presentationer ipt uc mobilitet 2010
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Notes accompany this presentation. Please select Notes Page view.These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
Notes accompany this presentation. Please select Notes Page view.These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
Leif-Olof Wallin
Preparing for the New UCC Paradigm
Clashing Organizational Roles
And I'm a SoftwareBased VoIP Guy• What's a PBX?• VoIP works just fine, and
when it doesn't, I always have my mobile.
• Who needs 100% uptime? I have lots of other ways to communicate and collaborate!
• I use Skype, AIM, Second Life and Facebook already. Why can't you offer me something like that?
• IT'S FREE (or nearly so).
Hi, I'm a Phone Guy• My PBXs have run our
business for decades. Why change now?
• We've invested millions in our infrastructure. We can't just junk it all.
• Who wants to shout at their screen when they already have a phone?
• You say you don't need support, but when it breaks, I get the blame!
• It's insecure! It's unreliable! You'll be sorry!
Key Issues
1. What will be the key UC technology trends through 2014?
2. Which UC solutions will deliver the greatest value to enterprises?
3. How should enterprises develop a UC roadmap?
UCC: The Melding of Two Markets
TelephonyAudioConferencing
Voice Mail
VideoConferencing
InstantMessaging
WebConferencing
Presence
UnifiedMessaging
CommunicationsUnified And
TelephonyAudioConferencing
Voice Mail
VideoConferencing
InstantMessaging
WebConferencing
Presence
UnifiedMessaging
SocialSoftware
OtherCollab Tools
Wikis
TeamWorkspaces
InstantMessaging
WebConferencing
Presence
UnifiedMessaging
Collaboration
SocialSoftware
TeamWorkspaces
Wikis
OtherCollab. Tools
• Some technologies remain distinctly in the realm of communications (telephony, for example), while others remain distinctly collaboration (for instance, team work spaces and social software).
• Mobility is a requirement of all these technologies.
The Business Value of UCC
Immediate, tangible,quantifiable benefits
Long-term value for employees and customers
DirectROI
Bundle
RevenueCreating
StrategicValue
TacticalValue
ProcessChanging
TCO
BusinessValue
PersonalGeared toward personal productivity.Makes individual's tasks easier and
more effectively accomplished.
CollaborativeSupport collaborative and team activity.
Improves the effectiveness of workgroups in planned and ad hoc activities.
EnterpriseImprove performance at an enterprise or
department level, on a scale beyond what is offered by personal or group UCC. Synergistic
UCC in one area benefits other areas.Leverages
investments acrossmultiple
applications.
Shifting Focus of UCC Technology
GartnerHypeCycle
Infrastructure Model
CommunicationServices
Business ApplicationIntegration
Management andAnalysis
Value to Business& Business Model
Separate serversPBX, e-mail and
more
Only TCP/IPin common
One-off serverintegrations
Separate admin. and reports
Preserve existinginvestment;tactical ROI
Pre-integratedservers
Standards forkey app. servers
Plug-ins forkey applications:
collaboration
Shared directoryand some reports
Consolidation: platform &vendors
IntegratedWeb and mobile
Data-center model;SOA & Web
services
Plug-ins forapp. suites:
such as ERP, SCM
Some shared admin., reports,
analytics
Process transformation
Personalized with control in clients
Blended carrier-premise model
Blendedbusiness-consumer
SLAs based on personal goals
On-demand;across-
organization
Value to Customer and to the Corporation
Willingness to Invest in TechnologyLowerHigher
IntegratedSilos
MultivendorPortfolios
Web-CentricFlexibility
Device & User-Centric
Focus:Area
Balancing What You Buy and What You Get Then Training to Maximize the Value
Supports• Softphone VoIP/UM• E-mail/PIM/UM• Instant Messaging
– Presence– VoIP– Audio/Video/Web
Conferencing• Audio Conferencing• Videoconferencing• Web Conferencing• SMS
Supports• Voice (Enterpris
and Cellular)• Vmail• PIM• Softphone VoWiFi• Softphone Vo3G• Email/PIM• Instant Messaging• Presence• 3-Way Calling• SMS
Supports• VoIP/UM• TTS E-mail/PIM/UM• Instant Messaging• Presence• Audio Conferencing• Videoconferencing
Duplication of functionality and costs will and should exist for multiple years. Training is essential to ensure that users become familiar with the new solutions while product and functional rationalization occurs.
The Video You See and the Video You Don't
• Annual Volume: For Every Telepresence 20 HD Systems 3,000-4,000 Personal Video• Location: Dedicated Room Shared Room Where There's a User• Usage: Scheduled Scheduled Ad-Hoc• Bandwidth Design: Dedicated Priority Best Effort• Bandwidth per Call: 10-15Mbps 1.5-2Mbps .35Mbps• Network Impact: 1 Telepresence = 8 HD Systems = 30-40 Personal Video
Telepresence Videoconferencing Personal Video
Conclusion: • 2% Simultaneous Personal Video Usage > Telepresence Usage!• Personal Usage is Difficult to Anticipate, Size or Control
UCC Spans Many Markets
IM MarketScopeWeb Conferencing Magic Quadrant
E-Mail MarketScope
Social Software Magic Quadrant
Enterprise Telephony Magic Quadrant
Unified CommunicationsMagic Quadrant, 2009
ALU
Avaya
Cisco
Aastra
Siemens
InIn
IBM
Microsoft
Mitel
NEC
Nortel
+ Carrier base has potential..- Lacks U.S. market entry.
VendorTrendfrom 2008 Comment
+ Global position and products.- Multiple products, not well known.
+ Broad and comprehensive suite.- Lacking some UCC areas.
+ Strong voice products & mkt.- Lacks breadth & partnerships.
+ Product function, breadth, vision.- Chapter 11 filing. Uncertainty.
+ Increased UC solution breadth.- Not well known in UC market.
+ Mobile telephony integration.- Lacks product and marketing depth.
+ Broad, open & software solution.- Must re-establish itself.
+ Improved portfolio depth & breadth.- Poor UC marketing and sales.
+ Broad features in all-in-one bundle.- Not well known in many markets.
+ Leading products in key areas.- Lacks credibility in telecom.
+ VoIP telephony Microsoft integrations.- Lacks market breadth and partners.
+ Strengthening UC portfolio.- Uneven acceptance of products.
From "Magic Quadrant for Unified Communications," September 2009
ShoreTel &ToshibaTeleware
challengers leaders
niche players visionaries
completeness of vision
abili
ty to
exe
cute
As of September 2009
MicrosoftCisco
IBM
Alcatel-Lucent
Siemens Enterprise Communications
MitelInteractive Intelligence
NortelShoreTel
TeleWareToshiba
SAPAastra Technologies
AvayaNEC
A Few of the Vendors in the UCC market…
By 2015, large companies will reduce the numbers of
vendors they use to deploy UC solutions by 60%, but they will
still require at least three vendors for a full UC solution.
