Transform your business using Virtual Client Services

0 Copyright 2014 FUJITSU

Human Centric Innovation

Fujitsu Forum 2014

ICM Munich 19th – 20th November


Transform your business using Virtual Client Services

David Fletcher

Manager, VCS Global Offering Centre

Program Lead, Delivery Assurance

Lead Architect, VCS Global Offering Centre

Barrie Davies

Trevor Jones



Program and Business Context Executive / Key Stakeholder Perspective

Program and Technology Perspective

Engaging the Business

Learning Together


Workplace Anywhere

24

A way to enable more flexible

working & access corporate

apps wherever you are?

A way to improve

workforce productivity?

Changing the way

we live and work

A way to deliver specific

business outcomes?

A way to reduce

property cost?

A way to transform the

consumer experience?

A way to streamline key

processes & boost efficiency?

Business

Value Consumerization


Business Case – Typical VCS Benefits

Enabling technology to optimize costs across the business

Efficiency

Achieving targeted outcomes

Experience enhanced by technology

Productivity

Improved flexibility and responsiveness

Scale up / scale down Agility

Collaboration from anywhere

With anyone - individual or team

Mobility

24/7

High performance

Proven managed infrastructure service

Access

Protecting precious information and knowledge

Minimising threat

Security


Programme – Typical Objectives

Delivering the right product in the right

way Technology

Supporting each user in an effective way

People

Mitigating financial & security risk

Process ‘Setting the tone’ for the way in which IT delivery is perceived

Learning lessons

Business

Focusing on business benefits, rather than

IT outcomes



Program and Business Context

Executive / Key Stakeholder Perspective Program and Technology Perspective


Learning Together


Establish and Agree Multi Level Priorities - Examples

Bu

sin

ess Static Extensive Change Business Roadmap

Fast Follower Leading Edge Appetite for Risk

Success Measures Fixed Business Outcome Transactional

Use

r D

epa

rtm

ent

Corporate focus User focus Communication Plan

Low level of engagement High level of engagement Joint Plan Agreed

Legacy Environment Poorly maintained Well Maintained

Tech

no

log

y Small Enterprise wide Pilot

MSI Virtualise Applications

Security Locked down Policy driven

Business focus




Executive / Key Stakeholder Perspective

Program and Technology Perspective Engaging the Business

Learning Together


Managed Programme

VCS Transformation Approach

Client Business

Engagement

VCS Standard Platform set up Service

Current State Analysis

Application Remediation

Application Packaging

System Integration

User Deployment

Knowledge Sharing


Business Driven Focus

Business Objectives

& Priorities Organisation Impact

User Impact

Drives change to

Business Case

Technology Delivery Customer Estate Integrates with

Scope

Business

considerations Defines

Knowledge

exchange

and

systematic

action


User Services Business Application Preparation

& Migration

User Services

Business Priorities & Needs

User Deployment Process

User Migration Process

Considering the Technology

Who do we transform and how to do it successfully?

User Citrix Receiver

BYOD Smart phone Tablet

Thin Client Desktop

Local installed apps

VCS Platform Microsoft Office

Business Apps

Web Apps

Browser Plug Ins

Access Technology

Desktop Layer

Control Layer

Base Infrastructure






Engaging the Business Learning Together


Managing the Business Change

Governance is an inclusive and a transparent part of the program. It is an iterative process which activity involves both customer and partner day to day.

Additionally governance is exercised at each phase of the program by managing clear hand over activities such as OAT; Pilot; Service Acceptance and Milestone sign off.

Confirm &

align strategy Design & plan Build & deliver Operate &

improve

LEADERSHIP

COMMITTED SOLUTION

SPONSORED

CHANGE

ADOPTED

BENEFITS

REALIZED


End User Preparation

Communicating the Framework for Change to Stakeholders

Senior sponsorship of key messages (Why) Defining the business imperatives

Supporting the alignment of IT and business strategies

Establishing the executive communication program and sponsorship

Senior Engagement

Business Area

Preparation

Experiential feedback and continuous improvement (When) Build an agile program/project plan

Planning for change not changing the plan

Joint review of progress and challenges

Review

Heightened awareness and business confidence (What) Enabling the program & planning

Establishing the business engagement processes and teams

Determine pilot criteria (delivery and success)

Instructional guidance and user adoption (How) Understanding operating environments and KPI’s

Defining application and usage details “key to the platform build”

Minimizing disruptive risks to the business operations at department level


Great Communication is “A Key to Success”

Articles & Blogs Emails Focus Groups Meetings Interviews







Learning Together


Some Interesting Lessons

Program Management: Customer and partner execs on

program board

Migration Processes: Bring involved parties together to

rehearse this complex activity information collection; sharing; roles

and responsibility

Communications: Ensure the right communication

strategy and methods are established between the program, business and

departments within the business

Managing Change: Work hand in hand with your

customer to realize targeted benefits by effectively engaging the business

Agile Project Planning: We deliver in a fast moving business environment where the very best of

plans change


Risks to Successful Delivery – Example of How Lessons Apply

External

VCS Transformation program is not aligned with business requirement. Customer IT is not empowered to drive the change.

Managing Change Departments can’t provide users as planned, e.g. un-forecast work peak

Program Management Project took time to resolve technical challenges/issues.

Migration Processes More applications discovered than planned.

Business Case not Delivered

Cost cannot be covered due to fail to meet the payment milestones.

It took longer than planned to reach key milestones. Pilot was insufficient to

identify all issues before enterprise wide deployment.

Lack of experiences.

Customer Infra environment constraints: Exchange, Storage, NW, printers & Change control.

The contractual scope of application was either vague or not being followed.

User is not confident due to systematic issues.

Poor training for staff and support during requirements and design phases.

Incomplete and un-validated data to support implementation and inadequate champion user engagement.

Decision Tree to help team tailor / fit to the customer’s environment, not clear – resulting in poor alignment with business requirements even though blueprints available

Lack of Project Governance to ensure that the delivery meets the requirement / SOW.

It was difficult to change business user’s behavior.

Extern

al In

tern

al

Lack of effective assessment of customer’s environment prior to the enterprise wide deployment to address potential risks.

CM process was not being followed to adjust the cost and react to the impact.

Lack of effective, proactive and consistent project management.

Note: This analysis applies same approach as 6 Sigma Fish Bone Analysis.

Lack of effective assessment of customer’s environment prior to the enterprise wide deployment to address potential risks.

Customer Infra environment constraints: Exchange, Storage, NW, printers & Change control.

Pilot was insufficient to identify all issues before enterprise wide deployment.

User is not confident due to systematic issues.

Program Management Project took time to resolve technical challenges/ issues.

Managing Change Departments can’t provide users as planned, e.g. un-forecast work peak

Business Case not Delivered

Cost cannot be covered due to fail to meet the payment milestones.

It took longer than planned to reach key mile-stones.


Summary

Clear sponsorship and support from the right level in the customer organisation

Business Engagement to get commitment of business units to change

Great communication and investment in communication between the programme and user communities is possibly the most critical of success factors

Understanding of user, application, device and peripheral estates

Active management of risks and dependencies
