Train the trainer

A presentation for
TRAIN THE TRAINER
Presenters
 Jan Vanovcan (Telefonica Slovakia)
 Michal Vanovcan (SLSP)
The views and opinions in this presentation are those of presenters and are
not those of their respective employers. This presentation may contain
copyrighted materials that belong to its lawful owners.
28. 6. 2013
Train the Trainer
2
Why this presentation
 Exciting interdisciplinary area
 Put IT into a business frame
 Allows business to define IT
28. 6. 2013
Train the Trainer
3
28. 6. 2013
Train the Trainer
4
Enterprise Architecture
 Architecture
– The fundamental organization of a system,
embodied in its components, their relationships
to each other and the environment, and the
principles governing its design and evolution.
 Enterprise
– The highest level of description of an
organization; typically covers all missions and
functions. Can span multiple organizations.
28. 6. 2013
Train the Trainer
5
Why Enterprise Architecture
 An effective enterprise architecture is
critical to business survival and success and
is the indispensable means to achieving
competitive advantage through IT
– Identifies gaps between current and desired
future state
– Provides roadmap for organization to achieve its
goals and deliver its objectives
– IT architecture is major enabling component of
an Enterprise Architecture
28. 6. 2013
Train the Trainer
6
Components of EA
Business architecture
How is the business organized
to meet its objectives?
Data architecture
Application architecture
Technology architecture
28. 6. 2013
Train the Trainer
How information systems
support the objectives of
business?
How the technology fits
together?
7
Managing EA
Architecture
vision
Architecture
change
management
Business
architecture
Implementati
on
governance
Information
systems
architecture
Migration
planning
Technology
architecture
Opportunities
and solutions
28. 6. 2013
Train the Trainer
8
28. 6. 2013
9
Train the Trainer
Enhanced Telecom Operations Map
Business architecture blueprint for telecommunications
operators
28. 6. 2013
Train the Trainer
10
Enhanced
Telecom Operations Map
 Business Architecture blueprint
 Created by TeleManagement Forum
 eTOM
– widely deployed and accepted model and framework for
business processes in the Information and
Telecommunication industries
 Conceptual level has three major process areas:
– Strategy, Infrastructure, and Product, covering planning
and lifecycle management
– Operations, covering the core of operational
management
– Enterprise Management, covering corporate or business
support management
28. 6. 2013
Train the Trainer
11
eTOM map
Strategy, Infrastructure & Product
Infrastructure
Strategy
&
Operations
Lifecycle
Commit
Management
Operations
Support
Operations
Operations
Fulfillment
Assurance
Billing &
Support &
Revenue
Assurance
Billing & Revenue Management
Readiness
Product
Lifecycle
Management
Fulfillment
&&
Readiness
Marketing
Offer Management
Management
Customer Relationship Management
Customer Relationship
Management
CRM
Marketing
Service Development
& Management
Support &
Readiness
Fulfillment
Response
Customer Interface Management
Bill Payments & Receivables Mgt.
Selling
Customer
Bill Invoice
Problem
Management
& Operations
Management
QoS / SLA
Order Service
Handling
Management
Handling
Manage
Billing Events
Bill Inquiry
Handling
Charging
Retention & Loyalty
Resource Development & Management
Service
Management
&
(Application,
Computing
and Network)
Resource Management & Operations
(Application, Computing and Network)
Supply
Supplier/Partner Relationship Management
Service
SM&O
Operations
Configuration
Support &
& Activation
ChainReadiness
Development & Management
Resource Management &
Operations
RM&O
Support &
Readiness
Manage
Workforce
Resource
Provisioning
Service
Problem
Management
Resource
Trouble
Management
Service
Quality
Management
Resource
Performance
Management
Service Guiding
& Mediation
Resource Mediation
& Reporting
Resource Data Collection & Distribution
Enterprise Management
Supplier/Partner Relationship
S/P
Enterprise Risk
Strategic & Enterprise
Requisition
Management
S/PRM
Management
Management
Planning Support &
Readiness
S/P Settlements
Knowledge
&
& Payments
Management
Management
Research
Supplier/Partner Interface Management
Financial & Asset
Management
28. 6. 2013
S/P Problem
S/P
Enterprise
Effectiveness
Reporting
&
Performance
Management
Management
Management
Stakeholder & External
Relations Management
Train the Trainer
Human Resources
Management
12
Further TM Forum artifacts
 Information Framework (SID)
– Allows easier, more effective integration between
software applications
– Enables implementation service oriented solutions by
providing concepts and principles needed to define a
shared information model
– Provides model entities
– Business-oriented UML class models
– Reusable modeling patterns
 Application Framework (TAM)
– Working guide to operators and suppliers
– Common reference map and language
– Navigation through complex system landscape
28. 6. 2013
Train the Trainer
13
Mapping to O2 apps to eTOM
28. 6. 2013
Train the Trainer
14
Operating model governance
Michal Vanovčan
Slovenská sporiteľňa, a.s.