Microsoft, Cisco, IBM: Pushing Markets Together
• Positions Sametime IM/presence platform at center of UCC strategy• Partners with telecom equipment
providers by drawing a (sometimes moving) line between collaboration and communications
• Bulked up with WebEx, Jabber and PostPath acquisitions• Aggressive moves into collab. market,
led by voice and video with work on integration/interoperability• Positive step into collaboration with
Show-n-Share, Pulse and ECP
• Launched attack on voice spacewith OCS announcements• Special voice or communications
hardware not needed• Products complementary to existing
enterprise voice communications
What Do Enterprises Need to Do?Build a Plan!
Voice
Confer-encing
IM/Presence
Messaging
Clients
Apps.
Mobile
Fixed
Softphone
Web
Audio
Video
Rich Presence
IM
Prstnt. Chat
Unif. Msg.
Voice Mail
Thin-Web
Thick
Mobile
Contact Ctr.Collaboration
CEBP
A B C D E Next Monday:Inventory organization's UCC knowledge, products,partners, business owners, stakeholders and plansIdentify overlaps and holesTake the actions required to ensure that organizational structures don't get in the way of plansIdentify areas that produce the best returns (such as increased sales, faster product development and higher customer satisfaction)Build communication "vision" to drive the business case
Over the Year:Evaluate and test strategic partners' product directions,their integration options and plansDon't let vendors drive your plansMatch vendors' plans to yours, and theirs to each otherSelect partners, define road maps, migrations, contracts,start evaluations and trials
Over the Next Three Years:Re-evaluate partner performanceIncrementally expand function and roll-outTest assumptions about benefits and architecturesEvaluate how UCC is affecting change
Vendors
MarketEvent
The Future Potential
Whenever human intervention or a decision is required, the process must stop and move to a different infrastructure/ process chain.
Each human intervention can add minutes, hours, days or weeks to the process.
Human intervention may still be required, but with communications integrated into the process — presence, messaging, real-time voice —the delays are minimal. The application will directly contact the appropriate person using a communication application.
Extended Enterprise
Communications-Enabled Business Processes (CEBP)
Real-Time Voice or Messaging Infrastructure
The Current Reality
MarketEvent
Industry App.
ERP II Back Office
CRM
Real-Time Voice or Messaging Infrastructure
Trading Grid
Best Practices: How to Take Advantage of UCC• Anticipate organizational and
vendor politics — plan how to handle it.• Clearly determine what you want
and can use. Don't let vendors lead you to want what they have.• Use new capabilities as a way to
justify or get users excited about upgrades.• Be careful when vendors cross
lines into new areas.
Related Gartner ResearchA Technology Framework for Enterprise Unified CommunicationsBern Elliot (G00173410)
Organizing for Unified CommunicationsBern Elliot and Bob Hafner (G00158462)
Magic Quadrant for Unified CommunicationsBern Elliot and Steve Blood (G00169996)
VoIP, Unified Communications and Collaboration Key Initiative OverviewSteve Blood (G00173584)
Critical Capabilities for Unified CommunicationsBern Elliot (G00169846)
Notes accompany this presentation. Please select Notes Page view.These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
Notes accompany this presentation. Please select Notes Page view.These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
Leif-Olof Wallin
Preparing for the New UCC Paradigm
Notes accompany this presentation. Please select Notes Page view.These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
Notes accompany this presentation. Please select Notes Page view.These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
Leif-Olof Wallin
Preparing for the New UCC Paradigm
Communications as a Service –the Great (R)evolution in Business Communications
IP-Telefonidagen & Unified Communications Summit 03.06.2010
Mika Tuominen, Director SAP BCM on-Demand, SAP
© 2010 SAP AG. All rights reserved. / Page 2
Agenda
1. What is Communication as a Service (CaaS)
2. What is the big advantage with CaaS and what does it mean for your company?
3. CaaS -From hype to mainstream
4. Customer Story: Fortum and Communications as a Service
© 2010 SAP AG. All rights reserved. / Page 3
Communication as a Service (CaaS)What is it?
Communication solution provided in Software as a Service model
The service provider takes care of the needed communications software and hardware
Enables flexible pricing models, for example based on users/month; pay as you go model.
Easy and and low-risk model to update communications infrastructure to Voice over IP technology
© 2010 SAP AG. All rights reserved. / Page 4
Communications Technology (R)evolution
Y 1950 Y 2010
100%
100%
100%
TDM
Y 1990IP hw IP sw
TDM = Traditional HW-based communications solutions IP hw = IP HW communications solutionsIP sw = Applications based communications services
TDM Era
IP HW Era
IP applications based Era
Communication has becomean application and it is a part ofcompanies’ IT landscape =>This has opened new opportunities forCommunications as a Service Model
© 2010 SAP AG. All rights reserved. / Page 5
Communication Technology Trends and CaaS
Move to VoIP, driven by Voice/Data Convergence
VoIP also strongly penetrating Contact Centers
0
20
40
60
80
IP and Traditional PBX Mix in US Enterprises 1
In %
Traditional PBX
Pure-IP PBX
IP-Enabled PBX
1 Forrester Research, VOIP Liberates Voice From the Phone2 Yankee Group, 11/063 Frost & Sullivan, 2005; note: F&S use the term "Hosted Contact Center" synymous with what is today labeled on-Demand4 Yankee Group, 2008
Resulting in Communication going on-Demand
3
© 2010 SAP AG. All rights reserved. / Page 6
All-software based integrated communications and business process applications
Isolated communicationsand systems silos
Market Is Moving to Integrated Communication Solutions
Range of StandardTerminals
Software Applications
Communications apps
Office Contact MobileTelephony Center Telephony
Standard IT and NetworkInfrastructure
Agents Fieldworkers
Remoteagents
Corporatetelephony users
Travelingexperts
Automatedservices
Offi
ce T
elep
hony
Con
tact
Cen
ter
Mob
ile T
elep
hony
IT S
yste
ms
Diversity ofUsers
Multiple CommunicationsChannels
CRM/ERP(Process apps)
