Severe competition and the growing availability of products in the telecom market space have forced the providers to leverage state-of-the-art technologies to improve customer service and satisfaction. In order to remain competitive, information systems had to address this sharp change to customer focus. This important eBook provides insights and guidance on how to approach and address these issues.

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Other titles in the BPM and Workflow eBook Series...
* Introduction to BPM and Workflow (Size: 130 pages, 3MB)
* Financial Services (Size: 265 pages, 10 MB zipped file.)
* Healthcare (size 115 pages, 4MB zipped file)
* Utilities and Telecommunications (152 pages, 5MB)

To come:
* Academic BPM
* BPM in Government
* Industry
* Transport

Utilities and Telecommunications
Table of Contents

This new eBook presents the collection of best and most important chapters on this topic recently published in the annual BPM and Workflow Handbook series, Excellence in Practice series and our other publications. BPM’s promises are real, but the path to success is littered with pitfalls and shortcuts to failure. Best practices can help you avoid them. If you are just embarking on using its methods and tools, these authors have a wealth of experience to learn from and build on. Whether you are a business manager or an Information Technology practitioner, this special collection of papers will provide valuable information about what BPM can do for you—and how to apply it.

Telecommunications

Apex Communications Inc. USA

Maintaining quality, productivity and customer service in a growing and complex high volume/low margin wireless equipment repair and warranty business was the challenge facing Apex Communications (Team Apex). Team Apex implemented a Teamplate Business Process Workflow Solution to improve communications both internally and in the supply-chain, to provide productivity tools to information workers and to provide real time management information to introduce accountability and to facilitate better decision-making. Implemented in June 2002, Team Apex’s workflow solution has delivered measurable results.

Nokia Siemens Networks, United Arab Emirates

Nokia Siemens Networks was created in 2007 through the merger of the former Networks Business Group of Nokia and the carrier-related businesses of Siemens. Today, NSN is one of the world’s largest network communications companies – with 60,000 employees, a leading position in all key markets across the world, and total sales of more than €15 billion a year. The Consulting and Systems Integration (CSI) unit within NSN is an organization of 4,000 staff, with sales of over €500 million a year. CSI desperately needed to get an established set of processes in place very quickly because without end-to-end visibility, fast and effective decision-making to drive the business was hampered, if not impossible. CSI looked to BPM technology to drive quick, highly-configurable, higher-value/lower cost process solutions to meet its business goals.

MATÁV Telecommunications Company, Hungary

The Hungarian Telecommunications Company (MATÁV) is the dominant player in the Hungarian market, providing full range of telecommunication services throughout the country. As a preparation for the market deregulation, and also to support internal organization changes, workflow and workforce management were identified as a chance for significantly improving corporate performance and customer satisfaction. The project went through the entire application life cycle from requirement analysis and system design to development, integration, training, etc. Within eight months from the beginning, one of the three system centers was operational, while the complete deployment took 13 months overall.

Telenor, Norway       

This case study illustrates the approach taken by Telenor to establish a new network infrastructure rollout organization and a supporting IT system. The approach is based on the idea of a portfolio of standardized infrastructure products and automated business processes supporting all types of infrastructure networks (IP, mobile, fixed and cable TV) in a convergent fashion and also including integration of partners in the process to supply the civil engineering work necessary to build a telecommunications network. The IT system is realized using an application framework for Business Process Management with support for reusable process components. This document will cover the business drivers and organizational challenges for initiating, executing and launching the project. The technical solution and project experiences will also be presented and finally share some thought of the future usage possibilities. The system is named "Spider" and was put in production in mid 2005 at Telenor, Norway.

KTF Co. Ltd., Korea  

The telecom market is faced with a sharp increase in the number of service subscribers to such a degree that demand exceeds supply. In the past, the industry’s information systems consisted mostly of calculating a customer’s telephone traffic and sending a bill. But severe competition and the growing availability of products in the market space has forced the providers to leverage state-of-the-art technologies to improve customer service and satisfaction. In order to remain competitive, information systems had to address this sharp change to customer focus.

KPN, Netherlands

KPN is the leading telecommunications and ICT service provider in The Netherlands, offering wireline and wireless telephony, Internet and TV to customers and end-to-end telecom and ICT services to business customers. KPN provides wholesale network services to third parties and operates an efficient IP-based infrastructure with global scale. In order to attract new customers, retain its more than 35 million existing customers and remain competitive as a multi-play provider amidst the forces of deregulation, KPN must focus on creating a more customer-centric business - and aligning its IT systems to meet this objective.

