capgemini your global aviation partner coe aviation

Together. Free your energies

Capgemini – Your Global Aviation Partner

Center of Excellence Aviation

Hikmat Mahawat Khan


Agenda

© 2010 Capgemini. All rights reserved 2

1

2

3

4

5

Capgemini


Airline Challenges

Airport Challenges

Fundamentals for success


Capgemini is a global leader in consulting, technology,

outsourcing, and local professional services


Educational services /

University Capabilities management

Standard / customised training

Assessments

Outsourcing services Business process outsourcing

Application management

Infrastructure management

Transformational outsourcing

Technology services Application development & integration

IT transformation: Strategy & Architecture

Business intelligence

Infrastructure & Security

Mobile technology

Open Source

Package implementation

Portals

Radio frequency identification

Consulting services Strategy and business transformation

Functional expertise

• Customer relationship management

• Finance & employee transformation

• Supply chain management

• Marketing & Sales

Technology transformation

We offer integrated services across four professional disciplines of expertise. These services range from strategy development to IT systems maintenance

By combining their skills, the Group‟s four main professional disciplines offer Capgemini‟s clients integrated transformation services

The Group also combines its areas of expertise to offer specific solutions across sectors


Capgemini Group is One of the World’s Largest Management

and IT Consulting Firms

Benelux

North

America

UK &

Ireland

France

Rest of Europe,

Asia & Latam

2009 Industry Mix2009 Business Mix

Outsourcing

Services

Local Professional

Services

Consulting

Services

Technology

Services

40.0%

6.7%

36.4%

16.9%

2009 Global Resource Distribution

13.0%

6.9%

8.0%28.1%

27.5%

16.5%

Energy, Utilities

& Chemicals

Financial

Services

Other

Public Sector Telecom, Media

& Entertainment

Manufacturing,

Retail, Distribution

&Transportation

“Cap Gemini S.A.” is a member of the CAC40, listed in Paris

ISIN code: FR0000125338 Operating margin: €595 million

Operating profit: €333 million

Profit for the period: €178 million

Net cash: €1,269 million

Note: Our brand name is “Capgemini” but the name of our share on

the stock exchange is

“Cap Gemini S.A.”

Revenue 2009: €8,371 million


Group Workforce: 90,516

Working offshore: 28,004

as of December 31, 2009

Canada

United States

Mexico

Brazil

Argentina

All over Europe

Morocco

Australia

People’s Republicof China

India

Chile

Guatemala

Russia

Singapore

Hong Kong

Benelux:11,163

Central Europe:7,724

Nordic Countries:3,681

Asia Pacific:1,830

North America:7,950

UK & Ireland:7,844

Italy:1,510

Iberia:4,943

France:19,771

Morocco:261

Latin America:1,661 India:

22,178

Group Headquarters: Paris, France

A Strong Presence…

in More Than 30 Countries


Recent acquisition of CPM Braxis

5,500


Agenda


1

2

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5

Capgemini


Airline Challenges

Airport Challenges



Capgemini Offers A Range of Competencies for Managing

The Challenges of The Aviation Clients.... A Snapshot


Airlines, Air Freight, Alliances

Engine & Equipment

Manufacturers

CAA/ATM

Airports

Freight & Air

Logistics

MRO- 3rd Party Maintenance

Sustainable airport

RFID pax and cargo

Collaborative Decision Making (CDM)

Technovision

Business Information Management

Resource planning; stand and gate planning

Security and border control

Airport management and development

Material management

• Stock improvement

• Initial provisioning

• Purchasing

Planning

Subcontracting

Maintenance (line & base)

Training centres

Resource planning (crew, capacity

etc)

Amadeus GDS

Asset management

Green Aviation

E-commerce, e-distribution, e-

payment and ancillary

Operational excellence

Maintenance planning and inventory

control

Planning tools for crew, fleet,

operations

Airline business and operation

process design

CDM

Resource planning

Airport capacity planning

Inventory optimisation

Production planning optimisation

BPO manuals maintenance

Supply chain optimisation

Planning & simulation

Reference models

RFID cargo


The CoE Aviation Plays A Vital Role in Servicing The

Industry in Generic Consulting and Technology Services

Technology

SAP / Oracle / BI

RFID

APS

Business Analysis

Payments

Consulting

Operational excellence

E-commerce

Supply chain

Management

HRM

Finance Transformation

Process

Business Transformation

Change Management

Business Case

People Case

Programme Management

Office

Center of Excellence

Aviation

CoE Aviation will mix and enriched Capgemini competences with aviation industry knowledge

and tailor it to the customer.