IPHardphones
PCDesktops
Mobile Terminals
PSTN/IN IP Mobile
Networks
© 2010 SAP AG. All rights reserved. / Page 7
Agenda
1. What is Communications as a Service (CaaS)
2. What is the big advantage with CaaS and what does it mean for your company?
3. CaaS -from hype to mainstream
4. Customer Story: Fortum and Communications as a Service
© 2010 SAP AG. All rights reserved. / Page 8
Communications as a Service -Business Drivers
Cost pressure Ownership or as a Service
TCO
Cost management
Cost elasticity
Multi vendor management
Hidden costs
Operational efficiency
Optimization of resources
Multi location environments
Measurement and reporting
Information utilization and sharing
System integrations
Knowledge and skills
Network quality and capacityTelco driven –> Solution & need driven
Integrations MaintenancePerformance
Technology revolution
Resources and knowledgeScantiness
Concentration Partnerships
Vendor managementSkill management
© 2010 SAP AG. All rights reserved. / Page 9
CaaS Principle and Benefits for Organizations
Enterprise users
IP-Network
Small upfront investmentsPay as you growFast and secure deployment Location and terminal independencyEasy integrationsCompetitive pricing
CaaS service centers
Telephone networks
CaaS Setup
Benefits
© 2010 SAP AG. All rights reserved. / Page 10
Agenda
1. What is Communications as a Service (CaaS)
2. What is the big advantage with CaaS and what does it mean for your company?
3. CaaS -From hype to mainstream
4. Customer Story: Fortum and Communications as a Service
© 2010 SAP AG. All rights reserved. / Page 11
From Hype to Mainstream –Nordic CustomersAcross Industries Are Benefiting From CaaS (1/3)
Finance HealthcareLogistics/TransportMedia
© 2010 SAP AG. All rights reserved. / Page 12
UtilitiesWholesales ConsumerProducts Manufacturing
From Hype to Mainstream– Nordic CustomersAcross Industries Are Benefiting from CaaS (2/3)
Espoon Vesi
© 2010 SAP AG. All rights reserved. / Page 13
Public SectorServices Real estate
/Housing UnionsTravel
From Hype to Mainstream– Nordic CustomersAcross Industries Are Benefiting from CaaS (3/3)
© 2010 SAP AG. All rights reserved. / Page 14
Agenda
1. What is Communications as a Service (CaaS)
2. What is the big advantage with CaaS and what does it mean for your company?
3. CaaS -From hype to mainstream
4. Customer Story: Fortum and Communications as a Service
© 2010 SAP AG. All rights reserved. / Page 15
Thank You!
IP TelefonidagenFortum
Communications as a Service
* BKK (Statkraft's stake 49.9%) och Agder (Statkraft's stake 45.5%) inkluderade1) 50,5% ägs av E.on Sverige – Kainoon Energia
0 200 400 600 800 1000 1200 1400 1600
Övriga
Göteborg
Syd Energi
Statkraft*
Helsinki
SEAS-NVE
Hafslund
Dong Energy
E.ON
Vattenfall
Fortum
1000 distribution customer, 2008
7 miljoner kunder
1)
Major player on the electricity distribution market
Fortum Customer Services
Provides customer services for Distribution and Electricity Sales & MarketingCustomer Interactions and SalesBilling and Debt collection380 employees in Sweden, Finland and Norway
Customer Interaction & SalesFacts
Approximately 200 employeesMore than 1,5 million calls handled annuallyMore than 200 000 emails answered per year
Delivery per yearMore than 200 000 contracts renewed or sold / yearMore than 200 000 customer moves managedMore than 100 000 electricity supplier switchesmanaged24/7 operation for outage calls in Swe and FinEnergy consumption reduction advisory services
Billing & Debt CollectionFacts
Approximately 130 employeesBilling of Fortum Markets’ and Distribution’s
customersMore than 10 million invoices produced annuallyMore than 10 million payments processed annually
Delivery per yearMore than 100 000 credit controls madeMore than 500 000 electronic invoices producedMore than 700 000 payment reminders sentMore than 10 000 disconnections managedContinuous financial reporting and biannual auditsMeter data management in Norway
Fortum Customer Services, situation one year ago
Communication system was based on Fortum PBX fixed telephone exchange and contact centre application with email add-on
Call recording was made in separate system
All PBX and communication system servers were located in Fortum’s own server room
Our present communication and call recording systems were not technically supported anymore and didn’t have enough licenses and channels for current operations need
Maintenance and upgrade of servers was expensive
Our need was to replace current communication and call recording functionalities with more cost-effective, user-friendly and more flexible solution
Fortum Customer Services, what we wanted
More cost-effective, user-friendly and flexible multichannel communication system
Integrated call recording functionalities
Turnkey solution, no server or PBX upfront investments or installations
Multi-location support
Open interfaces which increase possibilities to system integrations – for example Workforce Management (Teleopti) or Voice Recognition solutions - and process automations
Reliable vendor
Better support for continuously changing business requirements
Fortum Customer ServicesWhy did we choose CaaS and SAP BCM?
The CaaS vendor is responsible for all hardware and software management and offers guaranteed Quality of Service
CaaS allows businesses to selectively deploy communications devices and modes on a pay-as-you-go, as-needed basis
This approach eliminates the large capital investment and ongoing overhead for a system whose capacity may often exceed or fall short of current demand
CaaS offers flexibility and expandability allowing for the addition of devices, modes or coverage on demand
There is no risk of the system becoming obsolete and requiring periodic major upgrades or replacement
Flexibilitet och kontroll för ITEnkelt och kraftfulltför användarna
Unified Communications
Beslutsstöd(BI)
Dokument-hantering
Samarbete Sök
UC&C en del av affärsproduktivitets-plattformen
Flexibilitet och kontroll för ITEnkelt och kraftfulltför användarna
Authentication
Administration
Storage
Compliance
AudioConferencing
E-mail andCalendaring
WebConferencing Telephony
VideoConferencing Voicemail
InstantMessaging
Authentication
Administration
Storage
User ExperienceAuthentication
Administration
Storage
UserExperience
Authentication
Administration
Storage
User Experience
Authentication
Administration
Storage
UserExperience Authentication
Administration
Storage
User Experience
Authentication
Administration
Storage
UserExperience
Authentication
Administration
Storage
User Experience
Telephony and
Voicemail
InstantMessaging
E-mail/Calendaring
Unified Conferencing: Audio, Video,
Web
Framtidens kommunikationssätt
Snabbare kommunikation och effektivare samarbete med hjälp av IT
• Snabbfakta• Växjö Kommun • IT-enheten
• Ett IT• Vägen framåt i Växjö Kommun
• Strategi• Utmaningar• Förändringar• Personen och
dess närvaroi centrum
• Nästa steg för OCS• Vad vinner vi på detta?
Därför valde Växjö Kommun en framtidssäker UC- lösning från Microsoft, innehållande allt från Epost till Telefoni
Snabb fakta Växjö Kommun
I slutet av vikingatiden på 1000-talet kom, enligt legenden den engelske missionären Sigfrid som den förste kristne budbäraren till hednalandet Sverige och Växjö.
