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IIBA®, the IIBA® logo, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute of Business Analysis. CBAP® and CCBA® are registered certification marks owned by International Institute of Business Analysis. Certified Business Analysis Professional, Certification of Competency in Business Analysis, Endorsed Education Provider, EEP and the EEP logo are trademarks owned by International Institute of Business Analysis.
Integrated approach to Business Analysis
24th June 2015 – Rome
Daniele Toledo, Business Development Manager
Transportation Division
Systems and Services for ITS and Logistic
Providing Solutions
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Transportation & Logistics
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Focus
Railway TransportationTransportation & LogisticsLeadership within Transportation & Logistics Industry
Fast-forward moving Innovation Technology
11,000 trains a dayTraffic management
1,5 mln E-ticketing a yearon smartcards
1 mln orders a yearmaintence cycle management
20 logistic inland villagesmanagement
Business process and Operations IT platform planning and management:
Rail traffic command & control Timetable Management Fleet & Crew Management Rolling Stock Material Management On-board device monitoring and
diagnostics Real-time context-aware passenger
information Multimedia content infotainment &
broadcast E-Ticketing & multi-channel E-purse Intermodal logistic operations planning
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Focus
Rail TrafficTransportation & Logistics
Leadership within Transportation & Logistics IndustryFast-forward moving Innovation Technology
17,000 Km railway networkmanagement
2,000 passenger stationsPassenger info systems & device remote diagnostics
400,000 train positiondaily monitored and managed
Information systems supporting planning and scheduling, operations management, supervisionand information dispatching activities regarding train/BUS traffic management:
Network Model Management Route Management Real-time train/BUS traffic monitoring,
accident event management, interruption & detour planning
Operations Management Re-scheduling Real-time data acquisition from on-field
systems Tolling Management for railway network
lease Passenger information @ station broadcast
process coordination Train/BUS traffic command & control within
station areas
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Focus
Fleet & Crew ManagementTransportation & Logistics
Leadership within Transportation & Logistics IndustryFast-forward moving Innovation Technology
14,000 train-guards & conductorsOn-board
2,000 freight trainsDaily traffic management
150 high-speed trainsdaily traffic management
Shift Planning & Management platform for:
Rolling stock material Passenger & freight fleet On-board Staff (train/BUS-guards &
conductors) Cleaning, Manouvre, & Maintenance Staff Plant Operations (manouvres)
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Focus
Passenger InformationTransportation & Logistics
Leadership within Transportation & Logistics IndustryFast-forward moving Innovation Technology
Context - AwareAccording to convoy geographic position
Apps on tablet & smartphoneDaily traffic management
InfotainmentFree & on-demand multimedia contents
Real-time/scheduled train/BUS traffic information dispatching & broadcasting:
@ station (audio/video devices, electronic/paper timetables, Self-Service machines)
Aboard trains/BUS on wired devices(monitors) and mobile devices (On-Board Portal)
Mobile/WEB/Contact Center-channelinformation
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Focus
E-Ticketing & Loyalty ProgrammesTransportation & Logistics
Leadership within Transportation & Logistics IndustryFast-forward moving Innovation Technology
700,000 passenger ferry ticketsyearly issues and managed on smart-cards
600,00 vehicle ferry ticketsyearly issues and managed on smart-cards
1 mln Loyalty Programme cardsissued and managed on smart-cards
Ticketing Platform:
Multi-channel electronic and paper ticketsales (counter, Contact Center, WEB/App,Self-Service vending-machines, TravelAgencies)
Multi-channel travel smart-cardcustomization, issue & sales, renew &recharge, (White List for smart-card e-pursemanagement)
Reservation & Booking, InspectionManagement (Black List for smart-card anti-fraud management)
Multi-operator (intermodality: rail/light-rail,road, water) travel ticket management(time/zone/user profile-basis)
Clearing House (intermodal operatorrevenue share from ticket sales)
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Focus
Logistics & shippingTransportation & Logistics
Leadership within Transportation & Logistics IndustryFast-forward moving Innovation Technology