Agenda


1

2

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5

Capgemini


Airline Challenges

Airport Challenges


Our view

Ancillary

e-Payments

Distribution

Green Aviation

BIM

Planning


Airlines facing very thin margins – revenue from ticket sales is not

sufficient to cover the cost

Technology becoming a stronger component in all processes – the

position of IT is moving from having a network and databases to a

CSF tool

Managing the processes and the customers requires embedding the

newest technology – existing systems are limiting the success

The dynamics of the business requires faster and detailed high level

management information at the same time – a thoroughly developed

management information for every need in running the airline is

fundamental for success

Regulation, social and environmental demands require the airline to

rethink its responsibility in carbon emission – key question is how to

combine the business objectives with the social responsibility

The resources of an airline are costly and efficiency in the use of it

is the difference between profit and loss – it is about scheduling of

staff, ground equipment, and fleet efficiently

Ancillary revenue

Distribution – Amadeus

Green aviation

BIM

Resource Planning

Our View on Key Challenges in The Airline Business



Airline business and processes simplified in a model;

Capgemini services every aspect of the airline business

Product / service

Sales & Distribution Yield mngt

Network & Schedule

Service

Sales & Distribution

Yield Management

ProcessPassenger & baggage

process Flight processes

Aircraft turnaround processes

Resources Catering & fuel Fleet & maintenance Cockpit & cabin crew


Airport in Airport out

After flightPre-flight ArrivalFlightDeparture


Our solutions

Evaluation of Ancillary Services and making a choice

Implementation of Ancillary Services

Design of Seamless Online Sales & Distribution of Ancillary

Services

Design and Implementation of e-Payments for Ancillary Services

Customer benefits

Airlines benefit from Capgemini‟s detailed approach of evaluating

and implementing Ancillary Services to augment their revenues

Airlines can efficiently implement the entire ancillary offering end-

to-end in one go

Our approach / technology

Evaluate potential products, implement on the right delivery

channel and ensure security of transactions for customers

For each step, use the “Quick Scan – Quick Wins – Report”

approach

Target group

Airlines faced with stagnant revenue growth and looking to

implement Ancillary Offerings to augment overall revenues

Reference projects (selection)

Car Hire

Hotel Bookings

Catering options

Trip/Travel Insurance

Advertising and offers in in-flight magazine

CROSS-SELLING

UNBUNDLING

UP-SELLING

Changes in seating, baggage, etc.

Cabin Upgrades

Baggage

Preferred Seating

Fees

Merchandise & Gift shop

Lounge Access

Co-branded cards

BASIC AIRLINE TICKET

ANCILLARY SERVICES THAT CAN BE OFFERED*

* Illustrative List only

ANCILLARY SERVICES THAT CAN BE OFFERED

OVER AND ABOVE THE BASIC AIR TICKET

Reference for payment type roll-outs and operational e-

payments issues at a large international carrier

Reference of operational excellence in e-business at a

leading European airline

Ancillary

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6

ImplementationDesignDefinition

Quick

Scan

Quick Wins (short term)

Ancillary strategy report Implementation option

Online sales and distribution

Quick

Scan


Distribution strategy report - Online | GDS Implementation option

Website payments and fraud and risk management

Quick

Scan


E-Payments strategy report Implementation option

Program management

Continuous Program Management, Risk Management and PMO Implementation option

Pro

gra

m In

teg

ratio

n W

ork

sho

p

Running the business

Cap

gem

ini A

pp

roach

Solution Snapshot

Ancillary Service Offering Overview


Challenges

Faced with razor-thin margins and a sensitive industry

temperament, Airlines need to address the lingering problem of

sustainable growth with a permanent long-term solution


Organisation TechnologyContracting

& SLA

Str

ate

gy

Accounting

&

Settlement

Fraud & Risk

management

Payment

methodsLegislation Information

Security

&

Compliance

Marketing

&

Exposure

Business

Opportunities / InnovationAdd-ons

Components

Foundation

e-Payments Service Offering Overview


Our solution (as part of Ancillary services)

In order to describe every aspect related to E-Payments within KQ , the E-Payment Strategy Model will

be used.

