bt’s transformation simplification via process led design · bt’s transformation simplification...
TRANSCRIPT
BT’s TransformationSimplification via process led designW. George GlassChief Systems ArchitectBT Technology, Service & OperationsJune 2015
Multi-service platforms
CustomerManagement
ServiceManagement
InfrastructureManagement
reusablecapabilities
ServiceWrap for
Proposition 1
ServiceWrap for
Proposition 2
ServiceWrap for
Proposition 3Product 1 Product 2 Product 3
• Product stove pipes • Multi-service platforms • Monolithic system stack • Agile, partnership-basedmodel
ExternalPartner
BTBusiness Unit
BTBusiness Unit
BTBusiness Unit
BTBusiness Unit
electronic interfaces
Seamless Customer Experiencedelivered by multiple entities
credit vetting
technical checks
decomposition
retail billing
network
progress events
KCI
Non-SMPRetailers
SMP
Transport
wholesale products retail products credit vetting
tech checks
decompose
billing
network
progress
KCI
CRM
• Vertically integratedSystem stack
• Equivalence of input
ArchitecturalInsight
• Real time, zero-touch, self-care
exception queue
customer request
fulfilled request
• Complex, sequencedprocesses
Approximately 4500 systems` Vertically integrated Excessive maint & support costsCatalogued 3298 interfaces (SDK’s) Highly complex data Reliability and stability issuesIncreasing yearly Lengthy & costly dev cycles Heavily regulated environment
Matrix Platform Architecture
The BT IT functionality has been partitioned into a set of cooperating IT platforms
Reusable common capabilities (SDK’s) – keeping engineering costs down
Reusable process blocks – consistent customer experience26 platforms and 500 systems – simplicity and ruthless standardization
Intended to minimise whole life costs, reduce cycle time for launching new capabilities and facilitate business agility
Infrastructure DomainInfrastructure Domain
Infrastructure Management DomainInfrastructure Management Domain
Service Management DomainService Management Domain
Customer Management DomainCustomer Management Domain
EnterpriseManagementDomain
EnterpriseManagementDomain
Computing InfrastructureComputing Infrastructure
AssuranceAssurance
Monitoring and ReportingMonitoring and ReportingActivation and CapacityActivation and Capacity
IntegrationInfrastruct.IntegrationInfrastruct.
CollaborationCollaboration
Customer and ProductCustomer and Product Billing and PaymentsBilling and Payments
Fulfilment and Service InventoryFulfilment and Service Inventory Enterprise WorkforceManagement
Enterprise WorkforceManagement
Test andDiagnostics
Test andDiagnostics Service
ExecutionDomain
ServiceExecutionDomain
Voice andMulti-mediaVoice and
Multi-media
Video andContent
Video andContent
End User DomainEnd User Domain
Customer Premise EquipmentCustomer Premise Equipment Enterprise Customer EdgeEnterprise Customer Edge
SecuritySecurity
UK AccessUK Access IP and DataIP and Data
Global NetworksGlobal Networks TransportTransport
EnterpriseManagmentEnterprise
Managment
TSO Operationsand Tools
TSO Operationsand Tools
Facilities InfrastructureFacilities Infrastructure
Decision SupportSystems
Decision SupportSystems
End UserTechnologyEnd User
Technology
RevenueAssuranceRevenue
Assurance
How far down the road (initial focus on systems)
Established 26 Platforms Defined/designed ~200 core Capabilities (SDK’s) Systems Rationalisation
– Target is 85% reduction in current overall BT systems– We have closed the following numbers of systems to date
2005/06 – 203, 2006/07 – 527, 2007/08 – 638, 2008/09 – 323, 2009/10 – 285, 20010/11 – 235, 2011/12 – 242 2012/13 - 168 (Includes 6 large systems) 2013/14 – 325 2014/15 – 212 2015/16 – target 200
But…. Led to a new way of working
Designs start with the intentional, predictable, repeatablebusiness process
Expressed in a design template that maps consistently frombusiness process to capability
Measured in terms of the Customers experience– Quantified by ‘Cycle Time’ and ‘Right First Time’ value
Using Service Oriented Architecturetechniques and technology to deliver a
Customer Oriented Architecture
The process architecture is made of businessjourneys as required by the lines of business
The lines of business define the journeys relevant fortheir business, product and technology.E.g. Lead to cash - PSTN, Watch BT TV... Journeys can cover large or narrow number of
processes. Each journey is characterised by the scenario, the
business units and the products or area covered. Each journey has a named owner in the business
unit, identified measures and targets. Journeys are made from a flow of Reusable process
blocks relevant to the scope and the business. The journey model represents the flow of required
sub processes and Reusable processblock/instances. Journey are built as delta design based on an existing
baseline or best in class template.
