2. Preparing for the New
UCC Paradigm
Leif-Olof Wallin
Notes accompany this presentation. Please select Notes Page view.
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Gartner is a registered trademark of Gartner, Inc. or its affiliates.
3. Clashing Organizational Roles
Hi, I'm a Phone Guy And I'm a Software
• My PBXs have run our Based VoIP Guy
business for decades. • What's a PBX?
Why change now?
• VoIP works just fine, and
• We've invested millions when it doesn't, I always
in our infrastructure. We have my mobile.
can't just junk it all.
• Who needs 100% uptime? I
• Who wants to shout at have lots of other ways to
their screen when they communicate and
already have a phone? collaborate!
• You say you don't need • I use Skype, AIM, Second
support, but when it Life and Facebook already.
breaks, I get the blame! Why can't you offer me
• It's insecure! It's something like that?
unreliable! You'll be • IT'S FREE (or nearly so).
sorry!
4. 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?
5. UCC: The Melding of Two Markets
Unified Communications And Collaboration
Voice Unified Unified
Messaging e-mail Email Messaging Wikis
Mail
Voice Unified
Mail Messaging E-mail Wikis
Audio
Audio Social Team Social Team
Conferencing
Conferencing Telephony Presence
PresenceSoftware Presence
Workspaces Software Workspaces
Other
Video Web Instant Collab.
Conferencing Conferencing Messaging Other
Video Web Instant Tools Instant Web Collab
Conferencing Conferencing Messaging Messaging Conferencing 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.
6. The Business Value of UCC
Strategic
Value
Enterprise
Improve performance at an enterprise or
Process department level, on a scale beyond what
Changing is offered by personal or group UCC.
Synergistic
UCC in one
Revenue area benefits
Creating Collaborative other areas.
Support collaborative and team activity. Leverages
TCO Improves the effectiveness of workgroups investments
Bundle in planned and ad hoc activities. across
multiple
Direct applications.
ROI Personal
Geared toward personal productivity.
Tactical Makes individual's tasks easier and
Value more effectively accomplished.
Business Immediate, tangible, Long-term value for
Value quantifiable benefits employees and customers
7. Shifting Focus of UCC Technology
Focus: Device & Web-Centric Multivendor Integrated
Area User-Centric Flexibility Portfolios Silos
Separate servers
Communication Personalized with Integrated Pre-integrated
PBX, e-mail and
Services control in clients Web and mobile servers
more
Data-center model;
Infrastructure Blended carrier- Standards for Only TCP/IP
SOA & Web
Model premise model key app. servers in common
services
Business Blended Plug-ins for Plug-ins for
One-off server
Application business- app. suites: key applications:
integrations
Integration consumer such as ERP, SCM collaboration
Some shared Gartner
Management and SLAs based on Shared directory Separate admin.
Analysis personal goals
admin., reports,
and some reports
Hype
and reports
analytics Cycle
On-demand; Consolidation: Preserve existing
Value to Business Process
across- platform & investment;
& Business Model transformation
organization vendors tactical ROI
Value to Customer and to the Corporation
Higher Lower
Willingness to Invest in Technology
8. Balancing What You Buy and What You
Get Then Training to Maximize the Value
Supports Supports Supports
• Voice (Enterpris • Softphone VoIP/UM • VoIP/UM
and Cellular) • E-mail/PIM/UM • TTS E-mail/PIM/UM
• Vmail • Instant Messaging • Instant Messaging
• PIM – Presence • Presence
• Softphone VoWiFi – VoIP • Audio Conferencing
• Softphone Vo3G – Audio/Video/Web • Videoconferencing
• Email/PIM Conferencing
• Instant Messaging • Audio Conferencing
• Presence • Videoconferencing
• 3-Way Calling • Web Conferencing
• SMS • SMS
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.
9. The Video You See and the Video You Don't
Telepresence Videoconferencing Personal Video
• 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
Conclusion:
• 2% Simultaneous Personal Video Usage > Telepresence Usage!
• Personal Usage is Difficult to Anticipate, Size or Control
10. UCC Spans Many Markets
Enterprise Telephony Social Software
Magic Quadrant Magic Quadrant
E-Mail MarketScope
Web Conferencing IM MarketScope
Magic Quadrant
11. Unified Communications
Magic Quadrant, 2009
Trend challengers leaders
from
Vendor 2008 Comment
+ Carrier base has potential..