This framework is a standard building block model within Capgemini for assessing the E-Payment

strategy for online retailers. In effect, it contains the full scope of an end-to-end e-payments strategy.


Distribution Service Offering Overview


Online sales

(Conversion)

Online service

(Return visits)

Measurement

(Web analytics)

Online marketing

(Traffic)

Online strategy

Research, browsing

Online support

Attract visitors

Call to action& ordering

GrowthOnline

retention

Analyse & adjust

Create onlineawareness

Transaction / Conversion

Online profiling Customer

centric

Ex

plo

re Bu

y

Enjoy

Find

Our solution and approach

Customer benefits

A Richer Customer Experience and Profitability Through Online

Marketing, Sales and Service Optimisation

Challenges

Today‟s emerging eCommerce markets, wireless and mobile

technology will influence demand for in-flight connectivity and

entertainment

Original Service Chain Shifting to The Digital Service

Chain in The New Era

Original service chain

Sales &Marketing

Reservation agents

Ticketoffice

Check-inLoungefacilities

Gateservices

In-flightservices

Personal selling & call centre

Media adv.

Seat reservation

Confirmation

Ticketpick-up

Boardingpass

Lounge services

Boardingpass check

In-flightservices

Digital service chain

Onlinesales &marketing

Onlinereservation

Ticketoffice

Check-inLoungefacilities

Gateservices

In-flightservices

eSales

eAdvertising

Ancillary eSales

Onlinereservation

Freq.flyer loyalty services

Last minute

eTicket

eInterline with partner

Mobile phone or SMS confirmation

Internet eCheck-In

Mobile eCheck-In (2D code)

Wireless lounge services

eGate

RFID technology

eFlight

eMail

Mobile phone network


Green Aviation Service Offering Overview


Step 1

Developing a Green Aviation program

Decide the lead

with limited support fromCapgemini

Approval from Board forthe plan

Alignment of plan withCorporate Strategy

Decision on involvementof external support

Board to decide and to appoint program lead Step 2

Implementation of Green Aviation program including compliancy

Program lead with ETS team within the airline

with support fromCapgemini

Capgemini will serve the aviation market towards green aviation with service offerings for all four challenges

Capgemini’s cooperations offer an one-stop-shopping service for the aviation industry for their

emission challenges

Green rating®

model

ETS compliance

Perception management

BT & Strategy

Carbon strategy

Carbon trader

Auditor / verifier

Climate advice

Legal advisors

Our approach

To turn the threat into a benefit the airline needs to address the

four challenges and go beyond compliancy only

The Green strategy impacts the entire airline from Network and

Sales to Operations and E&M

Challenges

Faced with regulations as well as social responsibility, airlines

need to consider a holistic view on environmental challenges

Our solutions

To serve the aviation business in their green challenge

Capgemini combines:

• Aviation industry knowledge: Centre of Excellence for Aviation

• Information services & management: Technology services

• References in emission management in Energy & Utilities

• Innovation consulting concepts: Business transformation

and change management

• Cooperation with others in the industry


BIM Service Offering Overview


Business

Engagement

Industry

Solutions

Enterprise Delivery Model (BI Competency Centre and Service Centre)

Information Strategy

ProductPerformance Optimisation

RiskManagement

Regulatory ComplianceInsight

Financial

Services

Energy,Utilities & Chemicals

Consumer Products

& Retail

Telco

Media & Entertainment

Public

Sector

Life

Sciences

Manufacturing

& Transport

Supply Chain

Customer & Channel

Business Performance Management

Enterprise Content Management Data WarehousingBI & Analytics

Data Management

Technology

Foundation

Customer benefits

Intelligent Enterprises are organisations that are able to put

exploiting information at the heart of the way they do business as

part of a continuous process

Our approach / solution

Create an Intelligent Enterprise Roadmap

Execute a value driver analysis at the airline that will identify and

prioritise the critical KPIs and drive the information requirements

We will use our Airline industry experience to identify and prioritise

the relevant KPIs at the airline

Challenges

Airlines facing though competition with low margins. Improvement

of yield and revenue on one hand and cost and performance

improvement on the other hand is the road to success.