Han byggde stadens första kyrka som på 1170-talet ersattes av en stenkyrka, ursprunget till dagens domkyrka. 1342 fick Växjö sina stadsrättigheter av kung Magnus Eriksson.
År 1542 gjorde bönderna i Småland, under ledning av Nils Dacke, uppror mot Gustav Vasas skattepålagor. Upproret kom att kallas Dackefejden.
Växjö har brunnit ett flertal gånger men alltid byggts upp igen. Staden har lång tradition som skolstad, residensstad och stiftsstad. Fram till början av 1990-talet var Växjö även garnisonsstad.
Idag är Växjö en expansiv stad med över 82 000 invånare, ett varierat näringsliv och ett växande universitet.
Snabb fakta IT-enheten (1 av 2)
Vad är vår vision?
Ett IT inom Växjö Kommun och koncernenska bidra till en bättre IT-vardag för alla anställda,elever och kunder till kommunen och dess bolag.
Vi arbetar enligt visionen för Ett IT med samverkan inom koncernen och regionen och därmed sätter vi kunden i centrum.
Vad gör vi?• IT-enheten ansvarar för samordningen av kommunens IT-verksamhet och att ta fram de
standards som ska användas för kommunens IT-plattform.
• Sköta inköp och drift åt Växjö kommuns verksamhet gällandedatorer, servrar, datalagring etc. för det administrativa nätet, elevnätet, publika nätet och näten hos bolagen.
– 250+ servrar– 6500+ datorer (varav ca 250 Mac)– 22000+ användare
Snabb fakta IT-enheten (2 av 2)
Vad gör vi? • Ansvara för drift, utbyggnad och underhåll av datakommunikation
på Växjö kommuns datanät.– 387 fysiska platser med datakommunikation– Telefonväxel
• Systemdrift och applikationssupport– IT-system (AD, SCCM, ISA, SAN, Vmware mm)– Gemensamma system (E-post, antivirus mm)– Verksamhetssystem ( Agresso, Personec, LEX mm)– Applikationshantering– Licenshantering
• Arbeta med strategifrågor, utveckling, säkerhet, beslutstöd och projektledning mm
Hur många är vi?• Vi är idag ca 42 anställda och ca 10 konsulter som sköter drift och utveckling av IT åt Växjö
Kommun (10 st förvaltningar och 7 st bolag).
Ett IT – Varför gjorde vi det?
Ett IT kom till i juni/juli-2008 efter det att vi på IT fått det enkla, men ack så tydliga, uppdraget att som kommunchefen Ove Dahl uttryckte det:
- Se till att hela Växjö Kommun får en lösning för epost
- Koncerngemensamt intranät behöver vi också ha...
Från dessa tydliga krav kom vi ganska snart på att det inte räckte med att göra några små leveranser för att ordna detta. Det fanns allt för många kataloger och epost-lösningar. Bristen på en enda gemensam katalog försvårade möjligheten till gemensamt intranät. Flera IT-organisationer och flera IT-plattformar gjorde inte det lättare. Vi behövde helt enkelt renovera IT i hela Växjö Kommun.
Några veckor senare så stod det klart att renoveringen inte skulle bli lite ny färg på karossen, utan det var mer frågan om en "extreme IT make over" som behövdes.
Det ledde fram till idéer om en ny ekonomisk modell, en serviceportal, en IT-organisation, en IT-plattform och en tydlig satsning på tjänster och avtal.
Så kom Ett IT till och på den vägen är det.. Resan är startad. Projektet Ett IT är numera avslutat sedan 2010-01-15, men det har uppstått ett nytt Ett IT. Länge leve Ett IT!
Ett IT, men var har vi gjort mer då?
Epost och OCS. Under maj 2009 satte vi upp vår Exchange 2010 genom att aktivt delta i TAP-projektet. Under sommaren 2009 satte vi upp OCSR2 primärt för närvaro, snabb-meddelande och webbmöten.
Telefoni. Under 2008 fram till nyligen har lokala telefonilösningar hos våra bolag avvecklats och användarna integrerats i den centrala telefoni-lösningen med växel från Alcatel och hänvisningssystem från Visionsutveckling (kopplat till Exchange kalendern).
Nytt nät. Vi håller på med ett stort projekt som ska förnya hela vår nät och kommunikationsplattform.
IT-plattform 2010. Redan under Ett IT gjorde vi vissa förbättringar av den centrala IT-plattformen med avsikt på att kunna avveckla de mindre IT-plattformarna. Nu genomför vi resten ihop med Microsoft och konceptet MSKD 4.0. Detta projekt kommer verkligen skapa en enda IT-plattform där individens/rollens rättigheter styr allt.
Samarbetsplattform. Vi hade Sharepoint 2007 sedan tidigare för en applikation samt projektrum (främst använt av IT).
Vägen framåt i Växjö Kommun
Epost har sedan länge, jämsides med telefoni och tradionella fil mappar, varit det dominerande verktyget för kommunikation och samarbete inom Växjö Kommun.
De senaste åren har ny funktionalitet som t.ex snabbmeddelanden, delade kalendrar och projektrum dykt upp och gjort det enklare, snabbare och effektivare att samarbeta. Delar av detta finns redan hos vissa på Växjö Kommun, men det är inte heltäckande eller integrerat.
Samtidigt finns det ett behov att ha en mer integrerad kommunikation och samarbetsplattform. Telefoni kan t.ex inte leva sitt eget liv.
Låt oss beskriva vägen framåt:
Strategi för intern information och verktyg för kommunikation
Tänk om:All information som når en anställd är relevant för honom eller henne?
All nödvändig teknik vore på plats för effektiv kommunikation?
Intern information vore ett naturligt sätt att stödja verksamheten?
Då skulle:Intern information och effektiva verktyg starkt bidra till att de anställda på Växjö Kommun kan utföra sitt arbete på ett sätt så att det bidrar till högre service och kvalitet för Växjös medborgare och kunder.
Utmaningar Att kommunicera och samarbeta kan vara en utmaning...
Vem kan delta i mötet nästa vecka?Är Lisa på kontoret idag och vilket telefonnummer har
hon?Var är de senaste mötesanteckningarna?Jag har inte tid att resa till Stockholm, men jag
behöver vara med...Per arbetar hemma. Hur håller vi honom informerad?Jag använder Messenger hemma, men inte på jobbet. Vem är ansvarig för uppgiften ”Kick-off ”? Hur når jag snabbt 20 olika medarbetare som sitter
geografiskt åtskilda?