1,300 vehiclesTraffic management
170 mln notification eventsmanagement
86 mln service events management
Intermodal logistic freight management platform for process management of:
Logistic operation planning (shunting & handling)
Route planning (pick-up/delivery) on urban territory («city logistics» – last mile management)
Fleet localization & freight monitoring On-board device remote monitoring &
diagnostics Operations Control Room-vehicle data
transmission exchange Depot management (operation logs) Service Performance Level certification (KPI)
6 depotsmanagement
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Focus
Local Public TransportTransportation & Logistics
Leadership within Transportation & Logistics IndustryFast-forward moving Innovation Technology
300,000 smart-cardsIssue & management
1,000 Bused on 330 linesmonitoring
100,000 users Daily managements
Multi-service smart-card-base integrated intermodal E-ticketing platform:
Smart-card management (E-Ticketing & multi-channel E-purse)
White List/Black List Management Clearing House for different local public
transport operators Real-time on-board, @ station, land
Passenger information (smart info monitorsat stops)
Crew & Fleet Shift Management On-board device monitoring & diagnostics Real-time GPS-based fleet/vehicle
localization Real-time service performance monitoring
2 Local Operatorsmanagement
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Focus
Enterprise Resource ManagementTransportation & Logistics
Leadership within Transportation & Logistics IndustryFast-forward moving Innovation Technology
100,000 payslipsMonthly management
500,000 located sitesYearly management
10,000 Bank transaction Daily managements
Enterprise solutions for planning and Company Asset Management (single and inter-company model):
: Investments & Budget Administration, Finance & Controlling Material & infrastructure maintenance Supply Chain Management Warehouse Management Real Estate Management Human Capital Management
(Employee/Manager Self-Service, Payroll, Time & Travel, Benefits, Recruitment, Training&E-Learning)
Staff Performance Evaluation Management 60.000 rolling stock material Daily management
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Focus
Solutions PortfolioTransportation & Logistics
Leadership within Transportation & Logistics IndustryFast-forward moving Innovation Technology
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Integrated Approach to Business Analysis
Step 1
Offer IndustrializationPath
Step 2
Selection Best Practices
Step 3
Build best specializedTeam
Step 4
Babok the referenceMethodology
Step 5
Customer Management the rules
5 Steps the best management customers
approach
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The Approach – Step 1: Offering – Industrialization Path
Select Killer ApplicationB
usi
nes
s p
lan
Business plan
Implementation Plan
Map
pin
g of all A
lmaviva’s In
form
ation
systems
Kill
er S
olu
tio
n’s
Sel
ecti
on
Framework identification for the evaluation of the applications used in the Solution Map
Solution
Map
Analysis
Killer Solutions
Selections
Solution
Map
Traffic Management Transport ManagementIntegrated Info mobility
Freight Transportation
Management
Asset Management &
Maintenance
Planning, Coordination and
Supervision of the Information
that goes to the customers:
o On Board and Buses
o In the station/bus stops
o Internet and Personal
Channels
Vehicle’s life cycle management
Planning and Management of the
basic, daily and predictive
maintenance
Automated management of the
spare parts warehouse
End-to-end transport management:
sales, transport and reporting
In-land terminal and logistic hubs’
management
Ports’ Logistic hubs management
Time and Integrated Transport
Network Scheduling
Traffic Supervision and
circulation regulation
(operating rooms)
Plant and Maneuver Usage
Operation Management and
Rail, Bus and freight transport
(operating rooms)
Vehicles and staff shifts
Train training and documents
on board
AS ISInformation
Systems Analysis
Killer Solutions
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Components
Reusage
Generalized
Componets
Integrated
Platform
«out-of-the-
box» Product
System
Integration
The Approach – Step 1: Offering – Industrialization Path
Select Killer Application
TO BE Industrialization Level
Integrated
InfomobilityI
IITraffic
ManagementTransport
Management
II
I
Freight
Transportation
Management (*)V
Asset Management
& Maintenance (*)
I
V
The levels of target industrialization for each Killer
Solution were identified
Out of Scope
Maturity Model
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The Approach – Step 2: Best Practices – Selection
The best practices are used to provide to customer an immediately real result
