BT Openreach - WLR3 Process Design
Tim successfully designed new business processes associated with the Openreach telco product WLR3 (Wholesale Line Rental), a business-critical new voice telephony product.
This was a critical project for BT to fulfil a public commitment to unbundling, with special attention to regulatory compliance and high public visibility. The design built on brand-new cutting edge technology to satisfy the business requirement for high-volume, zero-touch, and high reliability processing for a planned volume of 26 million phone lines.
Tim held lead responsibility for a new highly-automated Fault-to-Repair process design. This intense project had complex detail, a tough timescale, and overlapping phases, where Requirements Capture, Process Design, Approvals, and Solution Design phases were all occurring simultaneously. Tim successfully
- Translated challenging business requirements into proposed designs
- Ensured regulatory compliance
- Documented the designs with ARIS
- Published the designs to stakeholders, sponsors, and decision-makers
- Interviewed individual experts to gather facts
- Located and clarified documentation of current related processes
- Incorporated requirements changes, feedback, and corrections into multiple releases
- Proposed solutions to complex business problems (in cooperation with solution designers)
- Set up and led approval workshops, and successfully gained buy-in and approvals
- Prepared and delivered finished process design documentation
All process designs were documented in ARIS, followed corporate standards, and were version-controlled.
BT Openreach - LLU Process Design
- Tim created new process designs, and mapped and modified existing designs for business processes associated with the Openreach telco product LLU (Local Loop Unbundling), in ARIS
- Tim translated business requirements into detailed process designs (with regulatory compliance)
- Tim gained design approvals from stakeholders and sponsors
- Tim also designed successful new processes for
- engineer's time billing (which has been implemented and was financially successful)
- Novations aka CP mergers (ready to launch)
- wrote a non-technical guide for managers intending to use the Openreach XML gateway (this guide has subsequently been published by Openreach)
BRITISH TELECOM - Value-Added Services Process Design
Tim provided process expertise and implementation support for business processes associated with the launch of new products (BT Business Office Complete, IT Support Manager), including processes for a comprehensive Support and Help Desk, Order Capture, Provisioning, with connections to Billing, Complaints, and Microsoft third-line escalation. Tim saw the project through a field trial and two subsequent releases, documenting the designs with ARIS and publishing them to the BT intranet. Duties included leading meetings, preparing and delivering training materials, and acting as stand-in during the Team Leader's annual leave.
HR SERVICES - UPGRADE OF CHANGE MANAGEMENT
This client's IT had grown considerably since the service management processes had been implemented, and service quality was beginning to suffer from the mismatch between the complexity of the IT and the simplicity of the process that was in place. In partnership with the client, we redesigned and remapped the process, lifting the level of process sophistication, clarified roles and responsibilities, upgraded the level of automation used, provided education to users of the process, and put measurements in place to demonstrate the improvement in effectiveness of the process.
GENERAL - PROCESS MAPPING
A telecoms startup based in the Netherlands, this client's ambition was to be the leading pan-European provider of broadband Internet access to ISPs and subscribers, using DSL technology. In a major effort to "design the company", the client created business process maps for the whole business, using control from Nimbus Partners. We provided process expertise for the client's network design, network management, IT, and sales departments. The network management and IT processes were ITIL-based for a quick start into best practice. We provided close support for the implementations of the Incident, Problem, and Change processes for the Network Operations team.
INSURANCE - IMPLEMENTATION OF SERVICE MEASUREMENT
We provided management education on Service Level Management and the design of Service Level Agreements for services fundamental to the business. We performed a pioneering implementation of EPDM (IBM's DB2-based Enterprise Performance Data Manager) to deliver the measurement and reporting system which tracked the Service Levels achieved.
BANKING - SYSTEMS AVAILABILITY
This client had suffered a series of major outage incidents on essential services. The incidents occurred across 6 sites with several hundred IS staff. We reviewed the handling of the incidents, and especially the quality of the associated Problem and Change Processes. The client accepted a recommendation to invest in a major upgrade of these processes, and has invested several man-years of effort in the upgrade.
INSURANCE - MIGRATION PROJECT
This client was engaged in a project to migrate to new batch scheduling software. Because the projected completion date was unacceptable, we were asked to review the project and recommend alternatives. Our review revealed ways to shorten the project by a year, save a large proportion of the project team effort, and redeploy other staff significantly earlier than expected. The total estimated gross saving was £300,000 (GBP).
MANUFACTURING -- HIGH AVAILABILITY
Driven by business competition, this client was seeking to expand the open hours of the online systems to 24 hours a day, 7 days a week, without additional staff, simultaneously reducing the hours worked by the current staff outside normal office hours.
We reviewed the client's current situation, and made recommendations on what actions, processes, hardware, software and services would be required. We further estimated what work effort would be required from the staff, and outlined a phased plan to achieve the changes within nine months. The client accepted the recommendations and has initiated the necessary work.
FINANCE - IMPLEMENTATION OF SERVICE LEVEL MANAGEMENT
We provided leadership and direction on the design of Service Level Agreements for services fundamental to the business. We designed and helped implement the management processes to drive the desired improvement in Service Levels (including designing and delivering the management education required). We designed and largely implemented the SLR-based measurement and reporting system which tracked the Service Levels achieved.
INSURANCE - OPERATIONS EFFICIENCY
We reviewed the client's batch scheduling and control processes, and designed improvements. The recommendations made have resulted in investment in new, more productive work methods which permit headcount reductions to be made. During this work, we also designed and implemented an interface between two non-IBM software products.
FINANCE - BATCH EFFICIENCY
The client had difficulty in completing the night batch workload in time to open online services on schedule. Planned increases in business volumes could not be handled.
Within a large multi-disciplinary project, we led a subproject to identify inhibitors in the batch environment, developed a method of determining the Critical Path through the batch workload, performed the analysis, and transferred the skills to repeat the process to the customer.
The recommendations identified savings worth between 2 and 4 hours clock time, and identified the 40% of batch jobs where tuning effort was justified, saving many man-months of misdirected effort.