January 23-26, 2007 Ft. Lauderdale, Florida Developing a Unified Communications Strategy Using Use Cases to Identify Opportunities Applying Analysis to.

January 23-26, 2007• Ft. Lauderdale, Florida

Developing a Unified Communications Strategy

Using “Use Cases” to Identify OpportunitiesApplying Analysis to Create the StrategyExtracted from the 2-Day UC Strategic Planning Workshop(now available through BCR Training)http://www.bcrtraining.com/course-info/ucv.php

Marty Parker, PrincipalCommunication PerspectivesCo-Founder UCStrategies.com

Phone: 408-420-5539E-Mail: [email protected]: www.parkerbiz.com Web: www.ucstrategies.com

The Slides For This Presentation Are Available On-LineAt www.parkerbiz.com and at www.ucstrategies.com


Some Important Questions:

• What If:– You have already bought (or are about to buy):

• Your last PBX? • Your last Voice Mail system?

– The leading communication software brands in 2011 are:• Microsoft, IBM, SAP and Oracle?

– The Users begin connecting their own devices to your Enterprise Network, devices made by:

• Nokia, Motorola, RIM, Palm, Polycom, Plantronics

– All of these trends have already started and there’s a lot of smart money betting on them.

• How can you take advantage of these – for yourself and for your Enterprise?


Agenda

• Communication Changes• New market structures• Opportunities for Enterprises• Strategy Examples• 5-Step Roadmap Process• Creating and Implementing the Plan


Major Examples of Change

• Mobility!– Cell phones are dominant end points– Cell phones move with user

• Are cell phones the best presence device?

– Wireless voice and data merging – Smart phones– Desktops anywhere – IP or Cellular



• Technology arrives from “outside”– Most cell phones selected, owned by user– IM and Internet portals set expectations– SMS-type messaging is “always on”– The Skype model is transforming VoIP



• Everything is a transaction– Portals, Contact Centers, Enterprise Apps

bring process automation everywhere– Transactions have metrics

• Most companies now operate with Service Level Agreements (SLAs)



• Enterprises have gone virtual– Supply chain optimization – globally– Layered employee structures

• Expect to see “bidding” for work• Applications will use presence to find

qualified resources without calling or polling


Performance Expectations Change

• Increase in Service Level Agreements (SLA)– Contact centers are already well-measured– Other customer-facing roles will join that trend

• Decrease in delay tolerance– Responses expected in minutes (or less)– Quickly use alternate media or go to other

sources


Performance Expectations Change …

• Increasing volumes, extended availability– More transactions being completed – Should lead to team-based work approaches

• Organized to lower costs or increase revenue– Linked to business process and metrics– Focus on reducing labor time/cost per transaction


Creating New Market Structures

• Changing environment– Redistribution of work– Outsourcing and contracting

• Changing competitiveness– Global availability, sourcing and pricing– Disruptive business models


Creating New Market Structures

• Changing technologies– Most work now flows through computers and

through the connecting data networks

• Changing job content– Increase in information-based work– Distinctions between information, production, and

creative jobs


Why is This Important to You?

• It provides guideposts for your career• It effects your enterprise’s competitiveness

– Being well informed can give you a major advantage

• It helps set priorities for: – Time management– Investment management– Dealing effectively with suppliers/vendors/sales reps

• It can save a lot of time and money in rework or re-integration of technologies.


Agenda

• Communication Changes• New market structures• Finding the UC Opportunities• Strategy Examples• 5-Step Roadmap Process• Creating and Implementing the Plan


Communication Options for Change

• Where possible, automate the transaction• For uniform transactions, use Contact Centers• For uniform mobile jobs, automate the process• For information workers and flexible mobile

jobs, use Unified Communications


User Value Equation Example

• 1000 user, 40 port voice mail system: – Cost of Ownership: ~$ 30,000/yr– Payroll Time on Ports: ~$ 378,000/yr– Approx. Payroll Value: ~$ 35,000,000/yr– Transaction Value: ~$300,000,000/yr

• So, focus on results, not cost!– Can you automate, facilitate, accelerate?

