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KPN

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Transforming KPN

BSS into a simplified


future-proof platform
KPN provides communications, media and information services to
more than 11.5 million subscribers in the Netherlands. As a leading
provider of mobile, internet and TV services, KPN seeks to ensure
that its customers benefit from the latest and greatest innovations
available in the market, along with offering the highest possible
levels of customer service and support that are a powerful
differentiator for KPN.

With the development of fiber as well as copper networks,


multi-play services and the expansion into OTT TV along with cable,
KPN’s business has become progressively more complicated. Over
time, therefore, the Business Support Systems (BSS) that KPN had
developed to support its customers with product, customer, revenue
and order management also became more complex as more services
with new systems had been added and additional functionality was
required to support customers. Increasingly complex infrastructure
leads to higher costs and inhibits the agility and responsiveness that
are the hallmarks of operating as a truly digital business.

“KPN has always been keen on moving towards


a simplified yet powerful Business Support
System (BSS). In our endeavor to strengthen
the customer service and lower the business’s
total cost of ownership, Accenture was an
unequivocal choice. Their agile methodology
to create a road map guided us to a new,
simplified technology landscape. It helped us
accelerate the software delivery, drive a faster
time to market and raised the customer
satisfaction index. Accenture has been a true
end-to-end integrated technology partner that
helps us through this major transformation.”
Bouke Hoving, Executive Vice President Simplification
& Innovation and Chief Information Officer
2 | KPN: Leading in the NEW Accenture Way
Accenture worked with KPN
as one integrated team to
transform its ability to meet
the needs of its customers in KPN customers would
the digital age. experience ‘non-disrupted
service’ in the transition
KPN was keen on moving towards a simplified but more powerful
from the old platform
BSS platform—in line with its strategy to simplify, strengthen
and grow­—that would also increase its ability to serve and sell to the new.
to its customers and lower the business’s total cost of ownership.
KPN’s major business priority has always been customer service
and it wanted to ensure that its customers experience a
‘non-disrupted service’ in the transition from the old copper
to the new fiber platform.

Following a rigorous competitive process, in 2012 Accenture was


selected to design, develop and execute the transition from the
More than 1.9 million
existing system to the new BSS—Leverstraat3.0 (L3.0), based on
Oracle technology. With more than 1.9 million customers in scope
KPN customers were in
for migration, the new system had to support new propositions the scope for migration.
and ways of marketing in order to ensure KPN retained its
competitive market position.
SOURCE TRANSFORMATION TARGET
Source BSS Informatica BSS Data
• Customer integration layer
• Customer Statistic • CRM
• Service
SID • BSS Integration
• Service Configuration
compliant • Billing
• Service Usage
• Service Specification Batch Control Framework OSS Data
• Service Strategy & Plan integration layer
• Agreement • OSS Integration
Error Handling Framework
• Provisioning
Source OSS • Rating
• Resource Validation Engine
• Resource Configuration
• Resource Usage
• Resource Specifications
KPN: Leading in the NEW Accenture Way | 3
To achieve this transformation,
KPN needed to address some
key challenges:

Supporting a significantly
higher volume of customers
Aligning the different and on the new system, rising
complex product and from 500,000 to 2.5 million
pricing strategies for both
copper and fiber customers

4 | KPN: Leading in the NEW Accenture Way


With a project of this scale and business criticality, how Accenture
delivered is as important as what we have delivered. By bringing the
full range of management and technology consulting, along with
digital expertise and operations capabilities, we have provided an
end-to-end integrated service to collaborate with, and support KPN
throughout this major transition. In addition to managing the complex
technology, Accenture has also helped support the wider organization
to be ready for change, equipping the business and key points of
customer interaction such as the call centers with the know-how
they needed to ensure the new L3 system was adopted as rapidly
and effectively, as possible.

Introducing and
implementing new
unified ways of
working after
Migrating customers migrating the
without any impact on customers
operations, business Continuing to develop
and customer services systems in parallel
while preparing for
the migration

KPN: Leading in the NEW Accenture Way | 5


Technology consulting:
Simplicity, speed and innovation
KPN’s existing BSS was fragmented and complex leading to
rising costs. In the existing structure, the copper and fiber
customers had variable strategies. This meant a system
landscape that had to support complex products and pricing
model, along with multiple customer care centers that were
increasing cost and deteriorating the brand experience.
As the inflexible legacy systems were proving hard to scale
Accenture helped
and the integration between them was minimal, marketing
and cross-selling was hard, if not impossible, to achieve. KPN achieve faster
Keeping pace with innovation in a fast-changing digital time-to-market and
business environment was hurdled as much by the long higher levels of
lead times required to introduce new features and services. customer satisfaction.

To help KPN achieve its goals from a new BSS system,


Accenture’s Technology Consulting team created a road map
that could guide KPN to a new, simplified technology landscape
with fewer systems and lower costs while providing the power
and innovation to operate successfully in a digital environment.

