cost, collaboration, compliance - your journey through the transformation gateway

TRANSFORMATION GATEWAY

AuthorBerlin, October 31 - November 03, 2011

Cost, Collaboration, ComplianceYour Journey Through The Transformation Gateway

| Cost, Collaboration, Compliance

2© 2011 Capgemini. All rights reserved.

October 31 - November 3, 2011

Cost, Collaboration, Compliance

Capgemini believes that there are three key drivers of the ECM agenda• Cost reductions support company financial performance

• Collaboration supports company agility and reduces time-to-market

• Compliance protects the company in case of litigation

A cost reduction agenda for ECM, if executed with the right staffing, focus, and governance principles, will help accomplish compliance and collaboration objectives at the same time.

Our agenda for today:• How to set a course for changing your sourcing model to a Center of Excellence?

• BNP Paribas’s feedback on cutting costs while improving Quality of Service

Virtualisation and the service centre – Increased flexibility for document management




The challenge

Flexibility Quality of service Savings




Today Target Today Target

3577

35 35

60

132

60 54

5

11

5 11

Profitability and savings

Example: manufacturing company

Sales X2 Purchasing costs 10%

Other expenses

Purchasing

Margin

Turnover

100

220

100 100

Same margin levels




Lower investments Reductions passed on to new customers Longer-term commitment

Less experienced staff Fewer training courses

Knowledge gap in latest versions and functions No awareness of existing bugs and features

Inability to move to industrial production for increased supply and savings

Reduction in supplier margins

Reduction in quality of service

Service support

Upscale in production

/quality

Flexibility and quality of service




HADRS

Virtual SMP

Enterprise Servers

Enterprise Network

Enterprise Storage

ESX Server VMFS

Virtual Center Management Server

Virtual Machines

App

OS

App

OS

App

OS

App

OS

App

OS

App

OS

App

OS

App

OS

App

OS

App

OS

ConsolidatedBackup

How does the market respond?

Service Centre Virtualisation Cloud




An optimised service centre costs our customers about half as much as local support... With better quality results

With increased flexibility

Offshore Service Centre Cost: - 50%

Nearshore Service Centre Cost: -35%

Onshore 3rd party application maintenance Cost: - 30%

On-site 3rd party application maintenance Cost: - 25%

On-site technical assistance

Service centre savings

Service centre requirements: New ways of working

Change in production methods




Commitment mode On-site ATG Service Centre

Responsibility for contract execution Customer Capgemini Capgemini

Invoicing Time & material Work Units Work Units

Commitment to results None SLA SLA

Transition cost supported by Customer Capgemini Capgemini

Place service is delivered Customer site Customer site Mixed Customer/ Cap

Resource sharing None None On request

Ability to alter load Duration of the contract Monthly Monthly

Option of going offshore Impossible Partial Integral

Daily cost Per profile Fixed price Fixed price

Changing the sourcing model changes working methods




Reduced costs, improved quality and flexibility

Automated tests Automated deliveries Offshore service prices Resource sharing across projects More working days Standard price services Driven by service level indicators Up-to-date documentation Knowledge base Publisher’s expertise Space-saving on site Reductions in volume for services Commitments to increased productivity Free transition

Investments required

Strengthened management to cope with relocation

Translation effort (for India) Reverse engineering Cost of offshore publishing resources Capgemini office expenses Travel expenses Rollback cost

Changing the sourcing model requires investments




Feasibility

Return on Investment

Management procedure

Implementation path

Impact on my company’s organisation

Risk identification and coverage

Communication document / Mobilisation

Uncertainties




Choice of indicators

Key aspects of the management approach:

Reason Improvement driver Indicator

Reduce production costs

Reduce the cost per person / day Average cost of a production day

Reduce the cost of the development infrastructures Cost of the platform per implemented CPU