• Set ROI-driven spending goals, e.g.,– Deliver 50% ROI on $100/user/year

• Back it all up with metrics – prove it!From IAMP Keynote Oct 2005


Where to Find Opportunities - 1

• Focus on the users! – Sort users into job categories– Analyze a “day in the life” for each job category– Can you improve transaction efficiency?– Can you eliminate or accelerate the “steps”?– Can you better leverage time and payroll?

• Invest specifically, not generally– Target high-leverage jobs, transactions, solutions– Layer onto existing systems and investments

• Mobility, Desktop, Notification, Automation, Speech

– Use Workgroup transformative solutions• Desktop and Mobile portals; LCS/Workplace-based applications


For Example

• Examine customer contacts to sales team…– Ask the customers what they were seeking

• Could it have been self service?• Could a team member have helped?• Could they overflow to a special call center split?

– Average response time• How are the reps doing?• What gets in the way?

– Notification? In meetings? Need Info?

• Could this be improved with:– Find Me

– E-mail alerts

– Callback scheduling, click to dial, etc.



• Focus on the devices! – Take ownership for the cell phones– Include or ally with the Blackberry community– Focus on new Smart Phones, Microsoft Mobile devices

• Begin with communication efficiencies– Find-Me, Screening, Notifications, Click-to-dial– Message Access, Filters, Filing, Archives

• Extend to transactions and applications– Presence applications to find resources, organize work– Voice, Wireless or Multi-modal Portals for info access


For Example

• Inventory your cell phone situation– Do you use the “Corporate Liable” approach?– Are you buying and managing the phones? – Are you bidding the price and pooling minutes?

• Look at phone needs, uses by Job (next slide)– Who needs e-mail access and reply? – Who are often driving (i.e. need speech UI)?– Who could use a mobile portal?


Communication Styles by Job Type

Jobs▼by Style►

Transactions Message/Project Consultative

Executives Admins; BBs

Consultancy Admins; BBs

Field Sales Cell and/or BB

Marketing Cell and/or BB

Engineering Desktop, BB

Finance, Admin Cell, Desktop

Field Services Cell or BB

Production Paging, Cell

Retail Paging, Cell

Territory Mgt Cell

Route Drivers Wireless Devices

In-house Sales Call Centers

In-House Service Call Centers

Estimate of current device choices, preferences or assignments.



• Focus on the Callers! – Update the caller experience– Consider integration with Web Portals– Consider integration with Contact Centers– Shift to “relationship-based” services

• Consider options that leverage devices– SMS confirmations of call receipt– Scheduled callback notifications– Presence-based options to optimize results– “Escape to Expert” or “Transfer to Team” solutions


For Example

• Speech Attendants and Speech Portals are becoming a “best practice” for callers

– Anticipate their needs– Speed and personalize the service– Apply IVR-like logic – Integrate to back-office resources

• I.e. a Services-Oriented Architecture


Agenda



Strategy Examples

• Gradual Evolution– Upgrade PBXs to VoIP versions– Add speech and other valuable features– Test, then deploy PC and Wireless endpoints for selected

jobs and applications• Choose PBX clients, Microsoft Office, or test both.

– Integrate business apps to PBX call controls– Perhaps extend contact center functions to users

– Can integrate with or transition to Microsoft or IBM end-points as they mature.

– Could also Consolidate Servers within this strategy.


Strategy Examples

• Move to Windows-based Communication– Test, then adopt Microsoft or IBM solutions– Include in desktop refresh and mobile device plans– Move external traffic to gateways– Enhance with new appliances, as needed– Reduce size of PBX (stations, ports, etc.) over time

– Likely a dynamic strategy, requiring frequent updates


Strategy Examples

• Go Mobile– Move all non-office staff to cellular network– Forward all RNA calls to in-house/hosted Find Me– Reduce size of PBX (stations, ports, etc.)– Focus on delivering information to cellular devices

– Not dual mode, since that still requires a PBX ext. – Install in-building cell repeaters, if needed


Strategy Examples

• Go Wireless Data and Portals– Wireless data device becomes primary end point. – Enhance with job-focused enterprise portal– Voice via Cellular or Peer-to-peer client

• Ramp down PBX spending, maintenance

– Evaluate application extensions, such as GPS

– Would include most users in the office, too. – Wireless data providers will want to keep cost low


Agenda



Five Step Process

• Process enables you to assess your current usage and future requirements to create a multi-year unified communications plan for your enterprise1. Deconstruct current applications

2. Identify the customers and users

3. Quantify the analysis

4. Anticipate business process changes

5. Construct your choices and solutions


1. Deconstruct Current Solutions

• Look carefully at your current systems and create a list of the applications in use today

– Incoming call handling and auto-attendants– Local, Network and Outbound calling

• What amount of network routing is employed?

