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AURORA - OUR SERVICES - VERSION 1
Transcript of AURORA - OUR SERVICES - VERSION 1
Our Digital BPR methodology integrates people, process, and technology aspects to deliver breakthrough improvement as those three elements are the fundamental forces that impact the industry and support the organisation’s business strategy. Capgemini leverages a blend of proven Process methodologies and enablers to tailor an approach adapted to your organisation ambitions. Those enablers and methodologies are:
Management and Operational Innovation;
Business Process Management; and
Business Process Engineering.
Six Sigma and Lean;
Continuous Improvement (Kaizen); and
Activity Based Costing. Procurement Transformation Our Services # # Services highlighted in blue are Capgemini’s offerings considered to be best fits for Aurora today. IT
Sourcing The main objectives of WARP 1 are: Applicability Our Approach Our procurement activities can be executed in their entirety, or through discrete elements dependent upon the situation and tailored to address specific challenges. Our Procurement experiences span from sourcing support, improving capability in procurement and technology related procurement solutions. Our service can assist organisations who seek to address procurement and sourcing challenges, such as:
Your legacy environment is fragmented;
There are gaps in effectively managing contracts and measuring supplier performance;
There is a lack of compliance to negotiated contracts;
Too much manual effort is required today in procurement processes; and / or
Electronic payments use is limited or sub-optimal. Capgemini provides an experienced approach to Procurement beginning with development of a strategy through to its implementation.
Capgemini’s procurement transformation incorporates the following elements:
Strategic Advice: alignment to business strategy, orientation of purchasing activities to business need, benchmarking of key metrics and operational drivers, skills profiles and ratios, and overall operational modelling;
Operational Improvement: providing support with making a step change in either a targeted area of procurement operation or a combination of disciplines. Our capabilities cover the combination of tools, methods, experience and examples necessary to deliver results on an accelerated basis; and
Outsourced Operations: Providing an extended procurement capability to organisations in both the transactional and sourcing arenas. Our capability provides for effective low cost/high competence solutions for businesses seeking to divest low-value add processes and spend categories. Procurement Transformation Generally speaking, Capgemini’s Procurement Transformation focuses on three core objectives of:
Effectiveness Gains; and
Across the end to end procurement value chain there are two distinct elements to Capgemini’s Procurement Transformation, each with a distinctly different value proposition for Utilities:
Addressing spend directly either by focusing on leveraging spend or opportunity identification; and
Improving Transactional Management – Improving efficiency and Automation and Compliance, Control.
Our focus is to ensure that there is a consistent procurement methodology employed which is then transferred to be used by our client. Throughout the process, a high degree of stakeholder involvement is required to ensure buy-in and commitment to decisions.
. Each of the elements in the Procurement offerings above focuses on providing the following:
Leading practice sourcing tools;
Strategy for compliance management;
Training and development of collateral;
Benefits management and tracking tools;
Change management and organisational alignment; and
Benchmarking tools including pricing and operations ratios.
. Purpose & Benefits Program & Project Delivery Applicability Our Approach Our service defines the architecture of a solution that is either business or IT related. It provides structure, standards and guidance for the detailed design of a solution, and is typically guided by the Enterprise Architecture. Solution Architecture is the option selection phase prior to beginning the implementation of the software. Enterprise and Solutions Architecture are increasingly seen as paramount for business and project success. The role of architecture is maturing rapidly, adding tangible value, and significantly contributing to the success of businesses. Capgemini’s architecture capability is delivered throughout the world by experienced professionals across the organisation. A global Community of Practice, formed at the very start of IAF development, supports individuals and remains at the core of the capability to support its evolution. TOGAF and the Capgemini Integrated Architecture Framework can be used as a Solution Architecture Approach. Although our approach is focused on a small part of the overall architecture, in absolute terms this may still be significant. The focus is on defining the business requirements (#1 in Diagram C) and understanding how these can be realised technically (#2 in Diagram C).
In determining the most appropriate architecture solution, it is critical that different options are considered and the rationale for specific design decisions captured. Solution Alternatives are a way to achieve this within IAF.
Solution Alternatives are used in the Logical and Physical levels to work through implications of different options, either architecture-wide or at the major component (Or sub-system) level. They are often used to demonstrate the impact of conflicting needs expressed by the business (E.g. 24x7, secure, flexible, etc...).
The selection of the various candidate Solution Alternatives and the identification of the “best fit” solution is driven from the principles and priorities originally defined in the Contextual level, and refined throughout the rest of the architecture process. This ensures that the solution and design decisions reflect, and are traceable back to, business requirements.
Below is Diagram C: Solution Architecture Focus Applicability Our Approach Our Program and Project Management services encompass a set of bespoke methodologies and frameworks that have been designed to deliver successful programs or projects. Program and Project Management is referred to as PPM in this document. Our service can assist organisations who seek to address PPM challenges, such as:
Poor mitigation of business risks;
Misalignment between benefits management and the business case;
Passive stakeholder management or ineffective and relationship management;
Opaque structure that leads to poor decision-making; and / or
Dependencies not clearly identified nor understood, particularly with in-flight projects. We work collaboratively with organisations to deliver business vision by managing tightly controlled transformational programs to deliver significant business change and value.
