Increase Agility & ROI: BPM in Business Support Systems
Download as PPTX, PDF0 likes1,331 views
The document discusses the implementation of BPM (Business Process Management) to enhance Qvantel's BSS (Business Support Systems) platform, which aims to improve efficiency in lead-to-order and order-to-cash business processes. Key improvements include reduced time to market for new services, lower human error rates, and an enhanced customer experience through a customer-centric approach. Two case studies exemplify the transformation of a digital directory/marketing company and a communication service provider using scalable BPM architecture.
Increase Agility & ROI: BPM in Business Support Systems
- 1. Using BPM to Implement Services
- 2. About Qvantel • “BSS platform-in-the-cloud” vendor Focus on: Lead to Order, Order to Cash to Care business processes • BPM/SOA Consulting Services • Clients Communication Service Providers, Digital Marketing Companies. • HQ in Finland, with R&D in Finland, India • 200+ employees
- 3. Legacy BSS Architecture Had Limitations User interface layer Difficulty launching new 3rd party services features in time Poor adaptability to refine CRM Credit Agency Inventory Billing Logistics business process & management system interfaces Lower ROI Higher cost of ownership Data GL system Dept collection Warehouse Revenue loss due to human Provisioning system Activation system Lockbox errors & delays Poor service & visibility Mediation system Printing house Siloed approach Network management layer Network
- 4. New BPM Based Architecture Customer Revenue Product Task Mgmt Applications Dashboards Management Management Management Applications Applications Applications Application Layer Business Business Rules Qvantel Business Operations Platform BPM BPM Activity Mgmt Layer Monitoring Service ESB MDM Services Production Systems 3rd Party Systems Layer
- 5. Highlights of new Architecture Time To Market New Product/Service launch time (6 months to few days) Reduction in human errors /delays Reduction in sales turnaround time – 2x improvement Reduction in order fallouts (From 15% to < 2%) Enhanced Customer Experience Moved from Product centric to Customer centric
- 6. Why ActiveVOS? Industry standards Visual Orchestration capability – Reduces “IT Gap” Real-time Information on the Performance of Processes Easy development – Configure new processes and applications on the fly, exactly the way business wants. Predictable, on time and within budget Reduced TCO – Implement new processes and applications faster and cheaper with a highly scalable BPM platform, leveraging existing IT investment No limitations – Build and change processes and applications without restrictions imposed by existing, proprietary technologies
- 7. Case Study 1 Business Transformation: ‘Digital Directory and Marketing Company’
- 8. Business Pains – Digital Directory/Marketing !?*# Business owner only dreams of Customers confused with getting simple, conflicting interactions from the easy to understand reports account Business Owner Customers Too many silos; Too many human Customer Support personnel participants; confused how to handle a Several process customer exceptions Customer care Sales Marketing Manager DB Several legacy Too many silos; Too systems and many human databases; Many participants; Several internal & external process exceptions integrations Back Office Project manager Legacy systems 3rd party server
- 9. Our Approach– Digital directory/Marketing Streamlined and automated business processes Created scalable enterprise architecture leveraging BPMN/BPEL engine SOAP integration with third party services Business rule integration to the business processes Implemented work flows for user interactions (claiming, delegating, approving tasks) Automatic notifications and alerts Integration with reporting tools
- 10. Example 1 - Product Management Process
- 11. Example 2 - Sales process
- 12. Example 3 - Order process
- 13. Key Business Benefits using BPM Real time Analytics Business Owner Reduced number Customer care of cases Faster launch of new product Back office, Manager Improved customer Qvantel enterprise Customer experience platform Sales Marketing DB Improved up sell / cross sell 3rd party server Legacy Easy Integration systems
- 14. Case Study 2 Greenfield Implementation: ‘Communication Service Provider’
- 15. Business Pain – Operator Order Management Order Customer care Inventory BackOffice Application Entry Logistics Provisioning
- 16. Our Approach – Order Fulfillment Scalable SOA/BPM based Order management platform Modeled, implemented with BPM standards Integrated with mediation, donor/receiver operator, partner & logistic systems Implemented work flows for user interactions (claiming, delegating, approving tasks) Integration with Business Rule engine Exception handling through automatic fallback mechanisms
- 17. Example 1 – Order Fulfillment Process
- 18. Example 2 – Number Portability Order Process
- 19. Qvantel’s Integrated Order Management Solution Order Inventory Logistics Enterprise Architecture Provisioning Application Entry Customercare
- 20. Demo Sales & Order Processes
- 21. Summary BPM/SOA – Before and After
- 22. Questions?
Editor's Notes
- #3: Emphasize that we have background in BSS/OSS & BPM
- #7: Business analysts can use to model business process and IT can stat implementing thoseBPMN notations and BPELReal-time Information on the Performance of Processes -- visibility to realtime reports.feedback on process performance as it happens, so that you can instantly respond to problems, identify bottlenecks, and take corrective action.
- #10: Streamlined & automated PLM processesCreated scaleable arch. For OM processesSOAP Integration - For Eg: Video production company, printing and invoice generation, REST integration with internal systems - Business rule integrationImplemented work flows for user interactions - Integration with ActiveVOS HT API (BPM human task specification) for managing the tasks (claiming, delegating, approving tasks) supporting multi-level approval mechanism for Eg: Auto Validations of the order data
- #11: Update after dry run
- #12: Update after dry run
- #13: Update after dry run
- #16: Can we make this slide visuals in similar fashion as earlier slide – Business Pain for digital marketing /publishing?
- #18: Change after Rehearsal
- #20: Change this