– Messaging solutions – VM, EM, IM– User “Find Me” and Notification solutions– Application portals currently in use

– Note: Exclude Call Center/Contact Centers • While related, they are distinct applications• Those investments can proceed separately


Some Examples

– Transportation firms using Octel voice portals for bulletins, information access.

• Considering shifting to cell phone data channels

– Retail firms use VM for store bulletins; data input• Still using, but shifting to Internet portal

– Investment Bankers using VM for ‘deal teams’• But has shifted to Blackberry, globally.

– Field Sales, Agents shifted to “One Number”• Company keeps control of calls, service levels, etc. • Cell phone number not published on cards, etc.

– Insurance Firms answering all calls in Call Center• Transferred to Field Agent or to Agent’s VM or EM


What’s your experience?

• PBX Applications– Estimate the traffic by:

• Outside callers• Internal site calls• Internal network calls• Outbound calls

– Estimate applications• Customer Services• Conference Calls• Internal Coordination

– Type? – Hot destinations?

• Personal Contacts

• VM Applications– Estimate the traffic by:

• RNA/Busy call answer• Auto-attendant apps• Local Voice Messaging• Network Voice Messaging

– Estimate Applications• Customer Contacts

– Find me– 0-Outs

• Caller Self-service• Internal Coordination

– Single addressee– Group or broadcast

Review a PBX or VM system in your enterprise:


2. Identify Customer and Users

• Sort out the various customers (external) and users (internal) to identify the specific communication needs of each group.

– Customers: Who is calling, messaging, IMing? What is their objective for various contact types?

– Users: Apply the “Rule of Hand” • The top 5 types of jobs represent 80% of workforce/payroll• For each of those top 5 job types, create a profile of

their communication patterns and the objectives for those communication activities.

– These will be the basis for steps 3, 4, and 5


Job Category 1: ________________________________________________

How do these users currently use voice messaging to do their job? (Check all that apply.)

What functionality that is not available on your current system(s) would improve productivity, efficiency, convenience, customer care, business growth, or revenue production for these users? (Check all that apply.)

What would be the value of the improvement in functionality to your business? (Check all that apply.)

They use it for (check all that apply):Telephone Answering (receiving messages from customers, other employees, etc. when they do not answer their phone) Internal messaging [Sending a voice message like an email, without first trying to call]Leaving messages for other employees when they don’t answer Replying to calls with voice messageReplying by calling senderChecking messages by senderChecking message receiptGroup messages to a distribution listReceiving messages from customersAnswer fax calls, save in mailboxSend faxes from desktopLocate the called party (“Find Me”)Know availability of called party (“Presence”)Other:__________________________________________________________________They access their messages from (check all that apply):Their desktop telephoneTheir desktop computerA remote telephoneA cell phoneA PDA (Palm, Blackberry, TREO, etc.)Other:_________________________________

Better notification when messages arriveBetter desktop access to voice messagesBetter remote access to voice messagesSpeech command access to voice messages Voice mail headers on PDASave voice / fax messages on PCPlay voice messages on PDAMove or copy voice and / or fax messages to email inboxStore all voice and / or fax messages in email systemUse email client for voice and / or fax messagesReport on voice mail responsiveness and service levelsSpeech commands for voice mail accessVoice mail on IP phoneSend or forward voice and / or fax messages to people in other companiesGet receipts for messagesGet notice if message is not accessed by recipientGet availability information before callingGet availability information when call is answeredSchedule a response from the called partyOther:___________________________________________________________________________________________________

