Transcript MPLS T2R roadmap proposal

Customer Data Integration &
Master Data Management
Summit London 2006
13-14 July, London, UK
Produced by :
In Association with
:
MDM as a key enabler for the Agile,
Global Enterprise
•Erik-Jan van de Meent – BTGS OneIT Chief Design
•Issue 1.0
What you will know afterwards (spoilers)
A tiny little bit on BT as a company
What challenges we face
How we intend to resolve it through
-Help of technology (MDM, SOA)
-Change our ways of working (Agile)
Optionally some sneek peeks into my pool of ideas
Spoilers/my opinion for any company out there:
-Expect some help from technology (MDM and SOA). Don’t expect
miracles to boost your ability to change though.
-Focus on implementing Change as a standard process (Agile), this
is where you should focus your efforts; it’s hard work, face it.
3
BT as a company
We sell Local&Global Networked IT Services (all OSI layers)
About 100.000 permanent staff
UK Incumbant (ex-PTT)
Most regulated company in the world
Split into:
-BT Openreach
-BT Wholesale
-BT Retail
-BT Global Sevices
Area of growth
4
BT as a company (2)
BT Global Services facts
The origins:
-Former Joint Ventures (now owned) in 8 countries (USA, IE, UK, NL, Be, FR, GE, ES)
with their own market, P&L, their own versions of products, system stacks and
processes
-Special contracts for large customers, special legal obligations, special processes,
information flows and systems
-Large local and international networks
-All in all, several 100’s of systems supporting the above, with interdependencies
The Drive:
-We’ll lead on building, enabling and using the DNE
-We’ll extend our Global reach; acquired Infonet (USA) and Albacom (Italy)
-We’ll redefine operational excellence, and implement it
-We operate in “Follow The Sun” mode
-A core of roughly 150 systems supporting a harmonized operation
5
BT as a company (3)
We’re transforming:
OneIT for OneBT
IT split in Experience
programmes (below), and
platform programmes ().
-
Lead To Cash
Trouble to Resolve
Concept to Market
6
The challenges we face (1)
the Digital Networked Economy
Speedy delivery and reliability of services
Low costbase to be a player in the DNE
Global reach as well as appreciation of local specifics
Smooth collaboration with Business partners, mutual benefits
Frequent changes to the supplier base based on sharp metrics
Mergers, demergers and takeovers
7
The Challenges we face (1)
DNE Frequently observed consequences
Mergers and takeovers often on Financial and legal basis only.
Lack of insight on E2E Operational performance
-Little or no use of Operational optimization
-Clunky delivery and repair of services
-Little or no cost base improvement
-Competition for same supplier from one business at a certain locality
-Domain hogging due to no tangible benefits from cooperation
General uplift in complexity due to information unintelligibility
-Difficult to find out which services affected on a failure
-Difficult to find out who’s the best team to hand an issue resolve to
-Difficult to find out the best up sell-strategy to existing customers
-Inability to help a customer with insight at the first-line
8
The challenges we face (2)
Budget, budget, and mistrust on ROI
Gone are the days of 2 year projects with huge scopes, limitless
ambition, breathtaking technology to bluff everyone; no budget
available
We also don’t want it any more; I’m never ever going to get
caught between a Sponsor (pushing and funding) and the
Operation (don’t want to change) again.
The spoils of “Big Bang’s” and large (DWH, Order systems, …)
projects: Mistrust of the operation, blame culture, fingerpointing
And the irony; we do it all for the operation, as there is where
the money is lost & made
9
The aim, how to resolve
Make change part of the operational process
-Make internal partnering part of the culture
-Understand your partner, deliver measurable business benefits
-In summary: aim for
CMMI level 4&5
-Harvest on MDM
and SOA
Sell the internal skills;
Support the customer by
enabling change
Sell the internal skills;
The competition wants to
use your business &
information flow model
http://www.teraquest.com/CMMI
10
What you will know afterwards (spoilers)
A tiny little bit on BT as a company
What challenges we face
How we intend to resolve it through
-Help of technology (MDM, SOA)
-Change our ways of working (Agile)
Optionally some sneek peeks into my pool of ideas
Spoilers/my opinion for any company out there:
-Expect some help from technology (MDM and SOA). Don’t expect
miracles to boost your ability to change though.
-Focus on implementing Change as a standard process (Agile), this
is where you should focus your efforts; it’s hard work, face it.
11
Help of Technology (1)
Agora – The Market Place
An agora (αγορά), translatable as marketplace, was an essential part
of an ancient Greek polis or city-state. An agora acted as a marketplace
and a forum to the citizens of the polis.
Agora is an Information-Hub (not a data hub), in which semantic
alignment and information consolidation is executed to get to the best
possible company information available
Agora focuses from the Inventory up, not from customer down
Agora is positioned at the centre of the systems architecture to support
the business. The functions can be divided in 3 categories:-
-Classical Data Warehousing
-Insulation against change, keep on being able to see E2E operational
information without being affected by migrations "under the hood" (Mergers
& Acquisitions, upgrading the systems architecture etc etc)
-Mastering of Aggregated SOA capabilities
12
Clarification
“Inventory”, can mean many things to many people.