Accenture’s skilled resources supported the analysis, design,


build, test, implementation and project/program management Accenture simplified
capabilities needed to meet the goals for KPN’s system and
KPN’s IT landscape
technology landscape, and address all the phases of software
and accelerated its
delivery to transform to the “new.” To achieve this, we lay our
foundation on the knowledge platform we had gained from day-to-day business.
working with our other clients who had faced similar challenges.
We worked in collaboration with the KPN teams with the sole
aim of delivering its successful transformation. We succeeded:
KPN’s approval rating for how we worked together remained
high throughout this challenging and complex engagement.

6 | KPN: Leading in the NEW Accenture Way


By introducing the new delivery approaches, including Agile
and DevOps, Accenture helped KPN accelerate the speed of
software delivery, driving a faster time to market and higher
levels of customer satisfaction as the innovation they demand
reaches them quicker than ever.

Technology Consulting: Results achieved


Accenture helped KPN realize the business case for L3.0, delivering
tangible cost reductions and creating a simplified landscape with
fewer systems holding business data, thereby accelerating the
ease and speed of day-to-day business. The updated IT landscape
now offers out-of-the-box telco functionalities that lower the
cost of new IT implementations in the future. New approaches to
delivery have transformed KPN’s efficiency and significantly
increased the speed at which they can deliver high-quality code.

KPN: Leading in the NEW Accenture Way | 7


Digital expertise for complex
data migration
Work started with a comprehensive mapping of the KPN BSS
system landscape as it was, along with the target system to
which customers’ data would be moved. Customer data residing
in the legacy platform had to transfer over to a completely new
target platform, which meant a data migration which extracted,
transformed and loaded data into a total of 30 applications. The
key principle underpinning the migration of data from one to
another was the imperative that customers would experience no
interruption to their services—and that aside from a new bill
Customer data would
format, they would, in effect, be oblivious to any changes. Yet
this transition was an extremely complex undertaking. This transfer from 30 to 9
unique set of circumstances demanded the development of a source systems in the
completely new approach to data migration. Accordingly, new target platform.
Accenture developed a Data Migration Factory (DMF)—a wholly
new way to move customer data with some purpose—built
features that would achieve KPN’s goal of a seamless transition.

With 300 workflows involved in every data transfer from one


platform to another, each individual customer record had to
undergo a highly complex set of processes to make sure that
the integrity of information was preserved. The data migration Accenture developed a
was designed to move batches of up to 50,000 customers: a Data Migration Factory
conventional approach to data migration would have resulted
(DMF) to move customer
in an error detected in one record stopping the entire batch.
To overcome this, Accenture built a complex rollback mechanism
data seamlessly.
that was able to detect individual errors and isolate the specific
customer record in question. This was then rolled back, allowing
all the other customer data to pass through unhindered. As the
transition took place in a live environment with source and
target systems fully operational, it was essential to make
sure that the time and cost implications of errors were kept
to a minimum, and to ensure that customers experienced
no disruption.
8 | KPN: Leading in the NEW Accenture Way
With such a revenue-critical system at stake, it was
understandable that the business was concerned about the
possible impacts of errors. To reassure them, Accenture carried
out a series of pilot transitions, taking one or two customer
records and tracking their migration paths in minute detail.
This approach verified that any potential sources of error were
identified and remedied before moving to execution at scale.
By proving the success of DMF, batch execution could be The new platform is
increased to confidently meet the target number of customer capable of supporting
records per day. A succession of migration pilots was also more than 2.5 million
carried out on the production environment. This not only customers with quality
helped iron out any IT issues, but also prepared the business customer service.
(e.g. service desks, complaints processes, etc.) to service copper
customers from the L3.0 platform. That meant executing, among
others, a technical pilot, a commercial pilot, and a pilot bulk
migration of the first 10,000 customers.

Digital: Results achieved


As well as the rate and speed of data transfer, KPN also sought
assurance that the new target systems would be capable of
managing the significantly higher volume of customers that the
new systems had to support. In response, Accenture detailed a
team to manage the performance and stability of the new IT
stack, ensuring that it could cope with the significant increase
in customers (from 500,000 to more than 2.5 million) without
any effect on the quality of customer service delivered.

KPN: Leading in the NEW Accenture Way | 9


Management consulting:
Preparing for change,
and making it happen!
Migrating customers to the new system would require a new set
of processes and a different way of working across domains. As
KPN started developing those new processes, it needed support
to ensure that creating criteria for migration, managing change
in the different domains and providing “business-aftercare”
Accenture and KPN
would all contribute to achieving its business goals.
achieved a 10% reduction
in call volumes.
Accenture’s management consulting and KPN worked as a joint
team both before and during the migration. KPN and Accenture
developed criteria for the start and run of the migration,
determined and modelled the impact of the migration on
operations and managed change in operational domains.
During the migration, Accenture trained resources for new
processes and ways of working, and tracked KPI’s in order
to execute continuous improvements using Lean Six Sigma tools.
Accenture prepared
Management consulting: Results achieved an impact plan predicting
Accenture helped train the copper back-office fulfillment teams
shift of 1,500+ KPN
in just 6 weeks, so that they were ready for KPN’s new world.
employees.
Accenture was also able to achieve a 10% reduction in call
volumes through an improvement program, and helped KPN
ensure that it was totally prepared, with an impact plan that
identified the need to shift 1,500+ KPN employees and ensure
that they were ready for the new world.