Transactions would go faster (List and describe on reverse side of page.)Steps in a business process could be eliminated (list and describe. (List and describe on reverse side of page.)Improve responsiveness to customers and other callers (List and describe on reverse side of page.)Get information faster with fewer calls (List and describe on reverse side of page)Better record keeping Lower record keeping costsBetter regulatory complianceOther:________________________________________________________________________________________________________________________________________________________________________________________________

Worksheet Example – VM Users


Worksheet Example – Callers

Caller Category Who They Call Why They Call

Existing Customers Sales representatives Service representatives Technicians Management Engineering Accounts Receivable Professional Services Training and Development Other: ________________________________

____ ________________________________

____

Ask questions about products or services

Schedule / reschedule service Resolve or escalate problems Ask billing questions Track deliveries Schedule / reschedule meetings Change customer information Other: ________________________________

____ ________________________________

____ ________________________________

____ ________________________________

____


Worksheet Example – Callers

Caller Group 1: ________________________________________________

How do these callers use voice mail now? (Check all that apply.)

What voice mail functionality that is not available to them on your current system(s) would improve your company’s ability to provide better service, process transactions more efficiently, or reduce costs? ((Check all that apply; use reverse side for page for more space.)

What would be the value of the improvement? (Check all that apply.)

They use it for (check all that apply): Hearing personal greeting to know

availability of called party Find the called party (or try to) Leave a message Edit or re-record the message Transfer by using extension number Transfer by spelling a name Transfer to a department Listen to or receive information Listen to information from a database Get fax-back of selected information Record information (e.g., for job

application) Enter information from telephone

keypad (e.g., callback number, item number, etc.)

Speech interface Information access Linkage to web site information Status or availability of called party Status when party is being “found” Schedule a callback from the called

party Request access to an alternate person

or resource Callback if message is not accessed or

heard Other: _______________________________ _______________________________ _______________________________ _______________________________ _______________________________

Faster access to knowledgeable person

Faster callback on request Faster transactions Better service Performance on service level

agreements Ease of self-service Other: _______________________________ _______________________________ _______________________________ _______________________________ _______________________________


3. Quantify the Analysis

• Get usage data by customer or user group (step 2) for each application type (step 1).

– At a minimum, tabulate services used in each group using administration information

– Best practice: collect usage data from typical week to understand actual customer and user patterns.

• Journals from Exchange or e-mail– Or Install ClearContext and MessageMetrics

• Usage reports from PBX, Voice Mail, Auto-attendants

• Activity reports or logs from application portals– There will likely be a few surprises, illustrating evolving usage.

– Forecast future needs based on application trends and changes in customer or employee populations.


Some VM Examples

• Hi Tech Firm: Outlook Unified Messaging– Call answering down to ~1 call per user per day.

• 50% of calls abandoned (called cell/others; used IM; sent EM?)

• Only 10% of calls were log-ins, since access via PC

• Industrial Firm: Networked Voice Messaging– 88% Call Answering; 2 messages per user per day

• Only 38% of users sent a voice message (logged in, sent)

• Transportation Firm: Networked Voice Messaging– 4 call answers per workday; 54% leave messages

• Average 1 log-in per user per day, from field employees


4. Anticipate Business Changes

• Evaluate your enterprise plans for application investments and process changes

– Converting job functions to software or portals

– Revising business processes to lower cost or increase speed

– Shifting work to others (self-service, outsourcing, etc.)

– Adoption of VoIP; increased use of PC softphones

– Shifting use to mobile devices and Smart phones

– Changes for regulatory compliance

• Apply to each customer and user group– Get input directly from users and customers

• Other changes: mergers, industry changes, etc.


