av IT att drifta
epost-lösningen, lagringen är billig och ingen backup behövs! Den nya Outlook 2010
kommer göra alla användare än mer nöjda och effektiva.
OCS14: Genom att få ut användandet av närvaro, snabbmeddelande, webbmöten,
telefonifunktionerna i Växjö Kommuns verksamhet kommer vi spara mycket tid och göra
miljön en tjänst genom minskat resande.
Telefoni: Enligt de beräkningar vi har gjort kommer vi sänka enbart telefonikostnaderna
med minst 50% (främst specialiserad hårdvara, serviceavtal på växel och licenser).
Sharepoint 2010: Genom att få en modern samarbetsplattform så kommer vi bli mer
effektiva inom/utom Växjö Kommun. Enklare att hitta information och att söka efter den.
Office 2010/Windows7: En ny klientplattform med Windows7 i botten kommer ge
användarna bättre och moderna verktyg och ett säkrare, effektivare sätt att arbeta.

61. Vi syns imorgon i vår nya kommunikation och samarbetsplattform!
Per Andersson, IT-chef / Koncernstrateg IT, Växjö Kommun
Epost: per.andersson@vaxjo.se Mobil: 0703-417326

64. Presentation UC summit

65. Agenda
Sandvik Group
Sandvik IT Services
Our thoughts around Unified Communication
PBX 2010 - Procurement of Communications as a Service with
support for global delivery
Support organization
Success factors – implementation, experiences do´s and dont´s
Next step

66. We are in places you would least expect

67. Business concept
Sandvik shall develop, manufacture and market highly
processed products, which contribute to improve the
productivity and profitability of our customers.
Operations are primarily concentrated on areas where
Sandvik is – or has the potential to become – a world
leader.
Sandvik investor presentation 2009 Page 4

68. Sandvik – Global leader
SANDVIK TOOLING SANDVIK MINING AND CONSTRUCTION SANDVIK MATERIALS TECHNOLOGY
19,078 MSEK 32,621 MSEK 15,328 MSEK
Sandvik Group 2009
Order intake SEK 71,285 M No. of production units worldwide 137
Invoiced sales SEK 71,937 M No. of employees, 31 Dec 2009 44,355
Operating margin -2.0%
Sandvik 61% ownership in Seco Tools

69. Sandvik Global presence
40%
16%
17%
10%
6%
11%
% Sales 2009, share of Group total

70. Sandvik IT Services
Supports Sandvik Wherever Needed
Supporting
• 365+ applications
• > 40 000 users
Main Platforms
• iSeries
• Java/J2EE
• Lotus Notes/Domino
• Mainframe (z/OS)
• SAP/NetWeaver
• Windows/.NET
900 employees Present in all major Sandvik countries
1 200 MSEK turnover Partnership with major IT vendors

71. Our thoughts around
Unified Communications
Mail Audio conference
Chat
Videoconference
Presence Voice
Mobility
File sharing
Online meeting

72. PBX 2010 - Procurement of Communications as
a Service with support for global delivery
PBX procurement 2009
Keywords
Innovative
Secure
Flexible
Global delivery
Global support
Pricing
Central Management
Scope for 2010
Sweden
Some sites in US, Spain and Australia

73. Telecom Service –
Communication as a Service
Global governance – SGMT Telecom
– Technical Service Architect Ozcar Ardfors
– Service Manager Louise Ström
– Operation Manager Urban Persson
Telecom as a service since.. 1985
Monthly subscription with additional services
Operator related cost
All cost presented on a user based level to resp. cost-center
responsible

74. Support organization
First line support: Local IT Service Center
Second line support: Global Telecom group
Third line support: Supporting vendor ex: Siemens GSC
Global Telecom team present in three time zones
Main support centers in: Sandviken, Sydney and New York

75. Success factors –
implementation, experiences do´s and dont´s
Do´s
Clear objectives
Anchoring
QoS WAN and LAN
Prepare for local deviations
Voice is core in collaboration
Seek operator independent solutions
Centralization is the key driver for cost savings
Be patient, a big boom can make you crash…..
Grow when there is a need
Re-use what you have available if possible
Dont´s
Don’t start with carrier traffic. –Very localized
Don’t buy a off-the shelf solution–must start with the business needs