Our DELIVER framework (As illustrated in the diagram below) provides an entry point to specific methodologies, tools and techniques. It is a world-class delivery methodology, which enables your organisation to quickly and effectively realise benefits without compromising the quality of implementation. DELIVER embeds:
The Unified Project Management methodology, which is compliant with CMMI requirements version 1.2 up to level 3 (as defined by the Software Engineering Institute) and is aligned with the 4th edition of the Project Management Body of Knowledge (PMBoK) from the Project Management Institute;
The Program Management methodology, which is a visual summary of the Capgemini program philosophy and a comprehensive overview of all the streams of task and responsibility areas that are likely to be involved in any large program; and
Underpinning methodologies include Consulting and Technology Services tools to best manage Business Process Improvement, Organisation Alignment, Change Management, Business Case and Architecture.
Note: DELIVER is designed for an effective engagement of Rightshore® (4) and is aligned to, but not limited to IBM’s RUP v7.5, Agile Development, iSAP, Oracle Methods.
(4) More information on Rightshore® can be found on www.capgemini.com.au.
The diagram below illustrates Capgemini's DELIVER framework: Applicability Our Approach “The fundamental analysis and radical redesign of business and management processes, job definitions and organizational structures in order to achieve dramatic performance achievements based on accomplishing functions in new ways thus allowing companies to break free of the practices and burdens of the past”. Source: Gartner Group. Today’s environment have led to a growing new set of challenges for Utility organisations that can be addressed through Digital BPR. There is often a need to deliver results and demonstrate return, de-silo end-to-end process view requiring efficient stakeholder engagement, and be adaptable seeking continuous improvement. The main objectives of WARP 1 are: Enterprise
Architecture Solutions Architecture Program & Project Mgt Applicability Our Approach Our Business Analysis service provides a framework that formalises interaction with your business representatives, including executive management, to understand, document and elicit your needs and your business requirements throughout the project lifecycle. Ineffective communication between the business and IT lead to gap(s) that can damage entire subsequent phases of a project. At Capgemini, we propose to work collaboratively with both sides, business and IT, in order to propose changes to processes and systems to meet the needs of your business. Our Business Analysis approach is concerned with renewing, improving and adapting a business environment to a foreseen or required landscape. Specifically, our business Analysts conduct their requirements engineering work by looking at your organisation through four streams or lenses, namely:
The Business lens;
The Information lens;
The Business Process lens; and
The Applications lens.
Typically, each stream evolves over the course of four phases, namely: Focus and direction (To create a shared view of the overall objectives, scope and planning of the engagement), As-Is Understanding, To-Be Design and Migration Design (To build a plan to achieve the To-Be situation in a controlled way with the right priorities).
Because the success of any Business Transformation Program heavily relies on the good management of business needs, Business Requirements are managed according to a clearly defined strategy. Managing the Business Requirements means that all relevant requirements are collected, completed, validated and managed throughout all phases.
Our technique on requirements engineering can be defined as a systematic approach to finding, documenting, organising, and tracking changing requirements, such as business and information requirements primarily, and to some extent system requirements.
The diagram below illustrates the Capgemini Business Analysts’ Core Capabilities. Digital
BPR Business Analysis Solutions Architecture Program & Project Management Business Analysis Digital Business Process Re-engineering (BPR) Applicability Our Approach EA is paramount for business and project success. Our architects transform IT into an enabler for business by offering better alignment of business and IT, by managing complexity better, mitigating risk and aiding overall decision-making. Additionally, we provide Architecture Training & Mentoring for all architects and business stakeholders. Organisations have, and continue to, express their need to improve or create structure, traceability, predictability and agility to enable the business vision and mission. Our Enterprise Architecture service line has extensively applied our approach (Diagram 2, and depicted in the section below) in various industries, including the public sector, where there is a requirement to define and organise logic for business services and IT assets. Capgemini Architects utilise frameworks such as the Integrated Architecture Framework (IAF) and/or TOGAF to model and deliver outcomes. Our approach consists of:
Four layers that we refer to as abstraction layers, namely the Contextual, Conceptual, Logical and the Physical layers;
Four aspect areas, namely Business, Information, Information System and Technology Infrastructure; and
Two additional cross aspect components, referred to as the Security and Governance.
Our Enterprise Architecture framework provides guidance and /or roadmaps to show how the architecture vision is achieved over time, informing either the transformation strategy or the IT strategy.
The overall Enterprise Architecture guidance drives our Enterprise Security Architecture, our Enterprise Governance Architecture (Which uses the Enterprise Architecture to guide and learn from solutions being delivered), as well as our Solution Architecture.
Our Solution Architecture services are embedded within a smaller part of this framework. Effectively, we are committed to providing you with:
An understanding of the Scope and Objectives of the architecture work, to know when the results are “good enough”;
An understanding of the Business (and IT) Context, including external facts (regulation, compliance, etc.) that may affect the results;
Formalised and traceable Business Objectives and Principles, driven by the Business Mission and Vision;
A holistic view of the Solution or Enterprise across disciplines to understand the impact of decisions (Solution Alternatives to ensure that decisions are made in a holistic manner and not in isolation);
A clear Traceability back to the Business Objectives within the architecture; and
Means to proactively Manage Risks and Issues, both of the process as well as the results.
. Purpose & Benefits Entrprise Architecture (EA) Our Solution Architects provide a crucial bridge between the Business, Enterprise Architecture and individual project teams. They take responsibility for the overall integrity of the solution, deliver the high level solution design artefacts and provide technical governance to the project throughout delivery. The three leading objectives of our Solution Architects are to commit to:
Taking future business requirements and providing a set of solution options that are the best fit to your business and IT environments;
Limiting the scope of solution options (2), in line with (i.e. satisfying) all architectural principles and assumptions; and
Assisting your organisation, in case a new solution is selected, in undertaking a formal product selection in the market place to ascertain the best solution.