The need for the right information at the right level is a critical

success factor.

The major challenge is to derive the information from the large

databases

Four Stage Maturity Model

Co

mp

etitive

Ad

va

nta

ge

Value extracted from Information

Op

tim

izati

on

Sales Flight Crew Frequent Flyer Agent E- Commerce

Ticketing

Special

Services

CargoStaf f

Commercial Operations Management Technical Finance

Customer HUB Enterprise Data Warehouse

MDM

Integration

Data Quality

Customer

Insight

Network &

Planning

Financial

Insight

Revenue

Insight

Operational

Insight

Data Marts

Reports

KPI‟s Dashboards / Score Card Performance Management

Statistical

Models

Yield

Optimization

Demand

Forecasting

Services

Optimization

Market Spend

Optimization

Revenue

Optimization

Fuel

Optimization

Solution Snapshot


Planning Service Offering Overview


Our solutions

Resources are expensive and need to be planned efficiently and

be utilized efficiently.

Advanced planning is a powerful tool for this business

Customer benefits

Optimized planning leads to significant savings in Costs which is a

necessity in a high volatile low margin industry.

Efficient planning can lead to significant savings, for example:

• 1% optimization can save 12.000.000 usd in crew

• 2,5% optimization can save 32.000.000 usd in crew


In a highly volatile and low margin industry as aviation it is more

than about just planning the resources. It is about the optimal

utilization of scarce and high capital intensive resources through

Advanced Planning & Scheduling (APS) to have an efficient

operation with lowest unit cost.

Target group

• The resources in the aviation industry that are all eligible for

advanced planning are: fleet, crew, ATC staff, ground equipment,

catering, ground staff

• For airports, airlines, ATC‟s, caterers, ground handlers

Challenges

The resources in the aviation industry represents significant

amount of the total cost and assets. The industry is a very capital

intensive and marginal business. Efficient use or utilization of the

resources are critical for the operational margin of a company.

Each module can be implemented separately or combined to form an integrated solution.

Fleet Crew Gates Check-in Ground staff

Long term

(6 – 12 months)

Fleet planning

(Aircraft type)

Manpower

planning

Manpower

planning

Mid term

(2 – 6 months)Aircraft routing

Crew pairing

and assignmentGate planning

Check-in

planningRostering

Short term

(2months

– 1 day)

Fleet controlCrew control /

trackingGate control

Check-in

control

Detailed

ground staff

planning

Day of

operations

Revision

management

Revision

management

Revision

management

Revision

management

Revision

management

Solution Snapshot


Agenda


1

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3

4

5

Capgemini


Airline Challenges

Airport Challenges


Our view

CDM

Sustainable Airport

Business Innovation

BIM

Technovision


Our View on Key Challenges in The Airport Business


Airport facing challenges strong coordination between various

parties – operational efficiency can be improved with a triangle

coordination airport – ATM - airlines

The environmental pressure on airport is increasing. Sustainable

operation and growth is at stake – rethinking of pairing social

responsibility and business objectives is the challenge

Airport facing very thin margins – revenue from airline is not

sufficient to cover the cost. How to generate revenue from the

millions passengers passing through the premises is key to success

The various systems and technology at an airport are mostly

evolved over the time. Rethinking and setting the future state in a

coordinate way is where Technovision will help them

To manage the airport processes SAP has the appropriate modules

to be integrated and imbedded in the systems

The resources of an airport are costly and efficiency in the use of it

is the difference between profit and loss – it is about scheduling of

staff, ground equipment, and fleet efficiently

CDM

Sustainable airport

Business Innovation

BIM

Technovision

SAP

Resource Planning


Airport Business and Process Simplified in a Model


Airline

ATC

Ground Handling

Airport

Air

po

rt o

pe

rati

on

s

Sources: Distribution Lab Analysis.