76. Next step
Gradually rollout to all Sandvik (40.000 users…)
UC integration (Video, Sametime etc)
Central applications
Call Center
Attendants (switch board)
Voice mail
Conferencing

77. www.sandvik.com

78. Från vision till verklighet -
Erfarenheter från
Unified Communications
Daniel Marberg – Brother International
Magnus Bjureblad - Atea

79. Mål & Syfte
Mål
Visa vad Unified Communications
kan tillföra idag.
Syfte
Delge våra erfarenheter.

80. Vad är Unified Communications – teknist sett?
Ett gränssnitt mot användaren
Snabb-meddelande
Röstbrevlåda
Konferens
Konferens
Telefoni
E-post
Video
Web
Nätverk, Säkerhet, Policy

81. Vad är UC - för användaren?

82. Vad gör Atea inom UC?
Telefoni
Närvaro & Frånvaro
Unified
Meddelanden Communications
Kundtjänst
Samarbete
Fjärrmöten

83. Brother International i Norden

84. Bakgrund

85. Lösningen

86. Resultat
Vad gick inte som det var tänkt?
• Hur precense fungerar mellan kalender
och telefon
• Delta i mötet LiveMeeting – OCS i Tyskland
• MEX funktionen

87. Resultatet
Vad gick bra?
• Genomförandet
– Helheten, konceptet, processen
• Kundtjänst och service
– Bättre kontroll och överblick på samtal
– Tappar färre samtal
– Bättre service för kunder
– Lättare & bättre för den enskilde användaren
– Koppling till e-post
• Ringa från MOC direkt (via CUCIMOC)
• Lätt hantering av röstbrevlådan för användaren
• Integrering mellan SWE & NOR

88. Att tänka på
• Nätverket
– Är det bra nog?
• Köp inte massa bakelit
– Mobiltelefoner
– Softphones
– IM-klient
• Mobila användare
– Undvik parallella infrastukturer
• Telefonist och/eller kundtjänst?
• Policys – var tydliga
• Utbildning för alla
• Köra själv eller köpa tjänst?

89. Erbjudande
Välkommen till vår monter!

90. Tack för oss!
Daniel & Magnus

91. Morgan de Ruiter
Regional Manager UC Benelux & Nordics
Plantronics

92. Who am I………..
1998 - introduction of the Argent Office - Lucent Technologies
(AVAYA) 12 years experience in the field of UC.
Since then worked for/with global leaders of Unified communications
like AVAYA, 3Com, Nortel, Vertical Networks, Alcatel, NEC-Philips,
Cisco
Senior Consultant for Cisco Unified Communications
Benelux & Nordics UC specialist for Plantronics

93. Tulips & Wooden shoes.....

94. Ear & Mouth....

95. 21st CENTURY WORK SPACE
NOTEBOOK, SMARTPHONE, WIRELESS BROADBAND

96. TOPOLOGY OF WORK STUDY - 2007
“ Your most valued activities? ” • Interacting with people
• Making space to think
“ Where do you do these best? ”
• NOT at a desk in the office
15 Successful Knowledge Workers / Leaders

97. THE ELSEWHERE STUDY - 2008
“ What type of spaces would you like to work in other than at your desk? ”
• Quiet focus • At home
• Team/meeting places • Social hub
• Inspiring places • Outdoor settings
150 people, all levels, different organisations

98. SMARTER WORKING STUDY - 2009
“ What kind of spaces really support Smarter Workers? ”
• Secluded areas for focus or privacy
• More collaborative and community space
• Super-efficient work tools and facilities
• More equality and less territories
15 leading organisations in Smarter Working

99. SMARTER WORKING STUDY – KEY INSIGHTS

100. SMARTER WORKING STUDY – KEY INSIGHTS

101. PRODUCTIVE INFORMATION WORK BEHAVIOURS
Birth of Idea
Alone
Stimulated
Deliberation &
Contemplation Fission-Fusion
Secluded
not Office Together
Immersion
Open Plan Office
Reflexive Joining Forces
Thinking
Memorable & away
Refuelling from Work Zone
Busy/Public Areas
Away from Office