Domestic Payments
Support
Payments Initiation
16
Cross-border payments
Transaction
Banking
SEPA Payments
Verification & Authorization
Asset Management / Investment
Banking
Direct Debits
Standing Orders
Payment Order Processing
Securities
Lending
Structured
Finance
Mutual
Funds
Derivatives
Equities
Fixed Income
Commodities
Subsidised
Loans
Business intelligence
Trading
Distribution
Custody
Depository
Clearing & Settlement
Servicing
Syndication
Working
Capital Loans
Consumer
Finance
Revolving
Credits
Application & Advice
Credit Assessment & Approval
Account Servicing Contract
Early and Late Collections
Secured
Lending
Nostro / Loro
Term Deposit
Saving Account
e/m commerce
Credit Card
Debit Card
Payments
Current Account
Account Opening
Account Servicing
Servicing
On demand &
Statements printing
Risk rating
Corporate Loans
POS
FI
Origination
Pricing
Retail Loans
ATM
Corporate
Factoring
Accounts / Deposits
SME
Sales
Product Management
External sales f.
FX and MM
Advice
Customer
Management
Issuing
Acquiring
Fraud
Loyalty
Private Banking
Mobile
Trade Finance
Customer Insight
Cards
Production
Affluent
Project
Finance
Mass Market
Call
Center
Micro
Corporate Channels
Cash Management
Internet Retail
Unsecured
Lending
Branch
Cross
layer
Distribution
Logical view of the bank
Checks
Clearing & Settlement
Intranet
Document Management
Security & Audit
Workflow Management
Collaboration tools / Social
Media
Application &
infrastructure mgmt
Archiving
Human Resources
Accounting, General ledger
Anti-Money Laundering &
Compliance
Operating model governance
28 June 2013
Page 17
“ Pri obsluhe klienta
chcem mať potrebné
údaje na 1 mieste“.
„Potrebujem, aby
ma systém sám
naviedol na správny
postup obsluhy”.
„Čas chcem venovať
klientom, nie štúdiu
zložitých systémov a
smerníc“.
„Nechcem riešiť
množstvo výnimiek,
nedomyslených
detailov a vysvetľovať
ich našim klientom.“
Page 18
Conceptual view of the bank
Customer experience
•
•
•
•
Market segments
Product & service model
Channels
Price positionning
Business model
• Processes, roles
and functions
• Performance
and process quality
• Organization &Governance
• Solutions and technology
• Sourcing & Location
Quality
19
Operating model
Audit
Risk & Economic
model
•
•
•
•
•
•
Revenues
Risk
Costs
Capacities
Financial model
Tax & regulation
Compliance
Operating model governance
Security
28 June 2013
Case study – Lending operating model
Lending business model - channels
Branches
E-Banking
ATM
Call centre
External
partners
Consumer loan unsecured
Secured loan
Overdraft
Credit card limit
21
All sales and service processes
Basic sales or service process – offline request
Basic sales and service processes
Basic passive service – e.g. information about balance
Operating model governance
28 June 2013
Lending operating model – branch channel
- process performance and quality
Branch channel
capacity
#/month
SLA
Time to yes
/ serve
SLA
Time to
contract
SLA Time
of disb.