CDM Service Offering Overview

Customer benefits

CDM enables partners to share information and work together more

efficiently and transparently with the common goal of improved overall

performance

Challenges

As Air Traffic Continues To Grow and Capacity is Stretched To The Limit,

The Need for A Collaborative Decision Making Is at An All-Time High

Aviation Industry Challenges Pose Bottlenecks Across The Board for

Airports in Reaching Their Key Business Objectives

Pa

rtn

ers

in

vo

lve

d in

cd

m

& t

heir

ob

jecti

ves

Air Traffic Control

ATC

CFMU

Flexible pre-departure planning and

reduction in slot wastage

Reduce Apron and taxiway congestion

Optimize the use of airport infrastructure

Reduce congestion

Reduce ground movement cost

Optimize the use of ground handling resources

Improve On-time performance

Higher turn-round

Improve Predictability

Real time updates to network

Airport Operations

Ground Handling

AIRLINES

COLLABORATIVE

DECISION

MAKING

Airport

OperationsCDM Triad


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http://images.google.co.in/imgres?imgurl=http://www.greatdreams.com/political/american-airlines-boeing-767-300.jpg&imgrefurl=http://www.greatdreams.com/political/giants-false-flag.htm&usg=__ghH9UceubqHcrI_wtHVGHgjpD3g=&h=437&w=600&sz=58&hl=en&start=13&itbs=1&tbnid=6eoSBkHagg45OM:&tbnh=98&tbnw=135&prev=/images?q=airlines&hl=en&gbv=2&tbs=isch:1

http://images.google.co.in/imgres?imgurl=http://www.barco.com/projection_systems/images/Eurocontrol_17_l.jpg&imgrefurl=http://www.barco.com/en/airtrafficcontrol/reference/3547&usg=__8Lx5qtE5gBT1pweWFTUNZOFB-_A=&h=768&w=1024&sz=243&hl=en&start=9&itbs=1&tbnid=QFwCCIAg0AgTfM:&tbnh=113&tbnw=150&prev=/images?q=CFMU&hl=en&sa=G&gbv=2&tbs=isch:1

http://images.google.co.in/imgres?imgurl=http://www.freakingnews.com/pictures/29500/Air-Traffic-Control-29849.jpg&imgrefurl=http://www.freakingnews.com/Air-Traffic-Control-Pictures-36320.asp&usg=__nD0fGd_xdkFc94UhyOn-inHMDLQ=&h=790&w=1024&sz=165&hl=en&start=5&um=1&itbs=1&tbnid=zdRKypqVo0y_xM:&tbnh=116&tbnw=150&prev=/images?q=air+traffic+control&um=1&hl=en&sa=N&tbs=isch:1

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CDM Service Offering Overview, continued...



The Following Transformation Map Depicts The Key Tasks / Activities for Achieving The Roadmap to CDM

Implementation

Tech

nic

al l/ A

rch

itectu

re L

ink

Information

Bu

sin

ess P

rocess

Change Management

Full CDM Compliance

Process mapping of established procedures for

information sharing between various functions

V. Business

Continuity Planning

Iv. Dynamic Take-off

Predictability

Iii. Transparency in

Sequencing

Ii. Turnaround

Performance

Improvement

I. Streamlining

Information Sources

AS-IS analysis of existing IT systems

Build Data Integration Plan

Execution and Post

Integration Support

Define Data Integration

Strategy

Identify Scope of data integration and responsibilities for all

involved parties Focus group workshops for leadership and stakeholders for agreement on standards for message exchange