102. NEW SPACES TO WORK

103. TOPOLOGY OF WORK – TAKE AWAY
More than half of information/knowledge workers
work better NOT @ Desk, in Office, from 9-5
Each professional has to discover his portfolio of
workspaces best for his job and personal work style
Professionals will often work in poor acoustic spaces
Headsets essential for high-fidelity communication

104. SMARTER WORKING STUDY – KEY INSIGHTS

105. THE FOUNDATION ENABLERS – MUST HAVE
Portable Hardware
Superlight laptops
Two mobile phones
Long lasting battery
Ubiquitous Connectivity
High speed always on
Wireless voice and data
Reliability
Quality, overspec’d
Highly serviced

106. BEST TOOLS FOR THE DISPERSED WORKER
Simplified communications
Instant Messaging
One contact list, single mailbox
Click to Dial (PC telephony)
Headsets

107. UNIFY MANY COMMUNICATION WORLDS
Voice Data/ Image Video
Text
Real-Time Analogue Phone Video Call
Dialogue Mobile Phone Personal
PC/Internet Phone Conference
Instant Push to Talk SMS MMS YouTube
Asynch IM IM
Messaging Flickr
Store/Forward Voicemail Email Email
Mail Goldmail Goldmail
ONE PEOPLE List
for ALL communication modalities and presence

108. UNIFY THREE PHONE WORLDS
Voice Data/ Image Video
Text
Real-Time Analogue Phone Video Call
Dialogue Mobile Phone Personal
PC/Internet Phone Conference
Instant Push to Talk SMS MMS YouTube
Asynch IM IM
Messaging Flickr
Store/Forward Voicemail Email Email
Mail Goldmail Goldmail
One HEADSET to UNIFY
multiple hard and soft phones

109. UNIFIED COMMUNICATIONS – TAKE AWAY
Beyond the notebook, smart phone and Wi-Fi
Unified Communications:
Virtual TeamWork
To know who (in your core team) is there (for you) – presence
To (quickly) dialogue with them – instant messaging
Headsets: Intimacy & Impact
To juggle various phones (desk, mobile, internet)
To move and work ergonomically
For maximum remote intelligibility (audio presence, free of noise)

110. SMARTER WORKING STUDY – KEY INSIGHTS

111. A NEW WORK DYNAMIC
Culture based on Trust
Remote/mobile workers work harder/longer
Shared belief that people want to do a good job
Employer and Employee on the same side
Pursuing same cause, vision, goal, objective, result
People are self-motivated
With freedom, employees naturally take greater responsibility
Empowerment, a necessity & benefit of dispersed working

112. A NEW WORK DYNAMIC
Collaboration happens naturally
Opportunities born out of work needs/desire to connect
Greater mingling in newer spaces
Measured by results NOT presence
Presence is not an indication/proxy for performance
Critical change is to shift to 100% result management
Applied with equality and consistency
Not just for mobile/remote worker

113. LEADERSHIP IN DISPERSED WORKING
Leading from the front, not micro-management
Belief in Smarter Working, remove fears
If I can’t see them, do they work?
How do I do my job if team operates autonomously?
Reinforce core leadership skills
Build trust and empower people
Manage by outcomes and not input
Feedback: create virtuous circle (coach, don’t tell)

114. SMARTER WORKER PROTOCOLS
Organise your day
Managing liberty versus commitments
Set clear boundaries - manage expectations
Availability and contactability
Maintain professionalism in
telephone/virtual communications
Maintain undisturbed high focus/attention
Communicate with clarity in conference calls
Engaging a ‘distant’ audience

115. ACOUSTIC INTELLIGENCE
Speech Impact
Voice Intelligibility
Audio Ergonomics

116. AUDIO ERGONOMICS
Head(set) ergonomics
Usability
Telephony/audio unification
Health and Safety
Psychology
Handsfree benefits

117. VOICE INTELLIGIBILITY
Challenges: noise, wind, networks
Consequences of poor audio
Increasing tele-work
What you hear, how you sound
Key ingredient: wideband

118. SPEECH IMPACT
Beyond voice transmit/receive
Being understood (content)
Engagement and impact (results)
How your voice works
Lungs and cords ... keeping them fit
Pitch – tone – pace – power – inflection - pause
Storytelling
The art of powerful conversations
Person-to-person, conference calls

119. FACE-TO-FACE VERSUS TELE-CONVERSATION
Message Tone of Message
7% Voice 13%
38%
Body Tone of
Language Voice
55% 87%
Face To Face: Mehrabian, A. (1971). Silent messages. Wadsworth, Belmont, California.
Telephone: Mehrabian, Albert & Morton Wiener (1967): Decoding of inconsistent communications.
Journal of personality and social psychology 6(1): 109-114.