about the implemented solution
Passenger Information
System
Crew & Fleet
Management System
E-Ticketing
Information System
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The Approach – Step 3: Team – The right team to manage the
next steps
The best practices are used to provide to customer an immediately real result
about the implemented solution
Passenger Information
System
Crew & Fleet
Management System
E-Ticketing
Information System
If exists a reference Best Practice compliance with needs of customer
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The Approach – Step 3: Team – The right team to manage the
next steps
Passenger Information
System
If exists a reference Best Practice compliance with needs of customer
Is allocated the best specialist team specific
for solution to support the customer in the
next steps
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• MANAGE and MAINTAIN
• requirements
• Gain CONSENSUS on proposed
CHANGES
The Approach – Step 4: Babok Methodology – the Guide Line
Business Analysis Planning & Monitoring
Strategy Analysis
1) Collaborate with stakeholders in order to identify a NEED of STRATEGIC, TACTICAL OR OPERATIVE importance (business need)
2) Define objectives and the FUTURESTATE to satisfy the business need
3) Assesses options and recommends the HIGHEST VALUE approach for reaching the future state
3) ADDRESS that NEED developing a change strategy
Requirements Analysis & Design Definition
1) Organize and MODEL discovered Requirements
2) Identify SOLUTION options that meet business needs
3) Estimate the POTENTIAL VALUE of each solution option
4) RECOMMEND THE BEST SOLUTION option that meets the need and brings the MOST VALUE
Solution Evaluation
1) Assess and analyze the PERFORMANCE and the VALUEdelivered by a SOLUTION
2) Identifies limitations which may be preventing value from being realized
3) Recommend REMOVAL of barriers or CONSTRAINTS that prevent the FULL realization of the VALUE
Requirements Life Cycle Management
Elicitation and Collaboration• Communication and
collaboration with
Stakeholders
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Nurture the client relationship
Impart knowledge
Be transparent and communicative
Don’t stop learning
Be accountable to your client and hold your client to their own
organization and goals.
Never, never do something for, or sell
something to a customer or client if
you know it’s wrong for them.
The Approach – Step 5: Customer Management – 6 rules
Remember the personal side of business relationships. Take the time to
pay attention to the rhythm and flow of
your client’s life in its entirety. Remember
the details of the last conversation you
had with them, the information they’ve
taken the time to share with you
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Nurture the client relationship
Impart knowledge
Be transparent and communicative
Don’t stop learning
Be accountable to your client and hold your client to their own
organization and goals.
Never, never do something for, or sell
something to a customer or client if
you know it’s wrong for them.
The Approach – Step 5: Customer Management – 6 rules
Customers and clients look to us to provide
something they don’t have, whether that’s a particular
kind of expertise or a specific kind of service or
solution. We do them a disservice, however, when we
try harder to sell to them than we do to inform them.
Consider every contact an opportunity to bring
something of value to them. After all, they paid for it.
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Nurture the client relationship
Impart knowledge
Be transparent and communicative
Don’t stop learning
Be accountable to your client and hold your client to their own
organization and goals.
Never, never do something for, or sell
something to a customer or client if
you know it’s wrong for them.
The Approach – Step 5: Customer Management – 6 rules
This is especially true for timelines
and budgets. We’re all on the same
side
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Nurture the client relationship
Impart knowledge
Be transparent and communicative
Don’t stop learning
Be accountable to your client and hold your client to their own
organization and goals.
Never, never do something for, or sell
something to a customer or client if
you know it’s wrong for them.
The Approach – Step 5: Customer Management – 6 rules
Stay on top of industry trends and be
aware of what’s giving your client’s.
Consider if new competitors are gaining
ground? Stay informed.
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Nurture the client relationship
Impart knowledge
Be transparent and communicative
Don’t stop learning
Be accountable to your client and hold your client to their own
organization and goals.