. The key benefits are:
Design of optimal end-to-end solutions that balance process and technology, and take advantage of existing assets;
Delivery of project solution architectures that are compliant with the Enterprise Architecture and are traceable to the business requirements;
Reduction of project risk and complexity by reducing project overruns - both in terms of cost and time - through a better understanding of the solution context and potential problems before the realisation phase starts; and
Increase in project delivery success through end-to-end ownership of the solution.
. Purpose & Benefits Our practitioners seek to demonstrate:
Competencies in effectively providing a detailed description of the management activities to be completed to ensure successful delivery of your project(s);
Flexibility, with ability to quickly adapt and tailor methodologies as required for use on projects of any size; and
Ability to deliver successful projects in a time-critical and cost-sensitive manner;
Our objective, via the use of our Unified Project Management methodology is to provide your organisation with a robust and transparent structure that enables decision-making.
Our objectives, via the use of our Program Management methodology are to:
Assist in the mitigation of business risk;
Provide direct linkages to the relevant information and knowledge;
Provide a common terminology; and
Provide a basis for defining terms of reference for Capgemini professionals undertaking assignments either as Program Manager or as a member of such a team.
. Your key benefits are:
Improved ROI by minimising and cost and time overrun;
Optimised Program Structure, improved mobilisation and decision making;
Benefits Management aligned to business case;
Proactive Stakeholder and Relationship Management;
Enhanced Program & Portfolio Risk Management for better identification and resolution of contention points and risks to critical paths;
Seamless & transparent approach from initial meeting to final hand-over of solution;
Ready to use framework & tools to ‘hit the ground running’ on Day 1;
A high level of productivity & quality;
Shorter lead times & lower risk;
Consistency across national and transnational engagements; and
Simpler and more reliable solutions.
. Purpose & Benefits Our main objectives are to:
Increase reusability of artefacts and drive more efficient handover to other domains; Bring about better cohesion between Architecture / Consulting Services and System Development;
Address gap analysis and migration design;
Enable use of reference models to help the Business Analyst to quickly focus on the main problem areas and saves time in analysing the As-Is and designing the To-Be.
Our Business Analysts aim to:
Apply and share subject matter expertise on either a specific sector or on a specific business process;
Demonstrate their knowledge on the interface with the system development process and the package implementation process;
Demonstrate their knowledge on the most commonly used package based solutions in the area of specialisation, especially of the constraints of certain packages;
Demonstrate their ability to validate the solution against the business requirements; validation against the system requirements, implemented in the IT solution is a responsibility of the implementation project (e.g. the RUP project);
Demonstrate their ability to understand the relationship between IT and non-IT, i.e. motivate why certain steps in the process require an IT solution and others procedural/manual and identify steps and/or events in the process, when an STP process turns into a non-STP process and vice versa; and
Determine the PESTLE (7) wide impact of the defined changes and the content of the change planning (Migration Plan).
(7) PESTLE: Political, Economic, Sociocultural, Technological, Legal and, Environmental (Source: Business Analysis by Debra Paul and Donald Yates, isbn 978-1-902505-70-1). Whether your organisation is undergoing wide transformation programs (8) or smaller BA-specific projects (9), the Capgemini’s Business Analysis methodologies and tools are designed to seamlessly integrate with other methods by the use of Roadmaps. Specifically:
Your project management methodology (this may be Capgemini’s Unified Project Management Method) can fully integrate with our Business Analysis approach and tools to provide details for project management processes; and
Your change management methodology (this may be Capgemini’s methodology based on our Change Wheel) can fully integrate with our Business analysis approach.
Additionally, all our Business Analysis activities within our approach are tailored depending on specific characteristics of your need.
(8) Transformation programs may include mergers or disentanglement of organisations; process improvement (business and/or organisation); RightShore® (10) or outsourcing parts of your organisation processes.
(9) Smaller Business Analysis projects may include, but not limited to: performing a package selection, system development, Service Oriented Architecture or Solution Validation.
(10) More information on RightShore® can be found on www.capgemini.com.au. Purpose & Benefits The journey towards process excellence starts with “Digital BPR”, which accelerates the delivery and improve the outcomes though the use of digital. It effectively enables digital capture during process workshop and review/validation in session, and, combined with BPM tools, delivers facts to support the business case and improve the redesign outcomes.
Capgemini’s innovative Digital BPR approach provides organisations with an accelerated delivery of tangible and substantiated Business Process improvement opportunities, and speeds up the Collaborative Process Mapping activity.
It allows your organisation to adapt to the current environment in an optimised fashion and create the momentum to support continuous improvement.
The key benefits are:
Reduced timeline (30% to 50% faster, as illustrated in Diagram 20) and cost of BPR with use of digital in process modelling;
Improved quality of business case through process improvement simulation; and
Delivers the business process blueprint, which is a foundational building block for BPM implementation.
The diagram below demonstrates how Digital BPR accelerates the traditional BPR Outcomes:
. Purpose & Benefits All BPM journey begins with the Business Process Reengineering step. The Digital BPR approach leverages latest digital technologies and, through significant transformation of processes and technology, works to dramatically increase productivity and improve quality of service for the long-term that could be achieved. It achieves it by:
Simplifying / improving processes
Removal of duplicate/redundant process steps results in an effective process that supports, and is aligned with, the technology platform. Process simplification involves reviewing the process across multiple locations and identifying the critical path and transitioning disparate processes to the simplified path. A simplified process is usually a pre-requisite for organisational alignment and new technology.