IdagVarje uppgift utförs enskilt utannaturliga kopplingar tillolika funktioner.
Min Kalender
FilMapparEpostMöten
ProjektrumDeladeKalendrar
MötenEpostFil mapparMin kalender
Förändra vårt sätt att kommunicera
ImorgonInformera, använda och dela medsig utan gränser genom att använda en integrerad person centrerad kommunikation och samarbetsplattform.
Du är i förarsätet!
Förändringar
Personen ochdess närvaroi centrum
Min kalenderMina uppgifterMin närvaro
Våra teamVåra delade kalendarVåra delade dokument
EpostSnabbmeddelandeTelefonWebb möte
Projekt rumDelade mapparCommunities
Org. övergripandeExterna leverantörerAndra företag
Vad har vi nu och vad gör vi framåt?
För två år sedan hade 5 olika epost-lösningar i Växjö Kommun (3 st Exchange, 1 st Lotus Notes och 1 st First Class).
Nu har vi en Exchange2010 integrerad med Live@edu (molnet) för eleverna i grundskolan tom högstadiet.
Eleverna på gymnasiet är kvar i First Class.
Inom kort ska vi börja nyttja OCS 14 för telefonifunktioner. Frågan är hur snabbt OCS14 kommer ta över telefonianvändare från vår nuvarande Alcatel-växel?
Ett nytt intranät som fungerar som ett arbetsredskap baserat på Sharepoint 2010 samt Office 2010 är också på gång.
Nästa steg för OCS
Under hösten 2009 hade vi planer på att integrera vår OCSR2 med vår Alcatel-växel.
Men då vi fick frågan från Microsoft om att vara med i TAP-projektet för nästa generation (OCS14) så beslöt vi att avvakta med den integrationen.
Genom det nya TAP-projektet för OCS14 som inleddes under våren 2010, så kommer vi att stegvis att ansluta ett antal telefonianknytningar till den nya OCS14-plattformen och därmed flytta dessa från dagens Alcatel.
Just nu är i vi i lab-fas med OCS14.
Efter sommaren är det dags att genomföra steg-1, dvs sätta upp OCS14 i produktion för all normal CS-funktionalitet samt 50 telefonianvändare. Detta parellellt med OCSR2.
Sedan kommer vi stegvis utöka med fler telefonianvändare fram tom releasen i höst/vinter 2010 och avveckla OCSR2
Vad vinner vi på detta?Det sägs i olika utredningar att man kan tjäna 5-30 minuter per användare och dag med en UC-lösning. Tid, pengar och miljö är möjliga att spara på med UC.
Exchange 2010: Den nya epost-lösningen har redan genom det nya webbgränssnittet (OWA) skapat vinster tidsmässigt för användarma. Det krävs mindre tid av IT att drifta epost-lösningen, lagringen är billig och ingen backup behövs! Den nya Outlook 2010 kommer göra alla användare än mer nöjda och effektiva.
OCS14: Genom att få ut användandet av närvaro, snabbmeddelande, webbmöten, telefonifunktionerna i Växjö Kommuns verksamhet kommer vi spara mycket tid och göra miljön en tjänst genom minskat resande.
Telefoni: Enligt de beräkningar vi har gjort kommer vi sänka enbart telefonikostnaderna med minst 50% (främst specialiserad hårdvara, serviceavtal på växel och licenser).
Sharepoint 2010: Genom att få en modern samarbetsplattform så kommer vi bli mer effektiva inom/utom Växjö Kommun. Enklare att hitta information och att söka efter den.
Office 2010/Windows7: En ny klientplattform med Windows7 i botten kommer ge användarna bättre och moderna verktyg och ett säkrare, effektivare sätt att arbeta.
Vi syns imorgon i vår nya kommunikation och samarbetsplattform!
Per Andersson, IT-chef / Koncernstrateg IT, Växjö Kommun
Epost: per.andersson@vaxjo.se Mobil: 0703-417326
Presentation UC summit
Agenda
Sandvik GroupSandvik IT ServicesOur thoughts around Unified CommunicationPBX 2010 - Procurement of Communications as a Service with support for global deliverySupport organizationSuccess factors – implementation, experiences do´s and dont´s Next step
We are in places you would least expect
Sandvik investor presentation 2009 Page 4
Business concept
Sandvik shall develop, manufacture and market highly processed products, which contribute to improve the productivity and profitability of our customers.Operations are primarily concentrated on areas where Sandvik is – or has the potential to become – a world leader.
Order intakeInvoiced sales Operating marginSandvik 61% ownership in Seco Tools
No. of production units worldwideNo. of employees, 31 Dec 2009
SEK 71,285 MSEK 71,937 M
-2.0%
13744,355
Sandvik Group 2009
SANDVIK TOOLING SANDVIK MINING AND CONSTRUCTION SANDVIK MATERIALS TECHNOLOGY
19,078 MSEK 15,328 MSEK32,621 MSEK
Sandvik – Global leader
%
16%
Sales 2009, share of Group total
6%
10%
40%
17%
11%
Sandvik Global presence
Sandvik IT Services
Supports Sandvik Wherever Needed
900 employees Present in all major Sandvik countries1 200 MSEK turnover Partnership with major IT vendors
Supporting• 365+ applications• > 40 000 users
Main Platforms• iSeries• Java/J2EE• Lotus Notes/Domino• Mainframe (z/OS)• SAP/NetWeaver• Windows/.NET
Our thoughts aroundUnified Communications
MailChat
Audio conference
VideoconferencePresence
Mobility
Online meetingFile sharing
Voice
PBX 2010 - Procurement of Communications as a Service with support for global delivery
PBX procurement 2009Keywords
InnovativeSecureFlexibleGlobal deliveryGlobal supportPricingCentral Management
Scope for 2010SwedenSome sites in US, Spain and Australia
Telecom Service –Communication as a Service
Global governance – SGMT Telecom– Technical Service Architect Ozcar Ardfors– Service Manager Louise Ström– Operation Manager Urban Persson
Telecom as a service since.. 1985
Monthly subscription with additional servicesOperator related costAll cost presented on a user based level to resp. cost-center responsible
Support organization
First line support: Local IT Service CenterSecond line support: Global Telecom groupThird line support: Supporting vendor ex: Siemens GSC
Global Telecom team present in three time zonesMain support centers in: Sandviken, Sydney and New York
Success factors –implementation, experiences do´s and dont´s
Do´sClear objectivesAnchoringQoS WAN and LANPrepare for local deviationsVoice is core in collaborationSeek operator independent solutionsCentralization is the key driver for cost savings
Be patient, a big boom can make you crash…..Grow when there is a needRe-use what you have available if possible
Dont´sDon’t start with carrier traffic. –Very localizedDon’t buy a off-the shelf solution–must start with the business needs
Next step
Gradually rollout to all Sandvik (40.000 users…)UC integration (Video, Sametime etc)Central applications
Call CenterAttendants (switch board)Voice mailConferencing
www.sandvik.com
Från vision till verklighet -Erfarenheter från
Unified Communications
Daniel Marberg – Brother InternationalMagnus Bjureblad - Atea
Mål
Visa vad Unified Communications kan tillföra idag.