Verizon Business, USA

The Verizon Business Network Services Group provides outsourced network services to large corporations wanting to leverage one of the world's most powerful and reliable networks. This is a high-stakes arena, with intense competition across all service providers and where each minute of downtime can cost customers thousands of dollars. To boost service levels, Verizon Business designed and implemented an innovative network services monitoring system called IMPACT (Integrated Management Platform for Advanced Communications Technologies). The dynamic system performs automatic alarm detection, fault isolation, trouble-ticket generation and routing, event and maintenance correlation, and customer notification and updating—all without manual intervention of network surveillance engineers. Because of IMPACT, Verizon Business offers an industry-leading 3.5 hour mean-time-to-repair (MTTR) commitment in its Service Level Agreements (SLAs), setting new standards for responsiveness.

Analyzing and Improving Core Telecom Business Processes
by Lee, Kyeong Eon; KTF Co., Ltd., Seoul, Korea; Robert Cain, HandySoft, USA

The telecom market is faced with a sharp increase in the number of service subscribers to such a degree that demand exceeds supply. In the past, the industry’s information systems consisted mostly of calculating a customer’s telephone traffic and sending a bill. But severe competition and the growing availability of products in the market space has forced the providers to leverage state-of-the-art technologies to improve customer service and satisfaction. In order to remain competitive, information systems had to address this sharp change to customer focus.
A leading telecoms carrier based in Korea, KT Freetel Co. Ltd., (KTF) concluded that creating customer satisfaction-oriented processes that were integrated with back-end company systems would enable them to more flexibly and spontaneously attract, serve, and keep customers who are sensitive to new technology and service.

Utilities

South African Post Office

The case study is about how key business processes were mapped to deliver on strategy, embracing the elements of strategy, people, process and IT, within the framework of innovation. The South African Post Office (SAPO) needed change on a number of levels: a fresh strategy agreed to in 2007 resulted in a new business model. This strategy was driven by the need for the South African Post Office to respond to changing markets and re-position itself as a major player in the region.
This required SAPO to become more accessible, more customer-focused, more innovative in generating revenue and finding new and better ways of providing services to the urban and rural communities it services. The new model needed the right processes and people to eventually deliver on strategy. Through VizPro®, an innovative approach to process documentation and improvement, a number of challenges were overcome and resulted in benefits ranging from enterprise wide buy-in through transparency and participation, role clarity on who needs to do what to bring about the changes needed, along with capturing immense volumes of corporate knowledge in process maps that reflect the business view of the step by step activities needed to ensure achievement of strategic goals in storyboard format process maps that are easy to use and easy to follow.

San Francisco Public Utilities Commission, USA

The retirement of baby boomer workforce is putting companies’ productivity and readiness to the test. How quickly and efficiently companies rearrange their operations to the generational swap will set their competitive edge in the next years. Creativity and determination are crucial to overcome the challenge. The San Francisco Public Utilities Commission (SFPUC) implemented a business process management and workflow solution to drive change efforts across its organizations. The SFPUC deployed innovative ways to capture the baby boomers’ knowledge and transmit it to the new generation; without missing a step in service efficiency and quality, the SFPUC prepared itself for major challenges such as environmental preservation.

Eskom, South Africa

Eskom, South Africa's state-owned electricity company, operates across six regions. This complicated infrastructure led to an urgent need for a flexible, agile system to drive efficiencies and support the re-routing, escalation and monitoring of work. The project, named Ubuso (the Zulu word for ‘face’) provided the means to control routing and monitoring of work over Eskom’s vast operational arena and sharing workloads across their regional call centres. GT-X Workflow was also essential for campaign management, segmentation and customer profiling.

CONAGUA, Mexico     

The CONAGUA—Mexico Water National Commission—in charge of managing and preserving national waters in the Mexican Untied States, optimized Public Work Procurement and Execution Process and also provided access to such information to the community as a whole through the web.
The process called “Management and Development of Hydro-agricultural Infrastructure”, the organization’s most significant and with the greatest breadth of scope, includes programming, budgeting, procurement, execution follow-up, and project-closing activities aimed at the operation, preservation, maintenance and management of the federal hydro-agricultural infrastructure (drain, roads, levees, water control structures such as sewers and fords, and crossing structures such as bridges, etc.) of the 22 Technified Storm Districts (TSDs). The TSDs are areas in charge of generating and preparing investment projects, establishing the particular characteristics of the works to be performed, each taking into account the peculiarities of its geographical area. These TSDs are located in 9 states, covering a 2.7 million-hectare region and have 115,000 users.

Appendix

Further reading and research.

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