120. VOICE = CRITICAL FOR DISPERSED WORKING
Tune your Acoustic
Voice Power Intelligence
Speech Impact
Speech Impact
Voice Intelligibility
Voice Intelligibility
Audio Ergonomics
Audio Ergonomics

121. TOWARDS SMARTER WORKING

122. FACILITATING THE TRANSITION
Initial focus is on Tangible Change
Real estate/workplace design and IT
Greatest challenge is transforming
People and Work Dynamics

123. SMART(ER) WORKING – DEFINITION
Allowing Information Workers to
work Where & When
they are
Most productive
Cost-effective
And environmentally respectful

124. SMARTER WORKING – NEW PRACTICE AREA
Find YOUR Work Space(s)
Convergence around YOUR Head
Master YOUR Voice

125. 21st CENTURY WORK SPACE
NOTEBOOK, SMARTPHONE, WIRELESS BROADBAND
UNIFIED COMMUNICATIONS & HEADSETS

126. PLANTRONICS UNIQUE PARTNER ADVANTAGE
Blackwire™ Savi™
UC Corded Headsets UC Office Wireless
The Plantronics
Advantage
UC Mobile Wireless UC Office Phones
Voyager™ Calisto®

127. Compatibility Spring 2010
Call Control with UC
products and leading
softphones – requires
software
Plug in provides call
control with UC products
and Sametime – no
software needed
Optimized UC products
provide plug and play
call control with OCS –
no software needed

128. Go to market model

130. Deliver Superior Customer Service
at Lower Cost
with SAP Contact Center Solution
SAP Business Communications Management

131. Is advanced routing enough for Superior
Customer Service?
© SAP 2008 / Page 2

132. SAP for Your Contact Center
Challenges SAP Solution
How can I make best use of the ■ Optimize customer facing resources
service resources I have? by combining multiple sites into one virtual contact center operation
■ Leverage expertise across the organization
How do I ensure the right from the front- and back-office, and in the field
resources with the right knowledge
help solve customer problems? ■ Route contacts immediately to best available expert and
automate routines
independent of the contact channel in use
How do I reduce service costs
while maintaining service quality? ■ All IP and all software based solution
for front-office contact center agents and back-office experts
How do I manage system costs and ■ Native integration to SAP CRM Interaction Center
and CRM processes
reduce TCO?
■ Short time to value
with rapid deployment, and system flexibility, scalability and reliability
© SAP 2008 / Page 3

133. Inefficient Operations and Poor Customer Service
Drive Increased Costs and Customer Churn
Uncoordinated and inefficient contact center operations, complex systems with limited end-to-end
integration and low service levels with poor customer satisfaction drive costs and customer churn.
Limited visibility to performance
■ Inability to get the facts on performance
Low customer satisfaction ■ No visibility to how corrective actions are paying off
■ Complex customer service request
leading to long response times and
low quality responses Complex systems architecture
Contact Center
■ Inconsistent customer experience Management ■ Limited integration to back-end
CIO’s
across channels Office systems
Contact ■ Inflexibility to scale up or down
Center capacity
Site HQ
■ Tedious system updates
Back-office
and Field
Contact
Center
Site
Inefficient resource utilization
■ Distributed resources and know-how not used
for customer service
■ Unable to temporarily upscale or downscale
resources to respond with variations in
customer demand over time
© SAP 2008 / Page 4