Syfte
Delge våra erfarenheter.
Mål & Syfte
Vad är Unified Communications – teknist sett?
Rös
tbre
vlåd
a
Tele
foni
Snab
b-m
edde
land
e
Web
K
onfe
rens
Vide
oK
onfe
rens
E-po
st
Nätverk, Säkerhet, Policy
Ett gränssnitt mot användaren
Vad är UC - för användaren?
Vad gör Atea inom UC?
Telefoni
Närvaro & Frånvaro
Kundtjänst
Samarbete
Meddelanden
Fjärrmöten
Unified Communications
Brother International i Norden
Bakgrund
Lösningen
Resultat
Vad gick inte som det var tänkt?
• Hur precense fungerar mellan kalender och telefon
• Delta i mötet LiveMeeting – OCS i Tyskland
• MEX funktionen
Resultatet
Vad gick bra?• Genomförandet – Helheten, konceptet, processen
• Kundtjänst och service– Bättre kontroll och överblick på samtal– Tappar färre samtal– Bättre service för kunder– Lättare & bättre för den enskilde användaren– Koppling till e-post
• Ringa från MOC direkt (via CUCIMOC)• Lätt hantering av röstbrevlådan för användaren• Integrering mellan SWE & NOR
• Nätverket– Är det bra nog?
• Köp inte massa bakelit– Mobiltelefoner– Softphones– IM-klient
• Mobila användare– Undvik parallella infrastukturer
• Telefonist och/eller kundtjänst?• Policys – var tydliga• Utbildning för alla• Köra själv eller köpa tjänst?
Att tänka på
Välkommen till vår monter!
Erbjudande
Tack för oss!
Daniel & Magnus
Morgan de RuiterRegional Manager UC Benelux & NordicsPlantronics
Who am I………..
1998 - introduction of the Argent Office - Lucent Technologies (AVAYA) 12 years experience in the field of UC.
Since then worked for/with global leaders of Unified communications like AVAYA, 3Com, Nortel, Vertical Networks, Alcatel, NEC-Philips, Cisco
Senior Consultant for Cisco Unified Communications
Benelux & Nordics UC specialist for Plantronics
Tulips & Wooden shoes.....
Ear & Mouth....
21st CENTURY WORK SPACENOTEBOOK, SMARTPHONE, WIRELESS BROADBAND
TOPOLOGY OF WORK STUDY - 2007
“ Your most valued activities? ”
“ Where do you do these best? ”
• Interacting with people
• Making space to think
• NOT at a desk in the office
15 Successful Knowledge Workers / Leaders
THE ELSEWHERE STUDY - 2008
“ What type of spaces would you like to work in other than at your desk? ”
• Quiet focus
• Team/meeting places
• Inspiring places
• At home
• Social hub
• Outdoor settings
150 people, all levels, different organisations
SMARTER WORKING STUDY - 2009
“ What kind of spaces really support Smarter Workers? ”
• Secluded areas for focus or privacy
• More collaborative and community space
• Super-efficient work tools and facilities
• More equality and less territories
15 leading organisations in Smarter Working
SMARTER WORKING STUDY – KEY INSIGHTS
SMARTER WORKING STUDY – KEY INSIGHTS
PRODUCTIVE INFORMATION WORK BEHAVIOURS
Deliberation & Contemplation
Secludednot Office Immersion
Open Plan Office
ReflexiveThinking
Busy/Public Areas Refuelling
Away from Office
Joining Forces
Memorable & away from Work Zone
Birth of IdeaAlone
Stimulated
Fission-Fusion
Together
NEW SPACES TO WORK
TOPOLOGY OF WORK – TAKE AWAY
More than half of information/knowledge workerswork better NOT @ Desk, in Office, from 9-5
Each professional has to discover his portfolio of workspaces best for his job and personal work style
Professionals will often work in poor acoustic spaces
Headsets essential for high-fidelity communication
SMARTER WORKING STUDY – KEY INSIGHTS
THE FOUNDATION ENABLERS – MUST HAVE
Portable HardwareSuperlight laptopsTwo mobile phones Long lasting battery
Ubiquitous ConnectivityHigh speed always onWireless voice and data
ReliabilityQuality, overspec’dHighly serviced
BEST TOOLS FOR THE DISPERSED WORKER
Simplified communications
Instant Messaging
One contact list, single mailbox
Click to Dial (PC telephony)
Headsets
Voice Data/Text
Image Video
Real-TimeDialogue
Analogue PhoneMobile PhonePC/Internet Phone
Video CallPersonalConference
InstantAsynchMessaging
Push to Talk SMSIM
MMSIMFlickr
YouTube
Store/ForwardMail
VoicemailGoldmail
Email EmailGoldmail
UNIFY MANY COMMUNICATION WORLDS
ONE PEOPLE Listfor ALL communication modalities and presence
Voice Data/Text
Image Video
Real-TimeDialogue
Analogue PhoneMobile PhonePC/Internet Phone
Video CallPersonalConference
InstantAsynchMessaging
Push to Talk SMSIM
MMSIMFlickr
YouTube
Store/ForwardMail
VoicemailGoldmail
Email EmailGoldmail
UNIFY THREE PHONE WORLDS
One HEADSET to UNIFYmultiple hard and soft phones
Beyond the notebook, smart phone and Wi-Fi
Unified Communications: To know who (in your core team) is there (for you) – presenceTo (quickly) dialogue with them – instant messaging
Headsets:To juggle various phones (desk, mobile, internet)To move and work ergonomicallyFor maximum remote intelligibility (audio presence, free of noise)
UNIFIED COMMUNICATIONS – TAKE AWAY
Intimacy & Impact
Virtual TeamWork
SMARTER WORKING STUDY – KEY INSIGHTS
A NEW WORK DYNAMIC
Culture based on TrustRemote/mobile workers work harder/longer
Shared belief that people want to do a good job
Employer and Employee on the same sidePursuing same cause, vision, goal, objective, result
People are self-motivatedWith freedom, employees naturally take greater responsibility
Empowerment, a necessity & benefit of dispersed working
A NEW WORK DYNAMIC
Collaboration happens naturallyOpportunities born out of work needs/desire to connect
Greater mingling in newer spaces
Measured by results NOT presencePresence is not an indication/proxy for performance
Critical change is to shift to 100% result management
Applied with equality and consistencyNot just for mobile/remote worker
LEADERSHIP IN DISPERSED WORKING
Leading from the front, not micro-management
Belief in Smarter Working, remove fearsIf I can’t see them, do they work?How do I do my job if team operates autonomously?
