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TRANSFORMATION GATEWAY
AuthorBerlin, October 31 - November 03, 2011
Cost, Collaboration, ComplianceYour Journey Through The Transformation Gateway
| Cost, Collaboration, Compliance
2© 2011 Capgemini. All rights reserved.
October 31 - November 3, 2011
Cost, Collaboration, Compliance
Capgemini believes that there are three key drivers of the ECM agenda• Cost reductions support company financial performance
• Collaboration supports company agility and reduces time-to-market
• Compliance protects the company in case of litigation
A cost reduction agenda for ECM, if executed with the right staffing, focus, and governance principles, will help accomplish compliance and collaboration objectives at the same time.
Our agenda for today:• How to set a course for changing your sourcing model to a Center of Excellence?
• BNP Paribas’s feedback on cutting costs while improving Quality of Service
Virtualisation and the service centre – Increased flexibility for document management
| Cost, Collaboration, Compliance
4© 2011 Capgemini. All rights reserved.
October 31 - November 3, 2011
The challenge
Flexibility Quality of service Savings
| Cost, Collaboration, Compliance
5© 2011 Capgemini. All rights reserved.
October 31 - November 3, 2011
Today Target Today Target
3577
35 35
60
132
60 54
5
11
5 11
Profitability and savings
Example: manufacturing company
Sales X2 Purchasing costs 10%
Other expenses
Purchasing
Margin
Turnover
100
220
100 100
Same margin levels
| Cost, Collaboration, Compliance
6© 2011 Capgemini. All rights reserved.
October 31 - November 3, 2011
Lower investments Reductions passed on to new customers Longer-term commitment
Less experienced staff Fewer training courses
Knowledge gap in latest versions and functions No awareness of existing bugs and features
Inability to move to industrial production for increased supply and savings
Reduction in supplier margins
Reduction in quality of service
Service support
Upscale in production
/quality
Flexibility and quality of service
| Cost, Collaboration, Compliance
7© 2011 Capgemini. All rights reserved.
October 31 - November 3, 2011
HADRS
Virtual SMP
Enterprise Servers
Enterprise Network
Enterprise Storage
ESX Server VMFS
Virtual Center Management Server
Virtual Machines
App
OS
App
OS
App
OS
App
OS
App
OS
App
OS
App
OS
App
OS
App
OS
App
OS
ConsolidatedBackup
How does the market respond?
Service Centre Virtualisation Cloud
| Cost, Collaboration, Compliance
8© 2011 Capgemini. All rights reserved.
October 31 - November 3, 2011
An optimised service centre costs our customers about half as much as local support... With better quality results
With increased flexibility
Offshore Service Centre Cost: - 50%
Nearshore Service Centre Cost: -35%
Onshore 3rd party application maintenance Cost: - 30%
On-site 3rd party application maintenance Cost: - 25%
On-site technical assistance
Service centre savings
Service centre requirements: New ways of working
Change in production methods
| Cost, Collaboration, Compliance
9© 2011 Capgemini. All rights reserved.
October 31 - November 3, 2011
Commitment mode On-site ATG Service Centre
Responsibility for contract execution Customer Capgemini Capgemini
Invoicing Time & material Work Units Work Units
Commitment to results None SLA SLA
Transition cost supported by Customer Capgemini Capgemini
Place service is delivered Customer site Customer site Mixed Customer/ Cap
Resource sharing None None On request
Ability to alter load Duration of the contract Monthly Monthly
Option of going offshore Impossible Partial Integral
Daily cost Per profile Fixed price Fixed price
Changing the sourcing model changes working methods
| Cost, Collaboration, Compliance
10© 2011 Capgemini. All rights reserved.
October 31 - November 3, 2011
Reduced costs, improved quality and flexibility
Automated tests Automated deliveries Offshore service prices Resource sharing across projects More working days Standard price services Driven by service level indicators Up-to-date documentation Knowledge base Publisher’s expertise Space-saving on site Reductions in volume for services Commitments to increased productivity Free transition
Investments required
Strengthened management to cope with relocation
Translation effort (for India) Reverse engineering Cost of offshore publishing resources Capgemini office expenses Travel expenses Rollback cost
Changing the sourcing model requires investments
| Cost, Collaboration, Compliance
11© 2011 Capgemini. All rights reserved.