Never, never do something for, or sell
something to a customer or client if
you know it’s wrong for them.
The Approach – Step 5: Customer Management – 6 rules
Short-term wins are sometimes just that quick
fixes that ultimately fix nothing. When faced with
pressures to go off-course, do your client a favor
and ask them if this makes sense, now and in the
long term. Help them build the case for doing the
right thing..
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Nurture the client relationship
Impart knowledge
Be transparent and communicative
Don’t stop learning
Be accountable to your client and hold your client to their own
organization and goals.
Never, never do something for, or sell
something to a customer or client if
you know it’s wrong for them.
The Approach – Step 5: Customer Management – 6 rules
all love getting credit for growing the business, but it should
never come at the expense of a client relationship. Stickier
still is when your client wants to take a direction that’s not
aligned with their own organization’s goals. Account
management is about building relationships for the long
haul. Sometimes that means having difficult conversations
with the client and within your own organization
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The Approach – Step 5: Customer Management – 6 rules
Our systematic approach it's to managing key interactions with the clients and
customers. When we work to provide them better service and value, the target is
you build healthy relationships. And that’s better for everyone.
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Railway Sector – The change of business models - the Customers ASK…..
Solutions on-premise Cloud solutions
Solutions developed from scratch Use of Solution Framework +
customization
Low level of Scalability High level of Scalability
Medium level of Standard
SolutionHigh level of Standard Solutions
Long phases of Analysis, Design,
Development and Test
Scrum phases (Agile Methodologies)
Big problems of integration E2E Solutions with appliance HW/SW
Old Business Model New paradigms (BPO, Sharing
Business Model,….)
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Case History – Railway – From a Big Tier solution to Middle Tier Solution
The Customer: management of the regional rail network of 364 km for the
market of passenger and freight transport with 52 stations and 68 bus
passengers and 8 points of loading and unloading freight (between
terminals and connectors) is second operator of railway infrastructure for
network extension .
PIS – Solution Framework
Big Tier
PIS – Solution Framework
Middle Tier
FromTo
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Case History – Railway – From a Big Tier solution to Middle Tier Solution
The PIS solution framework was realized enhancing the experience on
different projects developed for Main Italian Customer of Railway Sector, to
manage:o Thousands of trains / day
o Million transactions / day
o Safety requirements, availability of service, and service levels to players of national importance
o Capacity of spending in line with the complexity of the requirements and context
The SolutionAutomatic Video Information System
Automatic Audio Information System
Fleet Management and Vehicle tracking
Integration with ERP System
150 trains / day
Thousands transaction / day
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Case History – Railway – From a Big Tier solution to Middle Tier Solution
PIS – Presentation of the solution:
Analysis Requirements
Business Analysis:
Requirements, identification of the
functionality, IdentificationStakeholders, collaboration
model
Strategy: Needs, Business Plan
Design Solution: Architecture,
Design, Project Management
Development and Test: Prototype, Beta Solution, Solution, UAT
1 2 3 4 5
6 Months
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Case History – Railway – From a Big Tier solution to Middle Tier Solution
After 6 months of work, the Beta
Solution was in production, a great
success for Almaviva with full customer
satisfaction
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Case History – Railway – From a Big Tier solution to Middle Tier Solution
The development of a flexible FW allowed:• To scale (below) the solution while maintaining the functional
characteristics but by reducing the environmental requirements (HW,
infrastructure, etc.) in a way commensurate with the volume of
customers much smaller, while maintaining affordable pricing to
customer and still profitable for AlmavivA
• to translate the skills acquired in the main client process so that we
can “suggest" the client to establish processes that were based on
our solutions, rather than vice versa
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IIBA®, the IIBA® logo, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute of Business Analysis. CBAP® and CCBA® are registered certification marks owned by International Institute of Business Analysis. Certified Business Analysis Professional, Certification of Competency in Business Analysis, Endorsed Education Provider, EEP and the EEP logo are trademarks owned by International Institute of Business Analysis.
Integrated approach to Business Analysis
Providing Solutions
THANKS!!