Impact Analysis of gaps and delays for identifying

priority areas

Build TO-BE based on master data

management and real-time updates

Map AS-IS Turn-round process and identify key

milestones

For each milestone, define performance benchmarks,

ownership & decision-makers

Define each milestone in detail & identify alert

points

Enable Automation of Flight Progress Update

Build adequate display points for exhibiting flight status updates along the

Turn-round process

Gather stakeholder consensus on what processes need to be improved for Turn-

round Process Improvement

Ensure consistent data quality along the Turn-round

Process

Assign timing & priority of updates along key milestones in

the Turn-round Process

Identify and assign responsibilities for updating flight status information along

the process

Map AS-IS taxi-time calculation and

sequencing process

Identify various parties and factors that influence taxi-time & Sequencing

Build algorithm for variably calculating taxi-time based on air traffic, status of

functions, weather conditions, historical data, etc,

Evaluate the need for a software solution that can

analyze all influencing factors to calculate more

accurate taxi-time

Conduct interviews with functional experts across ground functions to

identify high impact areas for taxi-time and delays

Engage key functions impacting taxi-time to collaboratively devise strategies for reducing taxi-time

Establish information sharing protocol with the

CFMU*

Plan & implement data linkage with

CFMU

Establish process for utilization of output from previous phases for

take-off predictability

Build data flows from turn-round and

sequencing process to calculate take-off

Deploy software solution for capturing data points from

functions as well as airlines to determine and display accurate

take-off times

Share take-off time with CFMU

Generate stakeholder buy-in on the cost and environmental

benefits of take-off predictability

Train key personnel on emergency scenarios and

respective contingency plans

Document each process in detail, identifying process

owners and KPIs

Map information flows and priorities and document

Establish Disaster recovery and Business Contingency plans for all IT and information sharing platforms in

case of emergencies

Create contingency plans for

emergencies

Sources: Distribution Lab Analysis.


Sustainable Airport Service Offering Overview


Our solutions

Airport should

• Demonstrate their commitment to society

• Contribute to a sustainable society within the boundaries of their

own control

Customer benefits

Strategic and financial benefits:

• License to operate and grow

• Financial benefits

Airports can use sustainability as a marketing instrument


Act pro-actively

• Determine sustainability-footprint

• Determine possible sources of emission reduction

• Control the implementation of the solutions

• Monitor and report emissions

The sustainability circle addresses the challenges faced by the

airport from creating a vision to monitoring and reporting results

Challenges

Airports face an image-problem in the community concerning their

environmental impact

Airports need a license to operate and grow

Just like every other company, airports need to minimise their

contribution to

CO2 emission and climate change

Create a positive image

Stakeholder support

Corporate responsibility

Legislation

A step towards Airport Carbon

Accreditation

Efficiency of airport operations

Better customer service

Reducing costs

Increasing competitiveness

License to operate and grow Financial benefits

Vision on

sustainability

KPIs and

boundaries

Monitor &

Reporting

Sustainability

footprints

Strategy

Implemen-

tation

The road to

Airport Sustainability

1

2

34

5

6


Business Innovation Service Offering Overview


Our solutions

Although the benefits of co-creation are clear, currently some

factors hinder the progress implementing it at airports

These barriers can be overcome by the dynamic value proposition

Customer benefits

With Co-creation you involve your customers and partners in your

innovation and marketing initiatives, enabling you to create added

value for the individual need of the customer


Modular approach of Co-creation

Develop Value Propositions that are flexibel and adaptive to the

changing needs

Use the client centric centric Innovation „3 step approach‟

Challenges

Airports are becoming less differentiated, to beat the competitors

unique value has to be delivered to the customer

The client asks for a personalized experience that is adapted to

his specific context in time.

In the new economy old innovation and marketing approaches do

not work anymore

Jointly with your customers, create new value propositions for

different elements/modules of the airport:

Fixed Assets(hardware & buildings)

Barriers:

fixed assets

fixed procedures Airport is not the obvious co-creation partner

lack of tools/knowledge and right culture

Co-creatie: klanten & faciliteiten voor co-creatie

Technologie : Business Intelligence

A

B

Barrier

Barrier

Modular Approach of Co-creation

Entrances

& Exits

ParkingShops

& Catering

Gates &

HallwaysWaiting room

Luggage

handling

hardwareDifficult & expensive to change

Develop value propositions that are flexible and adaptive to the changing needs of your customers, by using IT systems

Use flexible components like software and processes to reach a dynamic value

proposition Capgemini‟s Technovision can help to map the business drivers of Copenhagen