JourneyScenario
BusinessUnits
Product /Technology
Reu
sabl
epr
oces
s B
lock
• Serve the customer• L2C Provide• L2C Modify• L2C Cease• T2R Reactive repair
• Use the service• SELF Install• SELF Use• SELF Repair
• Serve BT• T2R Proactive Repair• C2M Manage portfolio• Manage Finance• Manage HR
• BT Business• BT Consumer• BT Global
Services• BT Group• BT TSO• Openreach
Business scope What
Journeys are made from a flow of reusable process blocks andinstances relevant to the scope and the business
The Reusable process block represent a genericcapability, agnostic from usage context (actor,system, product,…), part of one or multiplejourneys. A Reusable process block can be a single
activity or a complete sub process. E.g. Identifycustomer, Manage appointment... Reusable process blocks are mapped to the
relevant industry framework e.g. ITIL, eTOM… Reusable process block are operationally
deployed through as many Reusable processinstances as required. Reusable process instance instantiate reusable
process blocks in a specific context (actor,system, product,…). Reusable process instances are fully defined
and documented (Workflow/process model/userinstruction, Policies, Training, Systems/Apps…)
BusinessUnits
Product /Technology
Instance
Reu
sabl
epr
oces
s B
lock
System /stack
HowWhat
• BT Business• BT Consumer• BT Global
Services• BT Group• BT TSO• Openreach
Manage ProgressManageContact Sell Service
Supply Service
ObtainPayment
CustomerMaster File
LogicalInventory
PhysicalInventory
Customer
M.Billing Order
M.Payment
M.Place
M. TechnicalAvailability
M. ProductAvailability
Manage Order Placement
M. BillingCust Account
M. CustBilling
M. CustomerOrder
M. CustLocation
M. Com’rcialCompatibility
M. SupplierOrder
Manage NT Order
M.Authentication
M. DomainActivation
M. Eng TaskM.Appointment
M. App’ntRouting
M. IT Order
M. ComputingResourceM. Backhaul M. Access
M. Core M. StorageResource
M. B2BTxN
Dia
logu
e
M.Customer
Engi
neer
Visi
t
KC
I
KC
I
KC
I
Cus
t.Pr
omis
e
Customer & Commercial Management
Resource Management & Infrastructure
Service Execution & Management
Dia
logu
e
Dia
logu
e
BT segment specific L2C – Constructed in the SDK using our standard capabilities, Reusableprocess blocks and delivering a consistent, desired customer experience
Right First Time (RFT)Improving BT’s networks, systems and processes for our Customers
We measure RFT across BT by monitoring how good we are at delivering new services to customers through the Leadto Cash (L2C) process and also how good we are at fixing customer problems through the Trouble to Resolve (T2R)process
We measure RFT for all our customers, whether they are consumers, small to medium businesses, major globalorganisations or communications providers – RFT is a BT-wide programme
The four RFT measures are (examples here but different in each LoB);– Contact One Contact Resolution, Not Abandoned & Propensity-to-Call (PTC)– Promises On-Time Delivery (OTD) & On-Time Repair (OTR) for specific LoB products– Quality Early Life Failure (ELF) & No Repeats– Speed Broadband Speed, NGA Speed, etc.
Event data (with time stamps) underpins process visualisation, e.g. for L2C consider key systemmilestones, incoming KCI messaging from suppliers, SKCIs to customers, inbound calls fromcustomers, … the data available depends on where you sit in the industry supply chain
KCI1 – Order Acknowledge
KCI2 – Order Commit
KCI3 – Order Complete
Engineering‘further’
e.g. field, frames
KCI1 KCID KCI2 KCID KCI3
Engineering‘completion’
e.g. field, frames
Planninge.g. ‘plan do’,
complex, new sites
Pre-order dialogue servicese.g. ‘tech check’, appointment /
number reservation …(not linked to subsequent order)
Events / activities visible to both Consumer and Openreach
Events / activities only visible to Consumer
Events / activities only visible to Openreach
KCID – Order Delay
Typical BT Process
Process visualisation is a tool to complement other BI tools– supports process discovery, i.e. what is really happening inside a process– can look at order (or fault) journeys in aggregate or at an individual order (fault) level– can look at customer life cycle journey (e.g. provisions, faults, complaints, …) in aggregate or
at an individual customer level– can be used to identify and quantify a specific failure pattern
The Aperture process visualisation tool …– is an in-house tool developed by our Research colleagues– is now being used within the Consumer and Openreach analytics area– is available with Consumer L2C data (refreshing daily as orders close)– has benchmarked favourably against third party tools (e.g. Clickfox)– is being ‘industrialised’ into our IT support infrastructure including professional service
support for the user community (site minder access, etc.)