October 31 - November 3, 2011
Feasibility
Return on Investment
Management procedure
Implementation path
Impact on my company’s organisation
Risk identification and coverage
Communication document / Mobilisation
Uncertainties
| Cost, Collaboration, Compliance
12© 2011 Capgemini. All rights reserved.
October 31 - November 3, 2011
Choice of indicators
Key aspects of the management approach:
Reason Improvement driver Indicator
Reduce production costs
Reduce the cost per person / day Average cost of a production day
Reduce the cost of the development infrastructures Cost of the platform per implemented CPU
Reduce the cost of deploying a new server Cost of providing a new server
Increase operational staff productivity Number of production days
Reduce hosting and operating costs Hosting and operating costs
Reduce cost of premises Cost of premises
Increase production reliability
Improve management reporting Existence of reporting indicators for SLA
Standardise production costs Value of work units
Automate non-regression tests Number of instances of automated tests
Reduce the number of tickets generated Number of tickets per incident category
Increase service responsiveness and flexibility
Reduce the timescale for processing tickets Processing timescale
Reduce the timescale for delivering a new infrastructure Delivery timescale
Reduce the timescale for producing corrective versions and new projects Production timescale and programming timescale
| Cost, Collaboration, Compliance
13© 2011 Capgemini. All rights reserved.
October 31 - November 3, 2011
Key aspects of the management approach: The tool: Portfolio management benchmark file (see attached Excel file) Main components:
• Indicator type
• Target lever
• Affected indicator
Value• Measured against existing
• Projected
• Differential
• Qualification criteria
Flash Benchmark• Qualitative
• Quantitative
Portfolio benchmark
Reason Improvement driver IndicatorValue
CommentMeasured Target Variation
Reduce production costs
Reduce the cost per person / day
Average cost of a production day
496 376 -120 Green, Orange, Red
Increase operational staff productivity
Number of production days
6600 5900 -700 Green, Orange, Red
Reduce hosting and operating costs
Hosting and operating costs
65000 400000 -250000 Green, Orange, Red
Reduce the number of suppliers Number of suppliers 4 1 -3 Green, Orange, Red
Reduce cost of premises
Cost of premises 49100 299202 -191798 Green, Orange, Red
Increase production reliability
Improve management reporting
Existence of reporting indicators for SLA
N/A Capgemini Standard Capgemini Standard Green, Orange, Red
Formalise project management grading
Assessment of project management grading
N/A Capgemini Standard Capgemini Standard Green, Orange, Red
Standardise production costs
Value of work units N/A Capgemini Standard Capgemini Standard Green, Orange, Red
Automate non-regression tests
Number of instances of automated tests
0 600 600 Green, Orange, Red
Organise regular application reviews by the publisher
Scheduled number of publisher days
0 50 50 Green, Orange, Red
Reduce the number of tickets generated
Number of tickets per incident category
1100 1000 -100 Green, Orange, Red
Increase service responsiveness and flexibility
Reduce the timescale for processing tickets
Processing timescale SLA compliant SLA compliant N/A Green, Orange, Red
Reduce the timescale for producing corrective versions and new projects
Production timescale and programming timescale
SLA compliant SLA compliant N/A Green, Orange, Red
Flash Benchmark
Qualitative criteria Improved qulaity +3 Green, Orange, Red
Quantitative criteria Potential gain in Euros 525798 Green, Orange, Red
| Cost, Collaboration, Compliance
14© 2011 Capgemini. All rights reserved.
October 31 - November 3, 2011
Deliverables
Key aspects of the management approach:
Choice of performance indicators
Interview questionnaires
Interview reports
Portfolio benchmark
Choice of study scenarios
Valuation of the potential gains per scenario and consolidation of ROI
Conversion plan
Business case
Management summary document
| Cost, Collaboration, Compliance
15© 2011 Capgemini. All rights reserved.