Airport to the technology solutions

Client Centric Innovation ‘3 steps approach’

• Verify as-is and

to-be position for (all) brands

• Verify preferred

routes

• Determination

Co-creation forms

• Exercise: „benefit

tree‟

Business case for

chosen scenario and co-creation

forms

Implementation of

co-creationinitiatives

Analysis of results

& workshop preparation

Client Centric

Innovation Survey

Storyline

„CXX 2020‟

Communications

CXX Capgemini Workshop – part I Workshop – part II Capgemini CXX & Cap

Future CXX

Concept

Stakeholders

Business decision

Go / No Go

Further (trend)

research

CapgeminiStep 1

Step 2 Step 3


Technovision Service Offering Overview


A new generation of user interface technologies and Internet-based collaboration platforms makes for a compelling, highly individualized experience. Through it, users connect freely to the outside world to act, interact, collaborate, co-

create, learn and share knowledge.

To grow and innovate, organizations must be able to freely connect to the outside world. This is not only to transact in more or less predefined and predictable ways, but more and more also to interact: finding unique, new ways of

collaboration and co-creation, using technology to align and combine capabilities, exploring new sales and delivery channels and unleashing the potential of collective wisdom.

Organizations will be able to change their processes on-the-fly to reflect and accommodate changes in the volatile, interacting business ecosystem. The underlying information systems that support and enable these processes must

consist of fine-grained, configurable services that can freely be composed and orchestrated into new solutions. The new generation of tools for process modeling and monitoring provides the means to tune processes at the very moment they are being executed, and through „composite applications‟, the supporting systems can quickly and easily be configured

and adjusted.

Detailed insight into crucial data and events is a necessity for organizations that want to navigate a constantly changing, information-rich environment and requires a solid grip on the governance of data. Through the emergence of open

standards and Service-Oriented Architecture, structured and unstructured data can now be extracted from many more sources, often in real time and increasingly from outside the organizational perimeter.

Core, commoditized business solutions will be increasingly delivered as little-customised, standard software, supplied through Software-as-a-Service. More and more market (sector) specific core services will be delivered through this mechanism, freeing organizations from having to spend the bulk of their time, budget and resources on building and maintaining commodity systems. Eventually, many of these „Sector Services‟ will be completely executed by external

providers.

Infrastructure evolves into a utility-style info structure, supplying all the infrastructural services that an organization needs to run its business on, including application, information, exchange and collaboration services and – sooner or later –

core commodity business services.

LiberArchitecture describes the elements of an architectural approach to take full advantage of the emerging technologies in the other clusters. It do not only pertain to horizontal, infrastructural standards, but also address vertical

market- and industry-specific requirements for information exchange and collaboration.

Seven Technology Clusters as defined in the “TechnoVision”:


Technovision Service Offering Overview, continued...


Airports can improve their future-readiness by connecting the TechnoVision

with their Business Drivers to generate an IT Transformation map

1

Based on Airport industry generic drivers,

outline the drivers specific to the Client

AIR

PO

RT

S B

US

INE

SS

DR

IVE

RS

CLIENT SPECIFIC

BUSINESS DRIVERS

Reduction in Passenger Check-In

time by 20%

2

Co-relate Business Drivers with the

TechnoVision clusters

CLIENT SPECIFIC

BUSINESS DRIVERS

3Identify and prioritize the most Critical

technologies in driving the company business

Cli

en

t sp

ecif

ic

bu

sin

ess d

rivers

Improve capacity utilization by 15% by

2012


time by 20%


2012


time by 20%


2012

Translation to actionable client business

driversConnect influence of technology evolution to

client business drivers

Creation of the agora

AGORA

4Create an Transformation Roadmap for IT,

based on the identified priorities in the Agora

Generation of roadmap

90 Days 2009 2010


Agenda


1

2

3

4

5

Capgemini


Airline Challenges

Airport Challenges

Fundamentals for success Business Case

Program Management

Change Management


CoE Aviation Believes In “Setting and Getting

The Basics Right Is Fundamental for Success”

Program Management Office

Organised PM staff

Smooth PM processes

Visibility on progress

Change management

Foundations are ready

Anticipated changes

Strict procedure to manage

change

Business case

Business targets are clear

and measurable

Business benefits tracked

Focus on results

CoE Aviation will mix and enrich the Capgemini competencies with aviation industry knowledge

and tailor them to fit the requirements of the customer.