KPI
% in SLA
KPI % First
time right
Quick Loan Process
15 000
5min
-
1h
98%
-
Standard Loan
process – unsecured
2 000
24h
-
12h
90%
80%
Standard Loan
process – secured
1400
24h
24h
12h
90%
80%
Collateral appraisal
(internal / external)
800
48h
-
-
90%
80%
Loan service
processing
2 000
48h
-
-
-
-
22
Operating model governance
28 June 2013
Quick Loan Process –
Solutions and technology
Advice & Application
Application
verification
Approval
Branch channel
Contract Sign-off
Disbursement
Advisor
frontend
Master Client
(Client, Blacklist,
Global position)
23
Aut. Verification
Loan decision
Printing
(ID, Soc. Insurance,…)
(Rating, Loan registry, Approval) (App, Contracts)
Symbols
(Fees, IR, Facility,
Disbursement)
Operating model governance
28 June 2013
Standard Loan Process – Secured
Solutions and technology
Application
verification
Advice & Application
Advisor
(External appraiser)
Branch channel
Contract prep. & Signoff
Approval
Verificator,
Decision maker
BO Retail
Advisor
Disbursement
Advisor
BO Retail
Optional – i.e. mutiple
disbursements
iREV
Symbols
frontend
Appraisal
Master Client
(Client, Blacklist,
Global position)
24
iREV
(internal aut./
external collateral
appraisal)
Aut. Verification
Loan decision
(ID, Soc. Insurance,…) Rating, Loan registry
Printing
(App, Contracts)
Core banking
(Fees, IR, Facility,
Collateral, Disbursement)
Operating model governance
28 June 2013
25
Operating model governance
28 June 2013
Operating model - Sourcing strategy
Workflow task
Integration
<request>…</request>
<response>…</response>
FrontEnd
business processes
Result
Big volumes
Expert
processing
Standardization
Need
of manual processing
Benefits from
real-time
Exceptions,
need
of flexibility
Positive business case
Sales points
Central backoffice
Page 26
Takeaway for techies



27
There is no more Business and IT
Business & Process driven IT solutions
Business architecture as a competitive advantage
Operating model governance
28 June 2013
Support
Portal
Intranet
Application &
Real
time monitoring
infrastructure
Management
Verification & Authorization
Direct Debits
Standing Orders
Payment Order Processing
Document Management
Identity & access
Security & Audit
management
Archiving
Archive
Human Resources
SAP
systems
Custody
Securities
Lending
Subsidised
Loans
Syndication
SEPA Payments
Asset Management / Investment
Banking
Trading
Distribution
Trading
Custody
Depository
Clearing & Settlement
Servicing
Project
Finance
Working
Capital Loans
Consumer
Finance
Revolving
Credits
Cross-border payments
Transaction
Banking
ODS,intelligence
DWH
Business
Structured
Finance
Application & Advice
Credit Assessment & Approval
Account Servicing Contract
Early and Late Collections
Secured
Lending
Nostro / Loro
Term Deposit
Saving Account
e/m commerce
Credit Card
Debit Card
Current Account
Domestic Payments
Payments Initiation
28
Corporate Loans
Core banking system
Payments
On demand &
Printing server
Statements printing
Risk rating
Risk
systems
Mutual
Funds
Account Opening
Account Servicing
Retail Loans
Servicing
Derivatives
Accounts / Deposits
Card
system
Pricing engine /
Pricing
Core banking
Product Management
Origination
Equities
Channel / Core
banking
Customer
Master
Client
Management
Issuing
Acquiring
Fraud
Loyalty
Salesend
Front
Fixed Income
Advice
ATM
POS
Partner
channels FI
Corporate
Commodities
Customer Insight
Private Banking
External sales f.
Multicash
FX and MM
Affluent
Call centre
Factoring
Mass Market
Cards
Production
Web & mobile
Call
Mobile
Center
ATM, POS
Micro
SME
Trade Finance
Frontend
Corporate Channels
Cash Management
Internet Retail
Unsecured
Lending
Branch
Cross
layer
Distribution
System view of the bank - SLSP
Checks
Clearing & Settlement
Integration
Collaboration tools / Social
Media
Accounting, General ledger
Anti-Money Laundering &
SAP
Compliance
Operating model governance
28 June 2013
29
Operating model governance
28 June 2013
30
Operating model governance
28 June 2013
31
Operating model governance
28 June 2013
https://apps.slsp.sk/
32
Operating model governance
28 June 2013