Standardising processes and technology
Fragmented process typically result in reduced process effectiveness; higher error rates, less process reliability, less efficiency etc.). Standardised processes facilitate the implementation of a package technology and organizational alignment (usually across multiple geographic locations). Implementing new technology without process standardization can often result in a significant amount of technology customization and a movement away from delivered (“vanilla”) functionality in package solutions.
Introducing enabling technology
Leveraging functional and technical expertise, we use business processes to fully understand the requirements for new technology that can potentially drive automation further and improve overall productivity. In most cases, it involves leveraging commonality and functionality of package solutions as well as tactical investments in best of breed bolt-on applications to smooth and quicken processes.
. Strategy Services Applicability Our Approach Transformation through BPM Capgemini’s Business Process Management service is a management discipline that requires and enables your organisation to manage - plan, do, check and act - the complete revision cycles of your business processes, from process design to monitoring (Measurement) and continuous improvement in order to create value. A Gartner survey of chief-level executives indicated that more than two-thirds see value in using a BPM approach to achieve their business priorities. Currently, BPM is the most suitable approach for many enterprises to support improvements to their core business processes – specifically that require frequent or continuous change. Capgemini is partnered with several BPM industry leaders, including the four leading companies (As defined by Forrester and Gartner), namely: Oracle, IBM, Pega Systems and Software AG. We have co-developed frameworks and tools (Accelerators) with our strategic partners (E.g. Lean BMP with PEGA - Diagram A), and are part of a select group for Beta Testing new products from three of our technology partners.
Capgemini is the only organisation to offer full range of services (As illustrated in Diagram B, there are 7 building blocks), ranging from strategy consulting, process consulting, BPM development, BPM testing to BPM support & maintenance. Additionally, our service offerings include BPM Governance, BPM Advisory Services and BPM/SOA Infrastructure (Cloud PAAS). Capgemini owns a transparent estimation tool specifically designed for BPM engagements.
Capgemini’s BPM maturity journey encompasses three key development phases:
Digital Business Process Reengineering (BPM maturity level assessment, Process modelling and analysis (tool), Process documentation and/or integration (tool), Process reengineering; Lean Six Sigma, VSM, Industry Benchmark, Integrated process architecture / blueprint);
Business Process Execution (BPM tools & suites, Business process automation (real time), Integrated risk & compliance framework and Process performance management); and
Continuous Improvement (Establish Centre of Excellence, BPM function). Applicability Our Approach Capgemini’s Business Case capability is a set of tools and methodologies designed to assess the financial and non-financial contributions of any change within your organisation. The Benefits Realisation capability provides you with a structured and logical process of tracking the predicted benefits across your organisation. Over the course of each project, there is a need to set up a target framework used to manage ongoing implementation and ensure benefit attainment.
Most Business Cases today are typically 100 pages of numbers and assumptions, they are developed but rarely revisited, and they are often not associated to any detailed work plan. Our approach lead to complex, concise and comprehensible Business Cases. They are Evergreen documents used to prioritise and allocate resources in first phase and delivery and are action driven - not number orientated. Our Business Case approach is executed in two ways: Top Down and Bottom Up, where opportunities are initially identified in the top-down analysis and then detailed further (Qualification and quantification) in the bottom-up approach.
Top Down Analysis & Input:
Past experience and “Focus Interviews” provide guidance to likely issue areas;
SME input assists in developing hypotheses of likely business issues; and
The Top-Down Business Case focuses work and ensures that we do not miss any areas of significant value, and generates the value framework.
Bottom Up (‘In Field’ Diagnostics):
Primary analysis within the business tests the scale of impact achievable;
Findings and opportunities are designed and validated with business owners; and
Opportunities are grouped and implementation scenarios agreed with the Executive.
The output is a prioritised, achievable group of agreed initiatives. Applicability Our Approach Our Technology Transformation service helps today’s business and IT leaders define the strategy, innovation, operations and governance that will deliver competitive advantage and optimise IT’s performance. Our service can assist organisations who seek to address the following concerns:
You are looking at ways to increase the focus of IT usage on business value creation;
You are looking at ways to improve the overall IT operational excellence;
Your are looking at ways to achieve long-term sustainable IT cost reductions; and /or
You are planning or managing a large and complex transformation program. Technology Transformation encompasses four components forming a pyramid that reflects the logic and integration of our approach. Our phased approach covers the entire Technology Transformation lifecycle from strategy through design to delivery:
Phase 1: Strategy. The IT strategy consists of four steps: (1) analyse the current IT maturity, the business situation, and business and IT environments; (2) develop an IT vision in alignment with the business strategy; (3) design the IT strategy components; and (4) develop the transformation roadmap.
Phase 2: Design. The IT operating model consists of five steps: (1) develop the IT service catalogue and provisioning strategy; (2) define roles, responsibilities, organisational chart and governance framework; (4) define KPI’s and organisational balance scorecard; and (5) develop the IT operating model transformation roadmap. The IT performance component typically follows IT strategy and IT operating model analyses and consists of three steps: (1) define cost reduction hypotheses and analyse the data; (2) test and prioritise the cost cutting hypotheses; and (3) develop the cost reduction roadmap.