October 31 - November 3, 2011
Please contact:
• Pascal Simons [email protected]
Contacts
Lessons Learnt BNPP Momentum Berlin
Lucile GIRARDEAU & Jean CHARNAY01 novembre 2011
ITP-ITG 01/11/2011 17
Summary
1. Skill Center within the group
2. ECM and Archiving Skill Center
3. EMC Documentum’s Roadmap
5. Migration/Upgrading and Virtualization
4. Implementation of Outsourcing
6. New Interfaces
ITP-ITG 01/11/2011 18
Skills centers within the Group BNP Paribas
BNP Paribas, an European leader with global dimensions With more than 200,000 employees in 84 countries, BNP Paribas is a European leader in
global banking and financial services, with global coverage and a strong presence in all major financial centers
. Within the IT function, we favor the mutualised approach by developing shared platforms
and coordinating the Competence Centers and Shared Services, particularly in the ECM area.
The objectives of the ECM and Archiving Skill Center :
Capitalizing on the expertise of BNP Paribas on: the document’s lifecycle, from its creation to its long-term preservation (document
management and collaboration) the archiving of objects and regulatory constraints in this area.
Build service offerings that generate savings for the Group
ITP-ITG 01/11/2011 19
ECM & Collaborative Skills Center Service Offering
REACTIVITYA platform ready for use
PERENIALITYA referenced software
Billing units
ProjectJH devis
MaintenanceComplexity of the application
Hosting Number of weighted users
Storage (Go)
Engagement criteria
Application availability24/24 7/7
An estimate within 5 days
A few figures
19 applications forBDDF, CIB, AJG
BNPParibas Assurance, BNP Paribas Real Estate,
RHG, GRM, ITP
A Web interface to access documents, developed from standard components and fully customizable.A library of reusable components, based on our achievements.
•From conception to performance•Hosting on a shared platform•Support and maintenance
Full coverage of the applications with the following services
Technologies
Development and Maintenance of ECM and collaborative solutions for the various business unites and Group Functions
•19 applications ECM (BNPP Assurance, ITPS, CIB, AJG, BNPP Real Estate, RHG, GRM) that is to say 90 000 users worldwide (Europe, Asia, America)
•155 eRoom spaces for 1840 users•1 application Microsoft SharePoint (Collaborative portal and social network) for RetailBanking
ITP-ITG 01/11/2011
Positioning of ECM in the Group
Librairies Business documentary reference Publication of official documents
Reference Quality Compliance
Document management projects IT projects financial products
Business Record Management Approval file banking commission Clients files
Publication Repository of consultation Mass document injection
Documentary Services Blocks for business applications Documentary references portal or website
Group functionsITP - RBIS SDPA Application for sharing documentation IT projects
and assets
PROCEDURES Management procedures level 3
RHGDEC Document management of employees records
CIBAUGIAS (Corporate Finance) Deals document management
ISAssurance REPPI (BNPP Assurance/BDDF) Reporting repositories of
protections tools
Real Estate EXPERTISE Records management expertise of real estate
assets
Examples of performances for:
ITP-ITG 01/11/2011
ECM Roadmap Offer
Reduce the total cost of ownership of ECM applications While increasing the wealth of application features and services
2005 2006 2007 2008 2009 2010 2011
Synchronisation LDAP
Synchronisation LDAP
Flow InjectorFlow Injector
Generation PDF
Generation PDF
High dispo 24/24
High dispo 24/24
Integration Witbe
Integration Witbe
Migration IMGD 6.5
Migration IMGD 6.5
Web servicesWeb services
Optimizing the use of machinery
Gain flexibility
Implementation of the IMGD 5.3
platform
Implementation of the IMGD 5.3
platform
Industrialization of the implementation of applications
Industrialization of the implementation of applications
0
20
40
60
80
100
120
140
160
2005 2006 2007 2008Années
Diminution du coût de mise en oeuvre d'une application classique
Déploiement
Mise en qualification et production
Recette et qualification
Packaging
Développement-ergonomie
Développement-fonctionnel
Exigence et conception
Assistance à MOA
Estimation préalable
The launch of TMA GED
The launch of TMA GED
Migration/upgrade of grouped applications
Migration/upgrade of grouped applications
Outsourcing of development
and maintenance activities
Off the shelf applications
Off the shelf applications
VirtualizationVirtualization
2012
Authentification LDAP / PKI
Authentification LDAP / PKI
New user interfaces based
on the configuration
ITP-ITG 01/11/2011 22
Making use of outsourcing
Outsourcing policy of BNPP Skills internalization Increase in fixed price contracts with a reduced number of different suppliers Invest in mass producable development methods externally
To enroll in this context, the launch of a maintenance, support, and development centre No change to our internal customers Control of the supplier
Through internal quality control through the establishment of INS
ITP-ITG 01/11/2011
Why upgrade the IMGD platform?