Service Insights – Process VisualisationA new and innovate way to analyse processes
Failure ‘on the day’ KCI5473
e.g. ~50k new provide orders (using Consumer data sourced from EDW)… subsequent filtering can be applied to see just orders with particular KCIs or KCI sequences, ordersthat went to planning, orders that got cancelled, orders delivered late, etc. … down to individual orders
a) Boxes show KCI events and the number ofinstances of that event across the full dataset
b) Lines show transitions between events,number of instances making that transitionacross the full data set and averagetransition time
c) Line thickness is a high level indicator oftransition volume – red lines indicate arepeat transition within a given order
d) Numbers entering / leaving boxes don’t addup to 100% because only transitions thathappen at least 500 times are shown inthis example – to help see the ‘woodthrough the trees’!
Process Visualisation – Aggregate View
Most of the time provision orders are completed ‘on time’;but a minority of provision orders are completed late.
In this example, an ‘on the day’ failure to complete aprovision order ‘on time’ is indicated by a ‘572’ exceptioncode.
In some cases an unsuccessful engineering activityprecedes the ‘572’ exception code implying failure toovercome an engineering issue encountered ‘on the day’; inthe other cases the first engineering activity follows the‘572’ exception code implying insufficient engineeringresource to complete the engineering activity ‘on the day’.
Some engineering activities have to be completed on theday but others can be done ahead ‘of the day’. This analysissupported a process / system change to bring forwardspecific engineering activities that could be done ahead ‘ofthe day’ – but not too early as sometimes orders getcancelled late in the process by customers!
The key benefit of process visualisation is being able toboth identify and quantify failure paths in the process – aprerequisite to making process / system changes.
Process visualisation of multiple provision orders to highlightcommon process (failure) paths … key system events are used to representprogression of orders through the process, e.g. completion codes, engineering activity,contact events, etc.
a) Boxes show key process events (completion /exception codes , customer contact and engineeringactivity) and the number of instances of each eventacross the full data set
b) Lines show transitions between events, number ofinstances making that transition across the full dataset
c) Line thickness is a high level indicator of transitionvolume – red lines indicate a repeat transition withina given order
d) Numbers entering / leaving boxes don’t add up to100% because only transitions that happen aminimum number of times (configurable) aredisplayed – to help see the ‘wood through the trees’!
code indicating missed final deliverymilestone
code indicating failure of automated linetest following ‘successful’ completion of
engineering activitycode indicatingsuccessful completion
of order
customer inboundcall chasing order
progress
engineering activitywith ‘unsuccessful’
outcome
engineering activity with ‘successful’outcome
The uplift is making the architecture simpler, more flexible and sets up aclear governance for architecture and process change Architecture:
– Simple: The core architecture will be made of two layers: the business layer (catalogue of business journeys (e.g.L2C, T2R, User journeys…) and the process layer (catalogue of Reusable process blocks and instances).
– Flexible and complete: The architecture will become more flexible by relying on catalogues easy to update andmap to external standards (ITIL, eTOM, TAM…) instead of set in stone process structure.
– Reuse: Identify the reusable components (appropriate size/level for the business)
Governance– BT Process steering board: The BT Process steering board will drive the process-led approach and enable
adoption. E.g. drive process convergence.
– Integrated change management: A process-led approach where related process / system changes willcommonly controlled through the ACF process.
Standards and tools– BT Process expert forum: Process experts from all BT units will define and deploy the common standards e.g.
BPMN
– Process toolset: A set of tools covering design, publication, management and business improvement will bedefined and will support a pan-BT process catalogue.
– Training: The Process ALP’s will be updated to reflect all the changes.
Process
Define the problem or opportunity from the Customersperspective Measure and understand the cost and benefit of the proposed
change for the business Analyse the current process and document the target state and
how it will be achieved Implement through detailed design, development, test and
operational deployment Confirm benefits delivered and sustainable