Phase 3: Delivery. Technology enabled change is the last and hardest part of a Technology Transformation. It consists of three steps: (1) size the potential benefits and build the Transformation Roadmap; (2) develop a detailed implementation roadmap and supporting business case; and (3) manage the implementation and track the benefits. Applicability Our Approach WARP 1 (WARP's first phase) has 6 fully synced streams including two facts & insights grinding engines. This is a unique hypothesis driven approach, loaded with a repository of best practices. Drilling through your application landscape within 6 to 8 weeks to deliver strategy, roadmap and business case. Our service can assist your organisation to address the following concerns:
You are questioning the effectiveness and efficiency of your IT investments and service delivery models;
You are spending too much on the sourcing of IT services as you are not realising the economics of technology partners consolidation; and
You are behind the business demand curve and would like to take back control with a clear plan of attack. WARP 1 is a unique hypothesis driven approach, loaded with a repository of best practices. It has 6 fully synced streams including two facts & insights grinding engines.
The Application Portfolio (APPS) engine is a key part to drive factual insight into the application landscape for value based decision making. It includes several lenses, these are:
Functional Redundancy analysis
Technology Redundancy Analysis
Business Growth Analysis
Service Delivery Management Analysis
Operational Excellence Analysis
Vendor Consolidation Analysis
Merger and Acquisition Analysis The main objectives of WARP 1 are: Business &
IT Strategy Bus. Case &
Benefits Real. Technology Transformation Applicability Our Approach Digital Technologies can support and greatly improve our ways of working. Our Digital services include, for example, mobile based services and social web services. Capgemini provides a breadth of services across all aspects of Digital Transformation from strategy development through to operational process improvement and people 2.0. While the most common usage of Digital Transformation is in substitution, several firms are also using them to extend or truly transform their processes and functions. We identified 3 levels of usage of the Digital technologies:
As a substitute to allow working anytime, anywhere, at any location;
To extend processes and functions – E.g. use of phones as payment devices; and
To transform processes and functions – E.g. social lead generation. To succeed in your Digital Transformation Journey you have to focus on the ‘how’ more than the ‘what’.
The ‘how’ is the way that senior executives drive change throughout the organisation. This includes creating and communicating vision, establishing governance and measurement mechanisms, and building a digital-ready culture. It includes:
Transformative Digital Vision;
Digital Governance; and
Iterative Transformation Roadmap.
The ‘what’ is a specific set of digital transformation elements implemented by the organisation, including the strategic assets and digital investments that are used to create those elements. It includes:
Digital Building Blocks; and
The diagram below is the CC-MIT Digital Transformation Framework (WARP) Apps Rationalisation Digital Transformation Business Case & Benefits Realisation Technology Transformation Transformation through BPM Digital Transformation Wide - angle Application Rationalization Program Applicability Our Approach Our IT Strategy capability enables business and IT stakeholders to take sound decisions on how business and IT will work together, and which systems and technologies to implement. It covers all implications, from organisation to governance, architecture and sourcing and is often the front end for transformation. Our service can assist organisations who seek to address the following concerns:
You are questioning the effectiveness and efficiency of your IT investments and service delivery models;
You are spending too much on the sourcing of IT services as you are not realising the economics of technology partners consolidation;
You are behind the business demand curve and would like to take back control with a clear plan of attack; and / or
You are not leveraging the IT trends and emerging technologies to their best. Our approach, as illustrated in the diagram below, supports the alignment of the IT Strategy to the Business Strategy. This is done by:
Eliciting business strategy, business imperatives, and organisation’s demand for information and communication technologies and, more generally, ICT services;
Defining long-term direction for the business of IT in response to overarching business strategy, organisation’s demand, and business and IT environments (E.g. trends and constraints);
Defining desired maturity level, vision, mission and principles for the new IT;
Defining desired future state to steer and optimise IT resources in line with overarching vision including IT capabilities, IT services, suppliers, technologies, and organisational structure, governance and ways of working; and
Defining transformation roadmap for desired future state. The main objective of our IT Strategy is to increase your IT organisational agility, capacity and efficiency through alignment of Business and IT strategies.
Our IT Strategy purports to set a clear, intentional, optimum and long-term direction for the business of IT along with a roadmap for the transformation of all of the IT functions to the desired future state.
More specifically, our IT Strategy aims at providing:
Directions and recommendations.
Insight, using Capgemini’s industry-leading accelerators;
Support to your organisation during all subsequent IT Strategy work that may extend beyond the “buy in” stage; and
Capabilities for your organisation to leverage IT trends and emerging technologies to their best.
(1) Detailed information on Technovision is available on www.capgemini.com.au The principal benefit of our IT strategy capability is to deliver more at lower costs.
A) Deliver higher effectiveness :
IT-driven business innovation;
Partnership model between Business and IT;
Higher quality of IT services; and
IT portfolios aligned to business strategy.
B) Deliver higher efficiency:
Optimised ICT service delivery model;
More efficient, more mature IT processes;
Optimised IT structure and ways of working;
Harmonisation and industrialisation of IT; and
Increased leverage of IT partners.
. Purpose & Benefits Business & IT Strategy The overall objective of our Business Case approach is to make it usable throughout the lifetime of the project, rather than being shelved after the initiation stage. To achieve this, our Business Analysts will commit to:
Develop Business Cases to justify the new investment(s) or change(s) within your organisation in terms of quantifiable and non-quantifiable Political, Emotional & Rational variables;
Support, when building a Business Case, the planning and the decision making through identifying costs and benefits (Financial and non financial) of a business change/project and identifying risks and sensitivities; and
Benefits Realisation Plan to:
Clearly identify benefits associated with the new change;
Understand the logic of how they relate to business outcomes; and
Track those benefits, such as through KPIs.