10 | KPN: Leading in the NEW Accenture Way


“During migration to the new provisioning systems,
a main goal of KPN was to ensure that customer impact
was minimized. KPN’s collaboration with Accenture, both
during and after migration, was essential in realizing this.
Accenture’s combined expertise in Digital, Technology,
Operations and Consulting proved essential in managing,
preventing and solving potential problems, resulting in
happy customers and a happy KPN.”
Vladimir Cibic, Director Change & Innovation Fixed

KPN: Leading in the NEW Accenture Way | 11


Operations: Mission-critical
aftercare
A dedicated aftercare team was setup to ensure that both during
and after migration impact on customers were minimized. This team
helped quickly address and resolve any issue that were raised due to
transformation. By setting up a governance and process with one
single point of contact for all issues within the BSS domain and
DevOps style of working, Accenture helped prevent adverse impact
on customers by executing data fixes in a combined effort with
the teams responsible for migration and innovation. By using this Accenture helped KPN
approach, Accenture helped prevent more than 460,000 potential prevent more than
calls by the customers. 460,000 potential
customer calls during
To achieve that, the team had to understand the potential impact the transformation.
of any issues and solve them as and when required, including outside
of regular business hours. Preventing any impacts on customers
was not only limited to executing data fixes from the aftercare
team but also addressing structural fixes, adjustments and
agreements from all perspectives of the transformation: migration,
innovation and organization.

Operations: Results achieved


In total, the team executed more than 1 million data fixes,
and took control of over 150 aftercare issues for more than 200
customer data batches—attending to nearly 2 million customers.

Development Organizational readiness Migration Operations


• 20 end-to-end • 290+ business criteria fulfilled • 1.92 million • Prevented more
releases and 80 customers migrated than 460,000
• 1,500 FTE impact predicted
minor releases on customer calls
• 30 applications in
time and to budget • 6 KPIs monitored and improved
scope • Executed over
• Software developed • 20 KPN domains managed through 1 million data fixes
for nine different organizational readiness track
• Handled more than
technologies • 10% reduction in call volumes 150 aftercare issues

12 | KPN: Leading in the NEW Accenture Way


KPN: Pivoting to the “new” at
scale, pace and certainty
Four years is a long time in the fast-moving telecoms and the media
space. Unsurprisingly, the innovation is constantly changing the land-
scape and the possibilities. With the newly implemented system and
migrated data, the KPN’s people are prepared for a change. It meant
that the Accenture teams had to be able to hit a moving target as
developments and improvements to the systems arose. To achieve
that required Accenture to work closely with KPN to accommodate
innovation and adopt a flexible approach that ensured we were Accenture transformed
constantly innovating to meet the business needs. As the project KPN into an innovative,
progressed, we moved from a traditional delivery methodology digital business and
to an agile delivery model. This meant that we were able to make agile BSS.
required changes as the data migration was underway, without
causing interruptions or delays. We stood up an application
development and management team that handled changes and
releases that maintained the pace of delivery. In fact, by moving
to an agile approach, we were able to double the pace of delivery.

During the roll-out of the new system, we accommodated new


business requirements including an early transition of customers
that had expressed an interest in upgrading from copper to fiber
as well as adding 400,000 customers of KPN’s TV service, Digitenne. Accenture guided KPN
through its first
This was the first-of-its-kind decommissioning in the history of decommissioning—the
telecoms in Europe and KPN’s to shutdown complete delivery street.
first-of-its-kind for
By collaborating closely with KPN from start to finish, Accenture not
only helped develop a compelling business case for change, we also a telco in Europe.
ensured that the business benefits were achieved and helped KPN
create and execute simplified processes to accelerate KPN’s time
to market for new products and services. And all this was achieved
at an unprecedented pace.

Overall, by bringing together the distinct skills and capabilities from


across the Accenture business and by working as one integrated team,
we helped KPN transform its ability to meet the needs of its customers
in the digital age.

KPN: Leading in the NEW Accenture Way | 13


Authors About Accenture
Marc Dijks Accenture is a leading global professional services company, providing
Managing Director a broad range of services and solutions in strategy, consulting, digital,
Communications, technology and operations. Combining unmatched experience and
Media & Technology
specialized skills across more than 40 industries and all business
marc.dijks@accenture.com
functions—underpinned by the world’s largest delivery network—
Mohamed Kamoun Accenture works at the intersection of business and technology to
Managing Director help clients improve their performance and create sustainable value
Accenture Technology for their stakeholders. With approximately 384,000 people serving clients
mohamed.kamoun@accenture.com in more than 120 countries, Accenture drives innovation to improve the
way the world works and lives. Visit us at www.accenture.com.
Hanneke ten Hove
Managing Director
Communications,
Media & Technology
hanneke.ten.hove@accenture.com

Copyright © 2016 Accenture.


All rights reserved.

Accenture, its logo, and


High Performance Delivered
are trademarks of Accenture.

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