Business Case Leads The Required Change in The

Company. Why Should it be Done? What Is It Actually?


Why a Business Case?

What is a Business Case?

To make sure and demonstrate that the company will create value by investing in a proposed solution

To financially justify an investment for a proposed solution

To help company to take decisions in a professional way

To prevent the company from investing in solutions that do not create value

To compare various solution alternatives

To have a clear understanding of the benefits and costs

To be able to assess the risks

To have an approach and metrics for measuring the success of the proposed initiatives, during the implementation phase and

thereafter

A Business Case is a financial justification for a proposed investment (in our case:

a programme)

A positive business case shows that the return (the benefits) exceeds the investment (the expenses)

The Business Case

• Should prevent investing in something with a bad return

• Should not prevent an investment that has a good return

A Business Case can be used to compare different investment alternatives


Program Management Office Provides A Structured

Way to Coordinate Complex Projects


Integrated Planning and Support

Establish project approval guidelines

Consolidate project plans into a program master

plan

Identify interdependencies

Elevate scope / design conflicts

Coordinate resolution of conflicts through project

management

The Program Management Office (PMO) is the

cornerstone of Capgemini approach to Project

Management. The PMO provides the necessary

project management and support functions to

enable project teams to perform effectively and

efficiently. The PMO facilitates performance of

all the critical functions

Business Change Management

Coordinates the impact of organisational change

Defines level of consistency in human resources

plans

• Roles and responsibilities definition

• Job and skill requirements definition

• Career planning

• Performance measurement

• Hiring / severance planning

Performance Measurement and Reporting

Establish guidelines for reporting project

progress against milestones, schedules, and

budgets

Summarise status for executive management

Coordinate management of significant issues

Establish guidelines for benefit tracking and

report progress against plans

Financial Management

Develop a process for project budget approval

Develop the project business case requirements

Develop guidelines for reporting financial status

of initiatives, including budget variances

Program Communications

Identify program stake-holders

Develop and execute communication strategy for

program stakeholders

Review communications with affected initiatives

Risk/Quality Management

Establish customer-oriented, quantifiable quality

measures

Establish procedures to report and monitor

measures

Establish program / project risk reporting

guidelines

Ensure development of mitigation strategies by

project management teams

Resource Management

Assist in the reporting of resource requirements

• Time-phased by skill type

• Project and permanent resources

Assist in the allocation of constrained

Resources to initiatives with greatest need

Results Tracking

Establish quantifiable goals and measures

Establish procedures to report and monitor

measures

Track cumulative results against plan


Our Approach Is About Leading Individuals Through

Change to Create Commitment and Deliver Benefits


Time

De

gre

e o

f s

up

po

rt f

or

the

ch

an

ge

“I‟m being told about something”“I know what it is”

“I see the implication for me / us”

“This looks OK”

“Let‟s test it. Let‟s do it”

“We like to do it this way”

100%

Contact Awareness

Understanding

Engagement

Involvement

Commitment

Benefits

0%

Taking people with us and changing behaviours in order to bring about successful change.


Your needs drive our tailored service offering

We can assist you in multiple ways

“Help me do it” – Consulting & Technology

services

“Do it for me” – Consulting, Technology &

Outsourcing services

We, Capgemini Aviation consultants would be

glad to help you with this important

cornerstone project

How to Ensure Business Objectives Are Met? How to

Ensure Good Quality? How to Finish The Project in Time?


How can we help you?


Contact Details


Hikmat Mahawat Khan MSc MBA

Principal Consultant


Capgemini Nederland B.V.

Papendorpseweg 100 – P.O. Box 2575

3500 GN Utrecht – The Netherlands

Tel. + 31 30 689 0000

Mob. +31 6 15030946

[email protected]

www.capgemini.com

http://www.capgemini.com/