. Business Case provides your organisation with:
Clear understanding of the costs and benefits the new Project is expected to provide to the Organisation in both quantifiable and non-quantifiable areas;
Key insights into the running of a business -thanks to documented assumptions; and
A catalyst to the decision making process. This helps to get the project off the ground faster.
Benefits Realisation provides your organisation with:
A good understanding of the realised value of a project across the political, emotional and rational spectrum of an organisation; and
The organisation with a mean to track the Project’s progress against the business case predictions.
. Purpose & Benefits Each component of our Technology Transformation approach aims at achieving specific results.
Set clear, intentional, optimum and long-term direction for the business of IT along with a roadmap for the transformation of all of the IT functions to the desired future state.
Align and optimise the structure, ways of working, and governance of IT in response to business and IT strategies, imperatives and principles.
Achieve sustainable IT cost reductions whilst maintaining the quality of IT services through the identification of main IT cost drivers, isolation of inefficiencies and duplications and their subsequent resolutions.
The objective of technology enabled change is to develop a ‘Lego block’ transformation roadmap, and plan, schedule and manage its delivery whilst optimising, accelerating and increasing the certainty of execution.
. Benefits of IT strategy
Clear and explicit vision, mission and long-term direction for IT to help navigate critical decisions in the future;
Joint endorsement among senior business and IT executives; and
IT investments re-aligned and optimised in response to the business demand curve and better leverage of vendors and partners.
Benefits of IT operating model
Better business engagement through a demand management framework;
More effective and efficient IT service delivery through the re-engineering of IT processes according to best practices (e.g. ITIL, PMBOK and BABOK); and
Performance and governance frameworks.
Benefits of IT performance
Portfolio balancing quick wins and long-term initiatives that deliver sustainable cost reductions across all of the IT functions; and
Increased transparency of the overall IT cost structure (3).
Benefits of technology enabled change
Increased delivery certainty; and
Faster time to benefit by accelerating the pace of delivery.
(3) Such as no harmonisation of applications and under-utilisation of infrastructure; Ineffective sourcing and low economic pressure applied on vendors and partners; Duplicated IT functions compounded by IT services too costly compared to peers; Or benefits realised by projects lower than initially estimated. Purpose & Benefits 1) Provide Business Process Strategy and Ensure Alignment
Forward-looking and fundamentally proactive management capabilities;
Connect corporate strategy with operational activities and execution;
Provide framework for successful implementation of enabling technologies (E.g. SOA); and
Evaluate and recommend BPM tools to meet specific business needs.
2) Design & Build, Automate, Monitor and Improve the end-to-end solution :
Transform process inefficiencies into adaptable, efficient processes;
Enable key drivers of business results to be measured;
Promote continuous process improvement and process optimisation; and
Drive the business strategy, goals and objectives down through the organisation.
3) Integrate Business Processes and Applications
Enable process orchestration across applications, business units, and partners; and
Address “impedance mismatch” between business-driven independent process layer and technology-driven realities of IT and Network infrastructure.
. Our domain expertise (12) brings Utility organisations the following key benefits:
Achieve a faster ROI realisation at a low total cost of ownership;
Manage ‘Peaks and Valleys’ of demand;
Avail of end to end services from single vendor; and
Reduce turnaround time and gain higher quality of the solutions.
(12) Capgemini brings experience from the following 3 areas of expertise:
Business Consulting expertise thanks to our Core Consulting Capability and our proven processes, frameworks, accelerators and technologies.
Strong competencies in BPM technologies of our strategic partners such as PEGA and ARIS with access to a pool of 5750+ skilled BPM resources globally, technology and product expertise within our partners, and our BPM Centres of Excellence.
Capgemini’s Right Shoring Model leverages our CMM level 5 process maturity and proven ‘Global Delivery Model’ in delivering solutions that provide you repeatable success in every project. Purpose & Benefits The overarching objective of Capgemini’s Digital Transformation approach is to enhance your organisations’ customer experience and to improve your operational processes. The objectives of Digital Transformation are multiple and can grouped in three categories.
1) Improvement of customer experience. Digital Technologies enable:
Socially-informed knowledge (Social CRM);
Streamlined customer processes;
Cross-channel Customer Experience; and
2) Optimisation of Operational Processes. Digital Technologies enable:
Working anywhere anytime;
Broader and faster communication; and
Sharing Community knowledge.
3) Adapting the business model so it enables:
Transitioning physical to digital;
Reshaping organisational boundaries;
Redistribution decision authority; and
Shared digital services. Some of the benefits of Digital Transformation are:
Deeper analytics-based segmentation and Socially-informed knowledge (Social CRM) enables a better customer understanding;
Digitally-enhanced selling, predictive marketing and streamlined customer processes
enable greater top line growth;
Digitally-enhanced cross channel Customer experience increases visibility and control on the most critical customer touch points;
The ability to work anywhere anytime, coupled with a broader and faster communication as well as shared community knowledge, empowers workers; and
Lastly, digital technologies do ensure Operational transparency and enable data-driven decision-making, which ultimately increases the organisation’s performance.