Reduce the cost of deploying a new server Cost of providing a new server

Increase operational staff productivity Number of production days

Reduce hosting and operating costs Hosting and operating costs

Reduce cost of premises Cost of premises

Increase production reliability

Improve management reporting Existence of reporting indicators for SLA

Standardise production costs Value of work units

Automate non-regression tests Number of instances of automated tests

Reduce the number of tickets generated Number of tickets per incident category

Increase service responsiveness and flexibility

Reduce the timescale for processing tickets Processing timescale

Reduce the timescale for delivering a new infrastructure Delivery timescale

Reduce the timescale for producing corrective versions and new projects Production timescale and programming timescale




Key aspects of the management approach: The tool: Portfolio management benchmark file (see attached Excel file) Main components:

• Indicator type

• Target lever

• Affected indicator

Value• Measured against existing

• Projected

• Differential

• Qualification criteria

Flash Benchmark• Qualitative

• Quantitative

Portfolio benchmark

Reason Improvement driver IndicatorValue

CommentMeasured Target Variation

Reduce production costs

Reduce the cost per person / day

Average cost of a production day

496 376 -120 Green, Orange, Red

Increase operational staff productivity

Number of production days


Reduce hosting and operating costs

Hosting and operating costs

65000 400000 -250000 Green, Orange, Red

Reduce the number of suppliers Number of suppliers 4 1 -3 Green, Orange, Red

Reduce cost of premises

Cost of premises 49100 299202 -191798 Green, Orange, Red

Increase production reliability

Improve management reporting

Existence of reporting indicators for SLA

N/A Capgemini Standard Capgemini Standard Green, Orange, Red

Formalise project management grading

Assessment of project management grading

N/A Capgemini Standard Capgemini Standard Green, Orange, Red

Standardise production costs

Value of work units N/A Capgemini Standard Capgemini Standard Green, Orange, Red

Automate non-regression tests

Number of instances of automated tests

0 600 600 Green, Orange, Red

Organise regular application reviews by the publisher

Scheduled number of publisher days

0 50 50 Green, Orange, Red

Reduce the number of tickets generated

Number of tickets per incident category


Increase service responsiveness and flexibility

Reduce the timescale for processing tickets

Processing timescale SLA compliant SLA compliant N/A Green, Orange, Red

Reduce the timescale for producing corrective versions and new projects

Production timescale and programming timescale

SLA compliant SLA compliant N/A Green, Orange, Red

Flash Benchmark

Qualitative criteria Improved qulaity +3 Green, Orange, Red

Quantitative criteria Potential gain in Euros 525798 Green, Orange, Red




Deliverables

Key aspects of the management approach:

Choice of performance indicators

Interview questionnaires

Interview reports

Portfolio benchmark

Choice of study scenarios

Valuation of the potential gains per scenario and consolidation of ROI

Conversion plan

Business case

Management summary document




Please contact:

• Pascal Simons [email protected]

Contacts

mailto:[email protected]

Lessons Learnt BNPP Momentum Berlin

Lucile GIRARDEAU & Jean CHARNAY01 novembre 2011

ITP-ITG 01/11/2011 17

Summary

1. Skill Center within the group

2. ECM and Archiving Skill Center

3. EMC Documentum’s Roadmap

5. Migration/Upgrading and Virtualization

4. Implementation of Outsourcing

6. New Interfaces

ITP-ITG 01/11/2011 18

Skills centers within the Group BNP Paribas

BNP Paribas, an European leader with global dimensions With more than 200,000 employees in 84 countries, BNP Paribas is a European leader in

global banking and financial services, with global coverage and a strong presence in all major financial centers

. Within the IT function, we favor the mutualised approach by developing shared platforms

and coordinating the Competence Centers and Shared Services, particularly in the ECM area.

The objectives of the ECM and Archiving Skill Center :

Capitalizing on the expertise of BNP Paribas on: the document’s lifecycle, from its creation to its long-term preservation (document

management and collaboration) the archiving of objects and regulatory constraints in this area.