Reinforce core leadership skillsBuild trust and empower peopleManage by outcomes and not inputFeedback: create virtuous circle (coach, don’t tell)
Organise your dayManaging liberty versus commitments
Set clear boundaries - manage expectationsAvailability and contactability
Maintain professionalism in telephone/virtual communications
Maintain undisturbed high focus/attention
Communicate with clarity in conference callsEngaging a ‘distant’ audience
SMARTER WORKER PROTOCOLS
ACOUSTIC INTELLIGENCE
Speech Impact
Voice Intelligibility
Audio Ergonomics
AUDIO ERGONOMICS
Head(set) ergonomics
Usability
Telephony/audio unification
Health and Safety
Psychology
Handsfree benefits
VOICE INTELLIGIBILITY
Challenges: noise, wind, networks
Consequences of poor audio
Increasing tele-work
What you hear, how you sound
Key ingredient: wideband
SPEECH IMPACT
Beyond voice transmit/receiveBeing understood (content)Engagement and impact (results)
How your voice worksLungs and cords ... keeping them fitPitch – tone – pace – power – inflection - pause
Storytelling
The art of powerful conversations Person-to-person, conference calls
FACE-TO-FACE VERSUS TELE-CONVERSATION
Body Language
55%
Face To Face: Mehrabian, A. (1971). Silent messages. Wadsworth, Belmont, California. Telephone: Mehrabian, Albert & Morton Wiener (1967): Decoding of inconsistent communications.
Journal of personality and social psychology 6(1): 109-114.
Tone of Voice 38%
Message 7%
Tone of Voice 87%
Message 13%
VOICE = CRITICAL FOR DISPERSED WORKING
Tune yourVoice Power
AcousticIntelligence
Speech Impact
Voice Intelligibility
Audio Ergonomics
Speech Impact
Voice Intelligibility
Audio Ergonomics
TOWARDS SMARTER WORKING
FACILITATING THE TRANSITION
Initial focus is on Tangible ChangeReal estate/workplace design and IT
Greatest challenge is transforming People and Work Dynamics
Allowing Information Workers to
work Where & When
they are
Most productive
Cost-effective
And environmentally respectful
SMART(ER) WORKING – DEFINITION
SMARTER WORKING – NEW PRACTICE AREA
Find YOUR Work Space(s)
Convergence around YOUR Head
Master YOUR Voice
21st CENTURY WORK SPACENOTEBOOK, SMARTPHONE, WIRELESS BROADBAND
UNIFIED COMMUNICATIONS & HEADSETS
PLANTRONICS UNIQUE PARTNER ADVANTAGE
The Plantronics Advantage
Voyager™
Savi™Blackwire™
Calisto®UC Office Phones
UC Office Wireless
UC Mobile Wireless
UC Corded Headsets
Compatibility Spring 2010
Optimized UC products provide plug and play call control with OCS –no software needed
Plug in provides call control with UC products and Sametime – no software needed
Call Control with UC products and leading softphones – requires software
Go to market model
Deliver Superior Customer Serviceat Lower Cost with SAP Contact Center Solution
SAP Business Communications Management
Is advanced routing enough for Superior Customer Service?
© SAP 2008 / Page 2
© SAP 2008 / Page 3
How can I make best use of the service resources I have?
How do I ensure the right resources with the right knowledge help solve customer problems?
How do I reduce service costs while maintaining service quality?
How do I manage system costs and reduce TCO?
SAP for Your Contact Center
Challenges SAP Solution
■ Optimize customer facing resourcesby combining multiple sites into one virtual contact center operation
■ Leverage expertise across the organizationfrom the front- and back-office, and in the field
■ Route contacts immediately to best available expert and automate routinesindependent of the contact channel in use
■ All IP and all software based solutionfor front-office contact center agents and back-office experts
■ Native integration to SAP CRM Interaction Centerand CRM processes
■ Short time to valuewith rapid deployment, and system flexibility, scalability and reliability
© SAP 2008 / Page 4
Uncoordinated and inefficient contact center operations, complex systems with limited end-to-end integration and low service levels with poor customer satisfaction drive costs and customer churn.
Contact Center Management CIO’s
Office
Contact Center
Site
■ Limited integration to back-end systems
■ Inflexibility to scale up or down capacity
■ Tedious system updates
Complex systems architecture
■ Inability to get the facts on performance
■ No visibility to how corrective actions are paying off
Limited visibility to performance
■ Complex customer service request leading to long response times and low quality responses
■ Inconsistent customer experience across channels
Low customer satisfaction
■ Distributed resources and know-how not used for customer service
■ Unable to temporarily upscale or downscale resources to respond with variations in customer demand over time
Inefficient resource utilization
Back-office and Field
Inefficient Operations and Poor Customer Service Drive Increased Costs and Customer Churn
Contact Center
Site
HQ
© SAP 2008 / Page 5
SAP enables efficient, consistent and superior delivery of customer service at lower costs.
Contact Center Management
Deliver Superior Customer Service at Lower Costs with SAP Contact Center Solution
■ Monetize existing investments with end-to-end integration
■ Scale up and down in single user increments
■ Short time-to-value with rapid deployment
Cost effective and simplified architecture
■ Know exactly what needs to be improved and where the required savings can be found
■ Take corrective actions with immediate effect
Real-time view and control over operations
■ Leverage expertise in the back-office and in the field to route customer contacts immediately to the best available people
■ Provide consistency and quality across multiple contact channels
Improve customer satisfaction
■ Reduced time spent on each interaction with intelligent routing to experts and automation of routine tasks
■ Flexibly increase or decrease capacity for customer interactions without increasing headcount by leveraging idle resources in the back-office
Flexibility in resource utilization
CIO’s Office
Contact Center
Site
Back-office and Field
Contact Center
Site
© SAP 2008 / Page 6
Business Communications Management Capabilities in SAP CRM
SAP BCM provides a flexible multi-channel, all-IP business communications platform with out-of-the box integration to SAP CRM Interaction Center.