. Purpose & Benefits The main objectives of WARP 1 are:
. The main objectives of APPS' engine are:
Benchmarking Analysis: Compare it with industry standards/benchmarks including the ones from your industry and peers
Portfolio Analysis: Focuses on looking at various application attributes in conjunction with business criticality
Financial Analysis: Underlying cost of application as run/build, capital expenditure /operational expenditure, hardware/software/people.
Functional Redundancy Analysis:
Technology Redundancy Analysis:
Business Growth Analysis: Scale up and support or not the growing business needs.
Risk Analysis: Technology obsolescence, vendor support, skills unavailability, scalability, stability and volatility issues.
Service Delivery Management Analysis:
Operational Excellence Analysis:
Vendor Consolidation Analysis: Focuses on identifying applications supported by non-preferred and those with little support from vendors.
Merger and Acquisition Analysis: Identify redundancies at entity/company/aggregate level to slim down inefficient IT portfolios resulting from M&A events and give recommendation on future course of action on redundant applications.
. Purpose & Benefits Metrics & Reporting Applicability Our Approach Capgemini has experience working in large programs which are fundamentally overhauling the entire Utility enterprise, producing efficiencies and creating cost savings. Our activities focus on streamlining of operations by applying techniques and principles appropriate to the problem to improve efficiency and effectiveness. Nowadays more and more Utility companies have the topic of operational excellence high on their agenda because of the growing awareness that embedding an operational excellence strategy in their organisation is a necessity to stay ahead of competition and ultimately enables the realisation of a sustainable competitive advantage.
Capgemini has developed an Accelerator Framework that will help Aurora to manage and deploy an operational excellence environment with a 94.3% success rate. Operational Excellence relates to the performance of processes within the organisation and:
Increases in process efficiency and quality;
Enables control of the process flows; and
Focuses on meeting stakeholders expectations.
Capgemini’s approach to operational excellence involves the Organisational Setting Layer, the identification of challenges and the selection of the most appropriate tool based on the problem that you are trying to solve, including BPM (See Transformation through BPM), BeLean, and 6 Sigma.
The Kaizen (Continuous Improvement) Event is a BeLean activity which Capgemini have utilised to achieve rapid results using a collaborative and structured approach to the creation of solutions.
The diagram below is Capgemini's Operational Excellence Framework: ... Business Intelligence Operational Excellence Global Test Practice Operational Excellence Global Test Practice Applicability Our Approach BI enhances data accessibility, and most importantly, processes and best practices. BI ultimately gives your organisation the capability to view, analyse, and act on intelligence which is critical to running your operations. Portfolio, Program or Project Management decision-making is slowed down caused by low visibility on how IT initiatives and projects perform across your organisation; Or
IT Metrics are either not defined or defined in clusters, i.e. they are fragmented and do not consolidate in a single platform, across your organisation. Focusing exclusively on the business problem before implementing or optimising the appropriate technology is the fundamental aspect of our success in delivering BI solutions.
Capgemini works closely with the business users and sponsors to understand the data, business dimensions, metrics, and key performance indicators that are unique to running your business. We then strategically develop a complete business-centric picture of the information required, without the influence of BI tools and technologies.
We then examine how key information and events are detected, triggered, alerted, shared, tracked and acted on by analysts, power users, C-level users, and decision makers. Through this process, Capgemini enables your organisation to see how your information can be converted into real BI. The result of the approach is a business centric BI solution definition with reporting, analysis and models, dashboards, and portal requirements that leads to high user acceptance and recognised value from the BI investment.
Finally, Capgemini leverages the business centric BI platform definition to collaborate with you and define the appropriate BI Solution Architecture. Working with your IT leaders, our solution architects define the critical components of the BI solution and ensure the architectural component choices are driven by the business requirements through, source system extraction, data warehouse creation (if necessary) and loading reporting & analytics.
Capgemini also provides the right guidance on how to start a Corporate Performance Management (CPM) initiative, identify the key business and technology issues, utilise best practices, optimise the impact on operations and employees, and effectively implement the solutions. The diagram below represents Capgemini's BI and CPM service framework. Business Intelligence Capgemini’s Business Intelligence practice provides your organisation with accurate, timely information that you can trust. We can assist with all aspects of defining and implementing a Business Intelligence solution.
The over 80 professionals in Capgemini’s Business Intelligence Practice have delivered over 100 BI solutions over the past decade. Capgemini has successfully leveraged this collective experience into a true differentiator, adopting and practicing techniques which ensure that a BI solution delivers what has been promised.
Our focus is on creating solutions that address business needs:
100% acceptance and usability by the users upon deployment;
Fully realised ROI;
A fully integrated foundation for monitoring Line-Of-Business financial performance, customer segments, new accounts, cross-sell, and up-sell activity; and
Improved total cost of ownership by rationalising to a single BI platform.
. The value of “Business Intelligence” (BI) is only achieved when it provides business users with accurate, timely information that they can trust.
The key benefits with BI and CPM are:
Improved decision-making processes for the coordination of complex programs;
Enables more efficient program and project prioritisations;
Improved visibility on IT initiatives and projects;
IT Metrics are clearly defined and consistent;
Proactive and reactive measures throughout the organisation;
Aligned corporate strategy with functional plans and targets;
Clear performance ownership and accountabilities determined;
Alignment of measurements with individual performance management; and
Both problems and opportunities can be promptly identified and addressed via alert mechanisms.
. Purpose & Benefits Our engagements are underpinned by our collaborative approach and the combination of the three critical domains for successful transformation, People, Process and Technology.