Build service offerings that generate savings for the Group

ITP-ITG 01/11/2011 19

ECM & Collaborative Skills Center Service Offering

REACTIVITYA platform ready for use

PERENIALITYA referenced software

Billing units

ProjectJH devis

MaintenanceComplexity of the application

Hosting Number of weighted users

Storage (Go)

Engagement criteria

Application availability24/24 7/7

An estimate within 5 days

A few figures

19 applications forBDDF, CIB, AJG

BNPParibas Assurance, BNP Paribas Real Estate,

RHG, GRM, ITP

A Web interface to access documents, developed from standard components and fully customizable.A library of reusable components, based on our achievements.

•From conception to performance•Hosting on a shared platform•Support and maintenance

Full coverage of the applications with the following services

Technologies

Development and Maintenance of ECM and collaborative solutions for the various business unites and Group Functions

•19 applications ECM (BNPP Assurance, ITPS, CIB, AJG, BNPP Real Estate, RHG, GRM) that is to say 90 000 users worldwide (Europe, Asia, America)

•155 eRoom spaces for 1840 users•1 application Microsoft SharePoint (Collaborative portal and social network) for RetailBanking

ITP-ITG 01/11/2011

Positioning of ECM in the Group

Librairies Business documentary reference Publication of official documents

Reference Quality Compliance

Document management projects IT projects financial products

Business Record Management Approval file banking commission Clients files

Publication Repository of consultation Mass document injection

Documentary Services Blocks for business applications Documentary references portal or website

Group functionsITP - RBIS SDPA Application for sharing documentation IT projects

and assets

PROCEDURES Management procedures level 3

RHGDEC Document management of employees records

CIBAUGIAS (Corporate Finance) Deals document management

ISAssurance REPPI (BNPP Assurance/BDDF) Reporting repositories of

protections tools

Real Estate EXPERTISE Records management expertise of real estate

assets

Examples of performances for:

ITP-ITG 01/11/2011

ECM Roadmap Offer

Reduce the total cost of ownership of ECM applications While increasing the wealth of application features and services

2005 2006 2007 2008 2009 2010 2011

Synchronisation LDAP

Synchronisation LDAP

Flow InjectorFlow Injector

Generation PDF

Generation PDF

High dispo 24/24

High dispo 24/24

Integration Witbe

Integration Witbe

Migration IMGD 6.5

Migration IMGD 6.5

Web servicesWeb services

Optimizing the use of machinery

Gain flexibility

Implementation of the IMGD 5.3

platform

Implementation of the IMGD 5.3

platform

Industrialization of the implementation of applications

Industrialization of the implementation of applications

0

20

40

60

80

100

120

140

160

2005 2006 2007 2008Années

Diminution du coût de mise en oeuvre d'une application classique

Déploiement

Mise en qualification et production

Recette et qualification

Packaging

Développement-ergonomie

Développement-fonctionnel

Exigence et conception

Assistance à MOA

Estimation préalable

The launch of TMA GED

The launch of TMA GED

Migration/upgrade of grouped applications

Migration/upgrade of grouped applications

Outsourcing of development

and maintenance activities

Off the shelf applications

Off the shelf applications

VirtualizationVirtualization

2012

Authentification LDAP / PKI

Authentification LDAP / PKI

New user interfaces based

on the configuration

ITP-ITG 01/11/2011 22

Making use of outsourcing

Outsourcing policy of BNPP Skills internalization Increase in fixed price contracts with a reduced number of different suppliers Invest in mass producable development methods externally

To enroll in this context, the launch of a maintenance, support, and development centre No change to our internal customers Control of the supplier

Through internal quality control through the establishment of INS

ITP-ITG 01/11/2011

Why upgrade the IMGD platform?

Upgrade project in 2010-2011 to a newer version of Documentum allowing for the maintenance and continuity of the IMGD offer.