134. Deliver Superior Customer Service at Lower Costs
with SAP Contact Center Solution
SAP enables efficient, consistent and superior delivery of customer service at lower costs.
Real-time view and control over operations
Improve customer satisfaction ■ Know exactly what needs to be improved and where
■ Leverage expertise in the back-office and in the required savings can be found
the field to route customer contacts
■ Take corrective actions with immediate effect
immediately to the best available people
■ Provide consistency and quality across
Contact Center
multiple contact channels Cost effective and simplified
Management
CIO’s architecture
Office
■ Monetize existing investments with
Contact end-to-end integration
Center
Site ■ Scale up and down in single user
increments
Back-office ■ Short time-to-value with rapid
and Field deployment
Contact
Center
Site
Flexibility in resource utilization
■ Reduced time spent on each interaction with
intelligent routing to experts and automation of
routine tasks
■ Flexibly increase or decrease capacity for
customer interactions without increasing
headcount by leveraging idle resources in the
back-office
© SAP 2008 / Page 5

135. Business Communications Management
Capabilities in SAP CRM
SAP BCM provides a flexible multi-channel, all-IP business
communications platform with out-of-the box integration to
SAP CRM Interaction Center.
Inbound Outbound Enterprise-wide
contact center contact center communications
management
© SAP 2008 / Page 6

136. Enterprise-wide Communications Mgmt
Select phone terminal according to business need
SAP CRM Interaction Center Browser based BCM softphone Microsoft Office Outlook 2003 / 2007
integrated softphone embedded softphone
3rd party application integrated or Communication Mobile Client (CMC) SIP desk phone or
tailored softphone running on Symbian mobile terminals 3rd party PBX phone
© SAP 2008 / Page 7

137. Inbound Contact center
Agent tools – browser based BCM softphone
Communication Desktop (CDT) offers comprehensive real time multi-channel
queue management and monitoring functionality for agents
Personal presence
management
Active customer
interactions info
Real time queue view
including login status
management
Special call handling
tools: e.g. recording,
conference, callback,
audio settings and quick
dialing keys
Call handling tools:
answer, hold, transfer,
consult, hang-up
Link to Message Panel
© SAP 2008 / Page 8

138. Inbound Contact center
Agent tools – browser based BCM softphone
SAP BCM directory and presence services improve personnel availability and
reduce unsuccessful contact transfers
Directory view to access
in-house directory and
presence data
Also other directories,
e.g. customer, partner
and personal can be
created.
Quick list to manage
personal presence
information
Profiles are always
customer specific
Selected person current,
future and past
availability information
© SAP 2008 / Page 9

139. Inbound Contact center
Out-of-the-box SAP CRM integration
SAP BCM – CRM integration enables customer service agents to use single
user interface to manage incoming customer interactions
BCM softphone
integrated with CRM
Interaction Center
4Caller number based
customer recognition
4 Answer /reject
incoming calls
4 Hang up
4 Transfer
4 Consult
4 Conference
4 Toggle between calls
4 End wrap-up
4 Dial pad for calling out
© SAP 2008 / Page 10

140. Inbound Contact center
Out-of-the-box SAP CRM integration
SAP BCM – CRM integration enables customer service agents to use single
user interface to manage incoming customer interactions
BCM email channel
integrated with CRM:
4CRM email analysis
integrated with
BCM push routing
4Accept or reject
incoming email
4Transfer email
4End wrap-up
4Dial pad for calling out
© SAP 2008 / Page 11

141. Inbound Contact center
Out-of-the-box SAP CRM integration
SAP BCM – CRM integration enables customer service agents to use single
user interface to manage incoming customer interactions
BCM chat channel
integrated with CRM:
4 Accept or reject
incoming chat
4Transfer chat session
via queue
4End /leave chat
session
4End wrap-up
4Dial pad for calling out
© SAP 2008 / Page 12

142. Online Monitoring
Online Monitoring tool provides comprehensive real time statistics on current
business day and current moment
Location independent
browser based tool
Summary view provides
“current status at glance”
view with a possibility to
drill down to summary
level or queue specific
statistics.
Monitoring user can also
define personal
monitoring views, set
alarm/threshold limits,
compare statistics to e.g.
previous day or previous
weekday
© SAP 2008 / Page 13