Upgrade project in 2010-2011 to a newer version of Documentum allowing for the maintenance and continuity of the IMGD offer.
The platform IMGD entered its 5th year of service and used a version of Documentum (5.3 SP2) at the end of Extended Support publisher like other software layers of IMGD (Websphere, Oracle, Linux)
2006 2007 2008 2009 2010
V 5.3 V 6.0 V 6.5 V 6.6
Documentum version used on IMGD until 2010
• New ergonomics•Improved performance•More settings, less development
Documentum Roadmap
Documentum version used on IMGD since 2011
ITP-ITG 01/11/2011
IMGD virtualized platform
RAC
24
Virtualization of the Documentum platform: Virtualize the third application and presentation of the IMGD chain Use VMWare version 4
Virtualize to gain flexibility
Previous IMGD platform
Linux
Oracle
Linux
Oracle
Linux
CS
Linux
CS
LinuxSoftware
Linux
WAS
Alteon
ESX server of virtual machines
ESX server of virtual machines
Alteon
Linux
Oracle
Linux
Oracle
Chain 1 Chain 2
Physical machine
Virtual machine
Vm
WAS
WAS
Vm
WAS…
Vm
CS
Vm
CS…
Vm
WAS
Vm
WAS…
Vm
CS
Vm
CS…Linux
Batch
Linux
Batch
Vm
batch
Vm
batch
ITP-ITG 01/11/2011 25
Overview of the new platform
Virtualized architecture is credible No virtualization incident No performance degradation
Optimization of resource use Resources deployed in production in virtual machines is 2 times the resources of
physical machines
Scalability of infrastructure Ability to add ESX server and redistributing virtual machines
Flexibility of infrastructure The deployment of a new machine is measured in days rather than months Changing the configuration of the machines (CPU RAM) can be done daily
Flexibiliy of service offering High availability and possible trades autonomy by the dedicated virtual machines Ability to tailor levels of service as needed
ITP-ITG 01/11/2011 26
Limit the development to reduce costs
Context 20 applications based on the webtop Upgrade of 16 applications from webtop 5.3sp2 to 6.5sp3
Average cost of upgrade per application: approx. 50 man-days Customization interface represents the majority of the upgrade cost
XCP/Taskspace offer Allows for a higher level of configuration than webtop
Taskspace application customisations Choice of tabs Configurable interface according to the roles
Definition of forms via Form Builder Introduce some definition constraints of HMI
Forms Management Tab management
ITP-ITG 01/11/2011 27
Limit the development to reduce costs
Goal Using the capabilities of configuring XCP / TaskSpace to restrict customization
of Human Machine Interfaces (HMI) Save time in application development Decrease maintenance costs Decrease upgrade costs
Types of existing applications 1/3 of applications are close to the standard, because either they are simple, or
the business logic is managed outside the GED. 1/3 of applications are close to the standard but have a business logic beyond
the scope of TaskSpace. Their business behaviors are quite similar
1/3 of applications are far from standard or highly costomized Developed directly from the WDK layer HMI webtop highly modified
ITP-ITG 01/11/2011 28
Limit the development to reduce costs
Implementation of existing applications Applications close to the standard
Re-implementation via a TaskSpace application using only the capabilities of the product configuration, supplemented if necessary in Business Objects
Applications close to the standard but have a business logic beyond the scope of TaskSpace.
Determine business behaviors of the HMI : in the form of Business Object Adaptors form or jobs / server method
Reuse common application interfaces and components TaskSpace interface set to the HMI
Applications far from standard or very specific Treated on a case-by-case basis A redesign may be necessary May not be suitable for implementation in XCP / TaskSpace
| Cost, Collaboration, Compliance
29© 2011 Capgemini. All rights reserved.
October 31 - November 3, 2011
More information
With more than 115,000 people in 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2010 global revenues of EUR 8.7 billion.
Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want.
A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business ExperienceTM, and draws on Rightshore®, its worldwide delivery model. More information is available at: www.capgemini.com
About Capgemini
Rightshore® is a trademark belonging to Capgemini
www.capgemini.com
The information contained in this presentation is proprietary. ©2011 Capgemini. All rights reserved