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”Why EDB Went Global”, Tom Scharning, Executive Vice President EDB Consulting Group, EDB Consulting Group
Citation preview
Why EDB went GlobalIKT Norge seminar
May 6, 2010
Tom Scharning
Why EDB went global
How to establish a global delivery model
How we do it
Risk and security
Status & Achievements
Agenda
Why globalise ourdelivery?
EDB challenges
EDB customer delivery
commitments can not be met
with Scandinavian resources
alone
EDB and EDBs customers need
access to highly skilled
professionals without
compromising security or quality
EDBs needs to increase
competitiveness and scalability
to ensure future deliveries
Transformation and continued innovation
2005 20072006
Established
critical
mass in IT
operations
Focusing
on core
business
areas
Building
application
servicesBuilding
solutions
portfolio
Expanding
global
sourcing
Expanding
global
delivery
capacity
2003 2004 2008 2010
Agility and
improved
innovation
Telenor IBM
Capgemini
TAG
BANQITSPRING
Avenirtre60
Datarutin
Guide STI
CEKAB
Infopulse
Team R3
Miratech
SPAN IS Partner
EDB in brief
Key figures 2009– Revenue NOK 7.5 billion
– EBITA NOK 603 million
– Total order backlog NOK 12.6 bn
– Number of employees 6,000
Business areas– EDB Consulting Group
– EDB Solutions
– EDB Outsourcing
Page 6
EDB 2010
Norway
Sweden
India
Singapore
USAUkrainaContinentalEurope
Denmark
UK
How we do itMethodology
EDB's 3 models for Global Sourcing
Page 8
EDB 2010
Embedded
Global Sourcing
Scandinavian
Global Sourcing
EDB Pavilion
Integrated into EDB's
production of services:
IT operation, Solutions,
Application services
A combination of
Scandinavian PM:
Using resources
from India or Ukraine
A dedicated
customer team
All customers
Customers with
AD or AM needs
preferring to buy
services from EDB
IT departments with
AD or AM needs where
the customer retains
a high degree of control
Suitable forDescription
Embedded Global Sourcing
Methodology approach
Stabilisation
Controlled after care
period
Establish internal
contract for service
delivery and follow
up
Hand over meeting
Migration
Intensive work
shadowing period
onshore or on-the-
job training local
Provide run-books
Migrate processes
global
Go – No/Go
meetings
Documentation
Describe and
analyse processes
AS-IS
Define processes
TO-BE designed for
global deliveries
Global processes established
ITIL - Problem management:
Redefined process workflows to a
local/global design
Basis for training during migration
and documentation in QA system
All new processes and workflow
based on a global delivery model
Step-by-step change to
geographic independent workflows
Enabling global deliveries in IT operations
Establish global hubs as a seamless
integrated part of all IT Operations
delivery platforms
Ensures IT Operations customers
access to highly skilled professionals
Improving EDBs competitiveness and
scalability
A combination of local and global
resources will ensure control and flexibility
Enable profitable growth for the customer
and EDB
IT operations delivery locations
Tampa
Oslo
Kiev
Stockholm
Bangalore
Singapore
Ukraine:
Desktop remote support
Open and DB
Application Packaging
Monitoring centre
HelpdeskIndia:
Mainframe
SAP
Scandinavia:
DataCentre, Storage
Network (Infrastructure)
Implementation capacity
Continuity capacity
Singapore:
Monitoring
Industrial IT operations
US:
Monitoring
Industrial IT operations
Bank/ Finance:Centres of excellence
Leading
supplier of
solutions for
the Bank &
Finance sector
in the Nordic
Oslo: 950 FTE– Core bank solutions and multi-channel solutions– Statutory reporting, card and adm.solutions
Bergen: 200 FTE– Security and anti money laundering– Payment systems
Trondheim: 220 FTE– Multi-channel (mobile banking, internet banking, portal)– ATM and Point of Sale (POS)
Mo i Rana: 150 FTE– Card personalisation– Fraud detection and card services
Stockholm: 120 FTE– EDB Card solutions for payment cards (POS and ATM)– Implementation and projects
Kiev: 80 FTE– Working on different areas together with Nordic Centers– Mobile applications, technology conversion etc.
FTE = Full time equivalent
India: 15 FTE– Security testing, – Performance testing
SAS has an HCM platform based on
SAP, including payroll for the
Nordics.