143. Online Monitoring
Online Monitoring enables manager to monitor current performance and
take corrective actions if needed
Agent statistics view
provides details for agent
performance, current
status and queue login
statistics.
Monitoring user can
control agent queue login
statuses and skill settings
via Agent statistics view
© SAP 2008 / Page 14

144. SAP BCM and CRM Blended Analytics
Blended Analytics provide blended communications and business statistics
enabling a true 360° customer view
BCM contact handling
statistics are feed up to
SAP BW /Analytics
through out-of-the-box
integration
© SAP 2008 / Page 16

145. Enterprise-wide Communications Mgmt
Select phone terminal according to business need
SAP CRM Interaction Center Browser based BCM softphone Microsoft Office Outlook 2003 / 2007
integrated softphone embedded softphone
3rd party application integrated or Communication Mobile Client (CMC) SIP desk phone or
tailored softphone running on Symbian mobile terminals 3rd party PBX phone
© SAP 2008 / Page 17

146. Example of a Call Transfer Scenario
with integrated communications
© SAP 2007 / Page 18

147. Thank you!
© SAP 2008 / Page 19

148. Unified
Communications
What to do?
01 Matthew Finnie CTO

149. The road to blue sky?
2

150. Unified Communications 2010
• Unified communications (UC) is the integration of real‐time
communication services such as instant messaging (chat),
presence information, Telephony (including IP telephony), video
conferencing, call control and speech recognition with non real‐
time communication services such as unified messaging
(integrated voicemail, e‐mail, SMS and fax). UC is not a single
product, but a set of products that provides a consistent unified
user interface and user experience across multiple devices and
media types.[1]
* Courtesy of Wikipedia

151. Unified Communications with Interoute One the
communication network
• A multi technology and access
agnostic communication
platform for enterprise IPPBX
e.g.
communication. Cisco
PSTN
• It binds all legacy and new TDM PBX Interoute VVN
Secure Network Interface
e.g. Avaya Customer
communication methods One
Specific
Platform
together through an open Customers or
Interoute
standards carrier platform Partition
SIP
• PBX vendor and access type End
Mobile
agnostic Point
• IP or TDM Microsoft
OCS
• Microsoft OCS R.2.0
compliant Interoute Network Interoute Network
• Onnet Calling

152. Core motivations
Cost:
• Cost of calls; All office to office calls are zero rated regards of
geography
• Flexibility in how you route calls and re route calls
• Common communication in any location on any device
Productivity:
• Lower TCO through common administration of all communication
services
• Integration of directory services centralised administration of
corporate communications via enterprise directory services
• Desktop integration – call control and management as part of the
desktop build
• Users can optimise communication around devices not get forced
down a inappropriate technology paths
5

153. How to get started – current choices?
Or
6

154. Making the choice – challenges
• IUCN (International Union for
Conservation of Nature), they
headquartered in Geneva
plan to roll out Microsoft OCS
and Exchange 07 across their
organisation with a view to
ultimately replace their
PBX.
• IUCN wanted to be able to
control the migration
themselves
• They didn’t want the big
bang as they understand OCS
is a “new” technology so the
effects are “unknown”

155. Integrate – Separate ‐ Combine – Migrate
• IUCN had PBX’s in every office
• Rather than rip out the PBX Interoute Hub
Management
and swing over to OCS “over a Remote Portal
Customer
weekend” they wanted a site 3
controlled roll out of the new Internet
Worldwide
technology Fixed Line
and
• Interoute took over the Mobile
calls
existing numbers and SIP
connected the PBX to Interoute Active
Medi
ation
Trunking
Directory
One Serve
r
OCS
• IUCN connected their OCS Main customer
site 1
Server
mediation server to Interoute
via our Microsoft Certified SIP
trunk
• On a department by Customer
site 2
department basis they
forwarded the numbers until
they were satisfied the PBX
was no longer needed

156. Conclusion
• Unified Communications is not blue sky and not simply an aspiration -
but it does challenge traditional approaches to buying building and
creating services
• Find an approach that ticks the core motivations and allows you to
achieve your goals
• Interoute has an approach that allows YOU to CONTROL the
migration and the development of your roll out without sacrificing
service

157. Interoute’s diverse customer set
Thank you
For more information on migrating to Unified
Communication please contact Interoute
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