What I mean is: Product
Service
This is what:
deliver
You sell
Resource
the kit it runs on
Product & services have a hierarchy, between each other and
amongst each other
Business statements using the same words:
“We sell Services now, not products” “Inventory based billing”
13
Help of Technology: Agora depicted
14
Help of Technology (2)
Agora – The Market Place
Fairly standard Warehouse techniques used:
-Landing data in one central Data Reception Area (DRA)
-The DRA features Data Replication to be timely (also Batch of course)
-The DRA features Delta Table processing to support continuous processing
Three really new things are added
-Inmerlo (Rules management)
•This masters the business rules execution
•A business tool for business people, not a technical tool for technical people
•The key system to execute Data assurance from
•All business validation activities will be available as webservices (i.e. customer deduplication; if you develop
something, expose it for generic use)
•Home grown, Java Based
-Manage Event Notification SOA service to load the CDM directly from the bus
•Skips the DRA/ETL loop
•More real time even, and less CPU cycles
-Mastering of SOA "Aggregated" read and Find Operations, i.e. make SOA accessible for the consuming
applications (Portal etc).
Just in time/just if needed data fixing; only fix data that costs you something
15
Change our ways of working (1)
Enter a Business Problem statement, not requirements
-Requirement asks you to do something, hence you have no responsibilities beyond
fulfilling
-Problem statement just formulates the Example
problem, Requirement
not the resolve
give
Please
me the
give
data
mefrom
this this
speclist
PCof systems
-We should help the businessPlease
resolve problems, not to draw them into “feature” speak.
Business Problem
I realize this is a sales tactic, but it’s not healthy.
I need
can not
to move
teach my
this children
customer
how
to the
to read,
otherwrite
LOB,and
as
than I can’t deliver him
count.
the service he’s used to
Business Partnering
-No more internal customers; Achieve a business result together
-Start small, deliver benefit with confidence
-In looking forward, plan to boil small bits of the ocean at the time. Ensure not to
create "Boomeranging" solutions, previous parts boiled will not be boiled again
Measure business effectiveness (current and changed) in
-Cycle time
-Right first Time (CMMI, costs of developing unfit software)
16
Change our ways of working (2)
90 day cycle deliverables
Start with a Hot House, day one is day one of 90 days
-Business Partner & IT together, competing teams
-3 days: Identify problem, resolve problem, demonstrate & plan
Benefits claimed from a solution are measured, costs are
measured, ROI is measured. Bonus depends on it.
Full involvement of all parties; 90 days contains so-called
sprints: incremental results & benefits.
Prototype, prototype, prototype, and welcome change. Prove
the resolve of the problem, and than scale.
17
Change our ways of working (3)
Sell the results achieved together, use all comms available.
(Failures will be communicated without your help)
-Publish newsflashes
-Demo to senior leadership
-Setup on-line demo’s
-Video users comments; examples
•20 day Stretch-activity on Order management improvement: before
and after
•Trouble Ticketing before and after
•Business impact comments
Build trust in each others skills (deliver together)
18
Sneek and Peeks in my pool of ideas
Agora TeDA (carries a Billing focus)
-Agora Temporal Data Archive
-Make your applications hold operational data only, centralise the archiving, in a
standard format.
-Really delete old applications rather than to hold a read-only instance alive, and pay
for it
Web 2.0 initiatives
-Experiment with the metadata to store people's system/data/semantics knowledge
and make it accessible/usable
-This will drive separation of people skills and knowledge, and will yield the Skillsbased organisation
- So: Publish Inmerlo Rules through a Wiki, do social bookmarking
"Spidering" the Data Reception Area
-This will ease the analysis of new applications coming in, or to assess changes in data
patterns. Be more effective with more data in the CDM.
Build centre of expertise in India, explore the Chinese possibilities.
19
Summary
BT as a company and the changes we’re applying
The challenges of the Digital Networked Economy (plus the
usual suspects)
What we do with Technology to address this (i.e. Agora)
How we change our way of working (Agile, Business Problems)
Some Seek-Peeks on what’s to come
But in conclusion:
-Focus on the Agile processes to change your company into one
where Change is welcomed and executed on
-Harvest technology to aid that, not vice versa
-So whilst painting: Focus on the paint, not on the brush
20
Thank you for attending
Apply change to yourself, do things that make you slightly
uncomfortable; Present at a Conference
By presenting you will have more result from a conference than
from attending! Hot House Principle; Be Intense, don’t hide
Also present work in progress; No one is ready, and if they are
it’s no fun to see it. Being in a state of Change is what matters
Thanks to Aaron, Jeremy and Laura (CDI Institute & IRM UK) for
making this happen. Thanks to the Vendor sponsorship for their
support and input. Great Job!
21
Spare Slides, for illustration
•Erik-Jan van de Meent
Business Benefit explained, Real world
example
Case: In my house, the valve that connects the garden irrigation system is broken:
Wife makes me irrigate the garden regardless:
1) Running up and down the house from kitchen into garden with 5L buckets
2) Repeat about 50 times
3) Than also do the front-garden: about 10 times
4) Seeing ineffectiveness of water pooring onto the pavement
5) Repeat back-garden now that the ground is wet: 25 times
6) Repeat front-garden: 5 times
7) Than cleaning up the house carpet and kitchen floor for footprints
Total investment: 3 Hours, about 500 ml sweat, and a sore back. Every 2 days whilst it’s hot
Now compare. Should I buy:
1) Repair-equipment at a value of Eur 15 and invest 2 hours of sweat in a dark crawling space beneath the
floor or
2) That new IPod Nano to listen to my favourite music whilst irrigating the garden, and investing 3 hours in
reading the manual and finding out how it works
Votes please.
23
Agora Cycle 3 plan
24