SAS wanted to upgrade the platform
and outsource the AM of the whole
platform including interfaces to 3rd
party systems.
Challenge
Application Management for SAS
Reduced AM delivery cost through
Scandinavian specialist capabilities
backed up by near-shore resources
Specialist resources from one partner
covering the whole platform
Framework for support and imple-
mentation of HCM business process
Dynamic availability of IT-specialists
and peak resources
Solution
Nordic capability
Specialist competencies in all Nordic
countries
Customer knew EDB from start –
Professional partner
Combination between Near sourcing
from Bulgaria and the Nordics =>
Price
Respons
Annually reduced cost for the delivery
of AM
From EDB side the upgrade will be
productive according to plans
Nordic SAP HCM Setup
Achievement
Page 14
EDB Consulting 2010
On site AO/BO delivery costly for
customer
System documentation not satisfactory
Existing team more than 10 years on
system
Cost not competitive
Challenge
Oracle AO using Offshore resources
Reduced cost, improved customer
interaction and improved governance
Implementation of Oracle best
practices i.e. AIM standards
Preparation of run books, other
documents from scratch
Offshore Contingency plan
documented
Governance model redesign
Status reporting stabilized
ROI reporting to customer
Solution
EDB-SPAN moved AO/BO from
existing vendor gradually to offshore
E-business Suite 11.5.10.2 on HP-UX
- Three Oracle instances
Artemis, MGWP (queuing) , FDW
(Financial Data warehouse)
Over 2000 Jobs run daily, Using
Control M scheduler
Respons
Proactive Incident monitoring and
reporting
Improved customer interaction
Improved processes
Faster Closure of AO Application
incidents
Initiated review of project governance
Building business specific knowledge
repository
Realized cost reduction
Achievement
Page 15
EDB Consulting 2010
Fast ramp up of resources
High Attrition rate at HPC/Amex
Needed quick time to market to
serve orders and clients
Implementation, Reengineering,
Production fixes and Support.
Knowledge Retention/Lack of
Domain knowledge
Night support
Challenge
Electronic billing and payment services
Faster time to market, higher
quality of services, dedication to
customer satisfaction 24/7
Defined process for smoother
transition
Middle level management
sponsorship at onsite.
Maintaining a healthy onsite
/offshore resource ratio
Start with small to medium team
and ramp up for smooth
engagement
Solution
Dedicated Pavilion Team, Low
attrition at SPAN.
Knowledge Base development &
SME Creation.
Cross training in niche technology
Offshore cost and time
advantages
Respons
30 mill USD savings on Manpower
Faster time to market for
HPC/Amex solutions
Increased clients and sales
Improved documentation of core
system
Value engineering in business
process
Achievement
Page 16
EDB Consulting 2010
Risk & SecurityRisk & Security
Risk approach
Today a known production in known
environments
Establishing and transformation of
production teams demands precautions
A global delivery model demands
transparency in the complete work
process
Legal and international regulations must
be considered
National risk level at all production sites
must be evaluated
Securing well functional continuity
solutions on a global basis
Risk
level
EDB
Nordic
Resources
Risk
level
EDB
Global
Resources
Risk
mitigations
to close gap
Evaluate areas open to migration to new location
Reconcile security and criticality regarding possible area
Define tasks and value chain parts possible to migrate.
Qualify processes and solutions for the global delivery model and
migration
Train employees and adjust the new work chain in order to secure
future delivery
Update all processes, procedures and solutions
Migrate the operation into the global delivery model
Qualify continuity solutions
Audit all work processes and solutions on regular basis
Regular updates of all processes
Security in the migration process
Page 19
EDB 2010
Evaluate and
Select
Prepare
Migrate
Follow up
Status and Achievements
Increased security – role based access Improved control on removing root causes (PM) Improved logging, reporting and analyze More proactive work Stable Operations – No critical incidents in 2009
New and good skilled colleagues Positive cooperation onshore/offshore Proactive view of internal processes
More flexibility local Faster upscaling by new needs Increased productivity
Improved internal interfaces – Updated generic procedures Run books on operation tasks Documentation in English Better control on End of Support Taskforce work with global participants
Over all achievements for EDB
Page 21
EDB 2010
Improved
Quality
New
Knowledge
Scalability
Increased
transparency
More value from EDB
Page 22
EDB Consulting 2010
Page 23
EDB 2010