The platform IMGD entered its 5th year of service and used a version of Documentum (5.3 SP2) at the end of Extended Support publisher like other software layers of IMGD (Websphere, Oracle, Linux)

2006 2007 2008 2009 2010

V 5.3 V 6.0 V 6.5 V 6.6

Documentum version used on IMGD until 2010

• New ergonomics•Improved performance•More settings, less development

Documentum Roadmap

Documentum version used on IMGD since 2011

ITP-ITG 01/11/2011

IMGD virtualized platform

RAC

24

Virtualization of the Documentum platform: Virtualize the third application and presentation of the IMGD chain Use VMWare version 4

Virtualize to gain flexibility

Previous IMGD platform

Linux

Oracle

Linux

Oracle

Linux

CS

Linux

CS

LinuxSoftware

Linux

WAS

Alteon

ESX server of virtual machines

ESX server of virtual machines

Alteon

Linux

Oracle

Linux

Oracle

Chain 1 Chain 2

Physical machine

Virtual machine

Vm

WAS

WAS

Vm

WAS…

Vm

CS

Vm

CS…

Vm

WAS

Vm

WAS…

Vm

CS

Vm

CS…Linux

Batch

Linux

Batch

Vm

batch

Vm

batch

ITP-ITG 01/11/2011 25

Overview of the new platform

Virtualized architecture is credible No virtualization incident No performance degradation

Optimization of resource use Resources deployed in production in virtual machines is 2 times the resources of

physical machines

Scalability of infrastructure Ability to add ESX server and redistributing virtual machines

Flexibility of infrastructure The deployment of a new machine is measured in days rather than months Changing the configuration of the machines (CPU RAM) can be done daily

Flexibiliy of service offering High availability and possible trades autonomy by the dedicated virtual machines Ability to tailor levels of service as needed

ITP-ITG 01/11/2011 26

Limit the development to reduce costs

Context 20 applications based on the webtop Upgrade of 16 applications from webtop 5.3sp2 to 6.5sp3

Average cost of upgrade per application: approx. 50 man-days Customization interface represents the majority of the upgrade cost

XCP/Taskspace offer Allows for a higher level of configuration than webtop

Taskspace application customisations Choice of tabs Configurable interface according to the roles

Definition of forms via Form Builder Introduce some definition constraints of HMI

Forms Management Tab management

ITP-ITG 01/11/2011 27


Goal Using the capabilities of configuring XCP / TaskSpace to restrict customization

of Human Machine Interfaces (HMI) Save time in application development Decrease maintenance costs Decrease upgrade costs

Types of existing applications 1/3 of applications are close to the standard, because either they are simple, or

the business logic is managed outside the GED. 1/3 of applications are close to the standard but have a business logic beyond

the scope of TaskSpace. Their business behaviors are quite similar

1/3 of applications are far from standard or highly costomized Developed directly from the WDK layer HMI webtop highly modified

ITP-ITG 01/11/2011 28


Implementation of existing applications Applications close to the standard

Re-implementation via a TaskSpace application using only the capabilities of the product configuration, supplemented if necessary in Business Objects

Applications close to the standard but have a business logic beyond the scope of TaskSpace.

Determine business behaviors of the HMI : in the form of Business Object Adaptors form or jobs / server method

Reuse common application interfaces and components TaskSpace interface set to the HMI

Applications far from standard or very specific Treated on a case-by-case basis A redesign may be necessary May not be suitable for implementation in XCP / TaskSpace




More information

With more than 115,000 people in 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2010 global revenues of EUR 8.7 billion.

Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want.

A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business ExperienceTM, and draws on Rightshore®, its worldwide delivery model. More information is available at: www.capgemini.com

About Capgemini

Rightshore® is a trademark belonging to Capgemini

http://www.capgemini.com/

cost, collaboration, compliance - your journey through the transformation gateway

Business

quality of service cost

new server cost

cost reduction agenda

compliance capgemini

sla slatransition cost

person dayaverage cost

collaboration objectives

service centre requirements