Our approach to operational excellence and improvements utilises an iterative approach (Kaizen) enabling clients to see tangible success along the journey, no matter how big or how small the reform program. Our experience in first understanding the specific Utility environment and constraints assists in tailoring the approach to meet these unique needs.
BeLean in particular is reliant upon a culture whereby personnel are willing to identify problems as a part of a continuous improvement cycle and then generate appropriate solutions. These behaviours and attitudes require a collaborative environment, using trained personnel who are motivated to initiate and implement changes.
. Each of the elements in the framework above are intended to assist with the following:
Establish an accurate baseline (Current state analysis) - to improve your need to understand what your current state is – inclusive of capabilities, culture, strategy, customer engagement and processes;
Identify opportunities for improvement which inform a rolling schedule of Kaizen events;
Select an appropriate tool based on the problem you are trying to solve and opportunity that you are trying to realise;
Implement governance structures for improvement activities aligned to objectives and vision/mission of the organisation;
Implement Performance Management mechanisms to embed and sustain behavioural aspects required to support operational excellence focus; and
Utilise Training strategies to ensure that a breadth of experience in operational excellence and continuous improvement across the organisation.
. Purpose & Benefits Data Migration Data
Migration Link to Data Migration: The "information" architecture is currently a “wait and see” domain as CIOs often struggles to fund it.
The Capgemini’s point of view is that it is a core architecture domain, which enables to link business services (and the needed information to perform them) to Information services (and the data provided by applications).
The structured approach of such a framework increases quality on one side and reduces risk on the other by ensuring tactical initiatives like a data migration contribute to build iteratively the target architecture state for example for information/data. Link to Data Migration: Companies today need to know the details: where is the data coming from? Who owns it? Who is responsible for what?
These questions are valid for any data management initiatives and crucial for data migration. Capgemini’s Data Governance and Stewardship framework provides an approach easy to implement, which brings an immediate positive impact on your business operations.
By introducing a standardized and structured business process, it brings clear policies, procedures, roles and responsibilities to your efforts and reduces the risk related to IT projects. Link to Data Migration: the main asset addressed by information security is the data stored in IT systems.
Its confidentiality, accessibility and availability must be guaranteed through its lifecycle, and migration exposes it in many ways. The Capgemini’s approach for handling information security is pragmatic: it provides check-lists for a fast-tracked assessment (based on standards like ISO 27001), benchmarks of leading-practices for an appropriate mitigation plan, and our deep utility-industry experience to recommend what vulnerabilities can be handled via common residual risk management (say when enough is enough). Compliance and piece of mind in a nutshell! Capgemini uses Data Migration Methodology (DMM) as its global standardized migration method. Applicability Capgemini uses Data Migration Methodology (DMM) as its global standardized migration method. DMM is a specific area of a data management framework called Data Centric Framework (DCF) which offers tools and services for organisations to regain control of their data.
DMM is is a means to make the complex process of data migration more transparent. As data conversion is typically underestimated, it demonstrates how data migration should be initiated in an early stage. Purpose & Benefits Capgemini's Data Migration addresses the following four key questions:
How to develop clear and legible conversion rules that are easily understood by end-users?
How to ensure a predictable, transparent and manageable data migration process?
How to ensure end-user acceptance through test and training?
How to verify and demonstrate that the conversion is or has been accurately performed?
Capgemini Data Management Practice key facts:
>200 FTE factory spread over NL and India, supporting all Capgemini Group projects
Over 100 references in data migration
Owns Global DMM™ (well proven and efficient approach covering both technical and organizational aspects of data migration)
Owns tool DMW™ (specialized tool now in use for over 15 years)
Has strong alliances and partnerships Our Approach Our main objectives are to:
Lower development costs, 60% - 80% of code is generated automatically.
Large scale reuse of standard routines, lower test efforts required.
Conversion programs are generated based on functional conversion rules; Technical implementation (60 - 80%) results automatically from functional conversion rules
Dedicated development and production hardware and dedicated data migration resources
Proprietary tooling present in factory
Proven standard routines that represent 60 – 80% of the conversion system
The technical Audit Trail is an integral part of the conversion system
Flexibility and repeatable conversion
Alterations of the conversion system do not inhibit repetitions of the conversion process
Limited “freeze” period resulting from disconnecting the configuration/generation process from the actual Go-Live. Capgemini offers a flying start to your new system by correct and timely migration of your data.
The Data Management practice ensures:
Predictable, transparent and manageable process
The early start in the implementation process which keeps data migration away from the critical path
End-user acceptance is supported through test and training with converted data
The Data Centric Framework offers tools and services for organisations to regain control of their data. One tool is the Data Migration workbench.
Through controlled documentation of source and target lay-outs and data structures, technical data analysis of source data, documentation and reporting of conversion rules, documentation of required data checks and automated generation of conversion programs (conversion rules and checks), the Data Migration workbench ultimately enables:
Legible conversion rules, which are easily understood by end-users
The verification on the completeness of conversion rules
The production of an Audit Trail as evidence of the accuracy of the conversion
The reuse of data analysis in composing, verifying and implementing conversion rules
Highly industrialized and highly flexible data related processes The schedule on the right depicts the collaboration between the client and Capgemini during migration projects where:
All activities are carried out in mutual agreement
The activities on the left of the red line drawn between “start project” and “end project” are activities and deliverables typically executed under responsibility of the client.
The responsibilities of Capgemini are represented on the right.
The client’s activities are mostly in the realm of delivery of data, knowledge contribution of source and target systems and approval of deliverables. Applicability Our Approach <
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