Inboundcontact center
Outboundcontact center
Enterprise-wide communications
management
© SAP 2008 / Page 7
SAP CRM Interaction Center integrated softphone
Communication Mobile Client (CMC)running on Symbian mobile terminals
Browser based BCM softphone
Enterprise-wide Communications MgmtSelect phone terminal according to business need
Microsoft Office Outlook 2003 / 2007 embedded softphone
3rd party application integrated or tailored softphone
SIP desk phone or 3rd party PBX phone
© SAP 2008 / Page 8
Inbound Contact centerAgent tools – browser based BCM softphone
Personal presence management
Active customer interactions info
Real time queue view including login status management
Special call handling tools: e.g. recording, conference, callback, audio settings and quick dialing keys
Call handling tools: answer, hold, transfer, consult, hang-up
Link to Message Panel
Communication Desktop (CDT) offers comprehensive real time multi-channel queue management and monitoring functionality for agents
© SAP 2008 / Page 9
Directory view to access in-house directory and
presence data
Also other directories, e.g. customer, partner and personal can be
created.
Selected person current, future and past
availability information
Inbound Contact centerAgent tools – browser based BCM softphone
SAP BCM directory and presence services improve personnel availability and reduce unsuccessful contact transfers
Quick list to manage personal presence
information
Profiles are always customer specific
© SAP 2008 / Page 10
Inbound Contact centerOut-of-the-box SAP CRM integration
BCM softphone integrated with CRM Interaction Center 4Caller number based
customer recognition4 Answer /reject
incoming calls4 Hang up4 Transfer4 Consult4 Conference4 Toggle between calls4 End wrap-up4 Dial pad for calling out
SAP BCM – CRM integration enables customer service agents to use single user interface to manage incoming customer interactions
© SAP 2008 / Page 11
Inbound Contact centerOut-of-the-box SAP CRM integration
BCM email channel integrated with CRM:4CRM email analysis
integrated withBCM push routing
4Accept or reject incoming email
4Transfer email4End wrap-up4Dial pad for calling out
SAP BCM – CRM integration enables customer service agents to use single user interface to manage incoming customer interactions
© SAP 2008 / Page 12
Inbound Contact centerOut-of-the-box SAP CRM integration
BCM chat channel integrated with CRM:4 Accept or reject
incoming chat4Transfer chat session
via queue4End /leave chat
session4End wrap-up4Dial pad for calling out
SAP BCM – CRM integration enables customer service agents to use single user interface to manage incoming customer interactions
© SAP 2008 / Page 13
Online Monitoring
Location independent browser based tool
Summary view provides “current status at glance” view with a possibility to drill down to summary level or queue specific statistics.
Monitoring user can also define personal monitoring views, set alarm/threshold limits, compare statistics to e.g. previous day or previous weekday
Online Monitoring tool provides comprehensive real time statistics on current business day and current moment
© SAP 2008 / Page 14
Online Monitoring
Agent statistics view provides details for agent performance, current status and queue login statistics.
Monitoring user can control agent queue login statuses and skill settings via Agent statistics view
Online Monitoring enables manager to monitor current performance andtake corrective actions if needed
© SAP 2008 / Page 16
SAP BCM and CRM Blended Analytics
BCM contact handling statistics are feed up to SAP BW /Analytics through out-of-the-box integration
Blended Analytics provide blended communications and business statistics enabling a true 360° customer view
© SAP 2008 / Page 17
SAP CRM Interaction Center integrated softphone
Communication Mobile Client (CMC)running on Symbian mobile terminals
Browser based BCM softphone
Enterprise-wide Communications MgmtSelect phone terminal according to business need
Microsoft Office Outlook 2003 / 2007 embedded softphone
3rd party application integrated or tailored softphone
SIP desk phone or 3rd party PBX phone
© SAP 2007 / Page 18
Example of a Call Transfer Scenario with integrated communications
© SAP 2007 / Page 18
© SAP 2008 / Page 19
Thank you!
01
Unified Communications What to do?
Matthew Finnie CTO
The road to blue sky?
2
Unified Communications 2010
• Unified communications (UC) is the integration of real‐time communication services such as instant messaging (chat), presence information, Telephony (including IP telephony), video conferencing, call control and speech recognition with non real‐time communication services such as unified messaging(integrated voicemail, e‐mail, SMS and fax). UC is not a single product, but a set of products that provides a consistent unified user interface and user experience across multiple devices and media types.[1]
* Courtesy of Wikipedia
Unified Communications with Interoute One the communication network
PSTN
Mob
ile
Customers
InterouteOne
Platform
IPPBXe.g.
Cisco
TDM PBXe.g. Avaya
SIP End
Point
Interoute Network
Secu
re N
etw
ork
Inte
rfac
e
MicrosoftOCS
VVNCustomer Specific
or Interoute Partition
Interoute Network
• A multi technology and access agnostic communication platform for enterprise communication.
• It binds all legacy and new communication methods together through an open standards carrier platform
• PBX vendor and access type agnostic
• IP or TDM • Microsoft OCS R.2.0 compliant
• Onnet Calling
Core motivations
Cost: • Cost of calls; All office to office calls are zero rated regards of geography
• Flexibility in how you route calls and re route calls • Common communication in any location on any device Productivity:• Lower TCO through common administration of all communication services
• Integration of directory services centralised administration of corporate communications via enterprise directory services
• Desktop integration – call control and management as part of the desktop build
• Users can optimise communication around devices not get forced down a inappropriate technology paths
5
How to get started – current choices?
6
Or
Making the choice – challenges
• IUCN (International Union for Conservation of Nature), they headquartered in Geneva plan to roll out Microsoft OCS and Exchange 07 across their organisation with a view to ultimately replace their PBX.
• IUCN wanted to be able to control the migration themselves
• They didn’t want the big bang as they understand OCS is a “new” technology so the effects are “unknown”
Integrate – Separate ‐ Combine – Migrate • IUCN had PBX’s in every office • Rather than rip out the PBX and swing over to OCS “over a weekend” they wanted a controlled roll out of the new technology
• Interoute took over the existing numbers and connected the PBX to Interoute One
• IUCN connected their OCS mediation server to Interoute via our Microsoft Certified SIP trunk
• On a department by department basis they forwarded the numbers until they were satisfied the PBX was no longer needed
SIP Trunking
Worldwide Fixed Line
and Mobile calls
Interoute Hub Management
Portal
Active Directory
Mediation Serve
rOCS
ServerMain customer site 1
Customer site 2
Internet
Remote Customer site 3
Conclusion• Unified Communications is not blue sky and not simply an aspiration -
but it does challenge traditional approaches to buying building and creating services
• Find an approach that ticks the core motivations and allows you to achieve your goals
• Interoute has an approach that allows YOU to CONTROL the migration and the development of your roll out without sacrificing service
Thank you
For more information on migrating to Unified Communication please contact Interoute
10
Interoute’s diverse customer set
top related