Discuss Cases in Your Industry

What does top exec/annual report say about…• Structural Changes

– Mergers, acquisitions, or spin-outs– Growth-oriented or defending share– Reaching new customers– Outsourcing or off-shoring

• Job-Oriented Changes– Emphasis on mobility– Wireless data networks– Changing customer services


5.1. Construct Your Options

• Proceed by customer/user groupings– Some may have minimal change, some major change– Seek to quantify the targeted benefits, in hard dollars

• Create year-by-year progressions– Based on areas of greatest return and on which

technologies are maturing each year. – Adjust to fit your resource and economic plans

• Convert into year-by-year investment plans– High-level project timelines and spending plans– Link to the usage patterns, volumes from 2, 3 and 4.– Include savings on systems and services to be retired


Application Selections – Users

• Pick the top user categories• Create a “roadmap” for each of them

– Progressive improvements for optimal return• Effectiveness, Economies• Customer Care, Growth, Revenue Production

– The initial returns can “fund” the next steps– Based on the pace of your company and industry

Job Type Year 1 Year 2 Year 3 Year 4 Year 5

Field Staff Mobility Gains App Integration SIP Device App Comm’n Portal

Support Staff Desktop Tools Remote Work Comm’n Portal

Management Desktop Tools Mobility Gains SIP Device App


Application Selections – Callers and Contactors

• What improvements and with what value?• Transaction-based

• Service-based

• Cost-based

• Focus on the Results and Outcomes • Consider using Call Center-type technology• Be sure to include measurements, metrics!

Caller Type Year 1 Year 2 Year 3 Year 4 Year 5

Customers Sales Find-Me Mobile Presence Speech Atten’t Self Serve

Employees Speech Atten’t Find-Me Options Presence Links Comm’n Portal

Friends Speech Atten’t Message Tags


Centralized or Decentralized

• Work from your Company’s “topology” • Application needs and network connectivity by site

• Admin and Network Management sites/plans

• Needs for backup or disaster recovery options

• If Multi-site, prepare two or more options• Site-by-site; centralized; hybrid(s)

• Evaluate for criteria of cost/savings, benefits, etc.

Options Year 1 Year 2 Year 3 Year 4 Year 5

Centralized 20 sites 15 Sites, 1 NOC

10 sites, 2 NOC

5 sites, 2 NOC 3 NOC

Site-by-site 20 sites 23 sites 26 sites 30 sites 35 sites

Hybrid 20 sites 18 sites, 1 NOC

14 sites, 2 NOC

10 sites, 2 NOC

6 sites, 2 NOC

Sites by Year – Three typical options:


Resource Planning

• Use this information to define investment needs• Staffing, talent and training

• Supplier, System Integrator support

• Infrastructure upgrades and conversions

Options Year 1 Year 2 Year 3 Year 4 Year 5

Staffing Adds 2 Network Eng.

Admin to NOC

Training/Supt IP Nets, LDAP

Convert: VAR NOC build: VAR

Monitor Svc.

Equipment Dir. Servers NOC System

IP-Network Based Plan


5.2. Choose the Best Option

• Assess pros and cons• Compare the relative paybacks of each action area• Assess the effects of going faster or slower• Test the options against industry scenarios• Estimate impact of a postponed or failed phase

• Assess financial factors• Which actions provide most immediate returns

• Consider those as first steps to fund later phases

• Link investments to returns with visible metrics

• Assess staffing and skills• Consider training, hiring or contracting• Seek to create logical career progressions


Recap: 5-Step Process

1. Deconstruct current applications

2. Identify the customers and users

3. Quantify the analysis

4. Anticipate business process changes

5. Construct your choices and solutions


Agenda



Creating a Strategic Plan

• Use 5-Step Process output to write your strategic plan– Goals and Objectives– Targeted Results– Financial Structure

• Investments, Expenses and Returns

– Timelines and Milestones • Tasks within your project management processes

– e.g. PERT plans and diagrams

– Responsibilities – skills and time requirements– Metrics

• Identify the returns you expect

• Create data collection and reporting, with reviews


Implementing Your Plan

• Reviews, buy-in and approvals• Phased implementation plans• Training – before, during, after• Milestone progress reviews• Creation and tracking of metrics• Periodic plan updates


Conclusion

• There are many opportunities available to your enterprise now and over the next 5 years

• A well-founded plan is key to success• You are equipped to create your plan• Call Communication Perspectives at any time

Thank you!

January 23-26, 2007 Ft. Lauderdale, Florida Developing a Unified Communications Strategy Using Use Cases to Identify Opportunities Applying Analysis to.

Documents

transaction slide

plan slide

cellular slide

voip slide

polling slide

florida communication

unified communications

creative jobs slide