MPLS T2R roadmap proposal

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Customer Data Integration Master Data
Management Summit London 2006 13-14 July, London,
UK
Produced by
In Association with
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MDM as a key enabler for the Agile, Global
Enterprise

• Erik-Jan van de Meent BTGS OneIT Chief Design
• Issue 1.0

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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).
  Dont 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 its hard work, face it.

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BT as a company

• We sell LocalGlobal 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

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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, PL, 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 100s of systems supporting
  the above, with interdependencies
• The Drive
• Well lead on building, enabling and using the
  DNE
• Well extend our Global reach acquired Infonet
  (USA) and Albacom (Italy)
• Well redefine operational excellence, and
  implement it
• We operate in Follow The Sun mode
• A core of roughly 150 systems supporting a
  harmonized operation

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BT as a company (3)

• Were transformingOneIT for OneBT
• IT split in Experience programmes (below), and
  platform programmes (?).
• Lead To Cash
• Trouble to Resolve
• Concept to Market

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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

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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 whos 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

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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 dont want it any more Im never ever
  going to get caught between a Sponsor (pushing
  and funding) and the Operation (dont want to
  change) again.
• The spoils of Big Bangs 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

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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 45
• Harvest on MDMand SOA
• Sell the internal skillsSupport the customer
  byenabling change
• Sell the internal skillsThe competition wants
  touse your business information flow model

http//www.teraquest.com/CMMI
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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).
  Dont 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 its hard work, face it.

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Help of Technology (1)Agora The Market Place

• An agora (a????), 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

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Clarification

• Inventory, can mean many things to many people.
• What I mean is Product Service
  Resource
• This is what You sell deliver
  the kit it runs on
• Product services have a hierarchy, between each
  other and amongst each other
• Business statements using the same wordsWe
  sell Services now, not products Inventory based
  billing

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Help of Technology Agora depicted
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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

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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 problem,
  not the resolve
• We should help the business resolve problems, not
  to draw them into feature speak. I realize this
  is a sales tactic, but its not healthy.
• 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)

Example Requirement Please give me the data from
this list of systems Business Problem I can not
move this customer to the other LOB, as than I
cant deliver him the service hes used to
Example Requirement Please give me this spec
PC Business Problem I need to teach my children
how to read, write and count.
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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.

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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 demos
• 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)

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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 Skills-based
  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.

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Summary

• BT as a company and the changes were 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 whats 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

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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, dont hide
• Also present work in progress No one is ready,
  and if they are its 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!

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Spare Slides, for illustration

• Erik-Jan van de Meent

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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 its 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.

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Agora Cycle 3 plan