CASE STUDY HANDBOOK

Measuring success through an open process architecture
Summary: Wipro helped one of India’s leading service providers align its business process architecture to TM Forum’s Frameworx. The goal was to establish standardized processes across business units and develop a robust, real-time performance measurement system linking operational key performance indicators to business goals and objectives. In total some 900 processes were aligned to the Business Process Framework (eTOM). This was key to the operator being able to merge and consolidate between 15 and 20 percent of processes across customer relationship management and resource management and operation. It also enabled the company to get its wireless services to market up to 30 percent faster and improved governance and process control through real-time key performance indicator tracking. The company also built on the Business Process Framework to develop standardized critical business processes that had been identified across four business units.
One of India’s leading operators offers a range of communication services spanning mobile, wireless, wireline, public booth telephony and Internet services, based on both CDMA and GSM platforms. In total it serves close to 40 million subscribers across the country. As a well established player, the communications service provider was going through a phase of high growth in one of the world’s most dynamic markets, but the rapidly growing subscriber base was making it a real challenge to maintain service levels and strengthen its brand. The client decided to partner with Wipro Consulting to address the following key issues:
Q Non-standard processes were in use across the business,

with varying degrees of maturity.
Q There were pockets of resistance from user groups because

earlier standardization efforts had had poor adoption and success rates. Q Large numbers of processes were either obsolete or out of date. Q Process execution was inconsistent and there were slippages regarding adherence to the quality of service specified in service level agreements (QoS/SLAs). Q A lack of proper process controls and metrics resulted in uninformed and delayed decision making. Q Static process repository and ineffective (manual) performance measurement systems were subject to manipulation. Addressing the issues To address these issues Wipro worked with the client’s business excellence team to indentify critical business processes from

core operations – customer relationship management (CRM) and technology (network and IT). The combined team opted to use the Business Process Framework (eTOM), part of TM Forum’s Frameworx integrated business architecture. The Business Process Framework is based on customer-centric principles and the project team built on it to support the client’s organizational structure to help it achieve superior levels of quality and performance. Wipro Consulting’s solution followed a four phase approach towards that aim, starting with process discovery, through which the team prioritized critical business processes and studied the state of the process architecture. Next came process analysis which involved assessing the current state of alignment with the Business Process Framework, and identifying gaps and bottlenecks with regard to industry best practices. The third phase was process harmonization, that is, figuring out the best-fit process architecture aligned to the customized Business Process Framework and the organization’s structure. It also involved publishing process models using common symbols and notations (Business Process Modeling Notation – BPMN). The final phase was process controls, which meant defining key performance indicators for processes and identifying data sources for enabling real-time monitoring. It also covered defining and developing a balanced scorecard structure, linking the organization’s objectives with business objectives and identified measures for senior management. The role of standards This solution revolved around aligning the service provider’s process architecture to a customized Business Process Framework process hierarchy, focusing on:

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CASE STUDY HANDBOOK

www.tmforum.org

www. The implementation of the balanced scorecard with real-time monitoring of measures helps senior management executives make more informed decisions. Q service assurance. S h o rt a n d l o n g t e r m b e n e fi t s The project delivered both short and long term impacts and business benefits. designed to meet the supply chain quality requirements of the global communications industry. Operations.Figure 1: Benefits realization: Combining Business Process Framework (eTOM) and Business Process Modeling Notation for Request & Complaint Management Assess current Business Process Framework alignment Identify process gaps & bottlenecks Process Analysis Process Harmonization Customize Business Process Framework process hierarchy Map process architecture to eTOM Design best-practice processes Customized Process Architecture C u st o m er Strategy.tmforum. Q customer request and complaint management. The standardized process architecture meant that a total of 900 processes across the enterprise were analyzed and aligned to the Business Process Framework across the levels of Strategy Infrastructure and Product (SIP).CSFs & KPIs Frameworx Business Process Framework Link KPIs with real-time dashboards Q order handling and fulfillment. Q and technology management and operations (resource management and operation – RMO) covering both IT and network resources.org CASE STUDY HANDBOOK 5 1 . change management created awareness about building a culture of measuring performance across the organization. and Enterprise Management. More effective process performance measurement has brought increased governance and effective process control through real-time KPI tracking. Q billing and payments management. Some 15 to 20 percent of processes across CRM and RMO were consolidated and/or merged and there has been a 30 percent reduction in getting new mobile services and products to market. Infrastructure & Product Operations Publish standardized processes Marketing and Offer Management Customer Lifecycle Management Resource Development and Management Technology Management and Operations Process Discovery Process Control Service Development and Management Service Management and Operations Supply Chain Development and Management Supplier/Partner Relationship Management Enterprise Management Strategic and Enterprise Planning Enterprise Risk Management Enterprise Effectiveness Management Knowledge and Research Management Prioritize Critical Business processes Study As-Is process architecture Financial and Asset Management External Relations Management Human Resource Management Identify key roles & responsibilities Define process metrics . Throughout the whole project. Q problem handling. The new architecture has also meant increased conformance to external audits and readiness for the TL9000 quality management system standard. Q QoS/SLA management.

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