ALU - Lacks U.S. market entry.
+ Strong voice products & mkt.
Avaya - Lacks breadth & partnerships.
Microsoft
+ Broad and comprehensive suite. Cisco
ability to execute
Cisco - Lacking some UCC areas. IBM Siemens Enterprise
Avaya Communications
+ Global position and products.
Aastra - Multiple products, not well known. NEC
+ Broad, open & software solution.
Alcatel-Lucent
Siemens - Must re-establish itself. SAP Mitel Interactive Intelligence
+ Broad features in all-in-one bundle. Aastra Technologies
InIn - Not well known in many markets. Nortel
ShoreTel
IBM + Strengthening UC portfolio.
- Uneven acceptance of products. TeleWare
Toshiba
Microsoft + Leading products in key areas.
- Lacks credibility in telecom.
Mitel + VoIP telephony Microsoft integrations.
- Lacks market breadth and partners.
NEC + Improved portfolio depth & breadth.
- Poor UC marketing and sales. niche players visionaries
Nortel + Product function, breadth, vision.
- Chapter 11 filing. Uncertainty.
completeness of vision
ShoreTel & + Increased UC solution breadth.
Toshiba - Not well known in UC market. As of September 2009
+ Mobile telephony integration. From "Magic Quadrant for Unified
Teleware - Lacks product and marketing depth. Communications," September 2009
12. 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.
13. Microsoft, Cisco, IBM:
Pushing Markets Together
• Launched attack on voice space • Bulked up with WebEx, Jabber and
with OCS announcements PostPath acquisitions
• Special voice or communications • Aggressive moves into collab. market,
hardware not needed led by voice and video with work on
• Products complementary to existing integration/interoperability
enterprise voice communications • Positive step into collaboration with
Show-n-Share, Pulse and ECP
• 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
14. What Do Enterprises Need to Do?
Build a Plan!
Vendors
Next Monday:
A B C D E
Inventory organization's UCC knowledge, products,
Fixed partners, business owners, stakeholders and plans
Voice Mobile Identify overlaps and holes
Softphone Take the actions required to ensure that organizational
Audio
structures don't get in the way of plans
Confer- Identify areas that produce the best returns (such as
Web increased sales, faster product development and higher
encing
Video customer satisfaction)
IM Build communication "vision" to drive the business case
IM/
Rich Presence Over the Year:
Presence
Prstnt. Chat Evaluate and test strategic partners' product directions,
their integration options and plans
E-Mail
Don't let vendors drive your plans
Unif. Msg.
Messaging Match vendors' plans to yours, and theirs to each other
Voice Mail Select partners, define road maps, migrations, contracts,
Thick start evaluations and trials
Clients Thin-Web
Over the Next Three Years:
Mobile Re-evaluate partner performance
Collaboration Incrementally expand function and roll-out
Contact Ctr. Test assumptions about benefits and architectures
Apps.
CEBP Evaluate how UCC is affecting change
15. Communications-Enabled
Business Processes (CEBP)
The Current Reality Extended Enterprise
Market Whenever human
CRM ERP II Industry Back
intervention or a decision
Event App. Office is required, the process
must stop and move to
a different infrastructure/
process chain.
Real-Time Voice or Real-Time Voice or
Messaging Infrastructure Messaging Infrastructure Each human intervention
can add minutes, hours,
days or weeks to the
process.
Human intervention may
The Future Potential still be required, but with
communications integrated
Market into the process — presence,
Event messaging, real-time voice —
the delays are minimal. The
application will directly contact
the appropriate person using a
communication application.
Trading Grid
16. 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.
17. Related Gartner Research
A Technology Framework for Enterprise Unified Communications
Bern Elliot (G00173410)
Organizing for Unified Communications
Bern Elliot and Bob Hafner (G00158462)
Magic Quadrant for Unified Communications
Bern Elliot and Steve Blood (G00169996)
VoIP, Unified Communications and Collaboration Key Initiative
Overview
Steve Blood (G00173584)
Critical Capabilities for Unified Communications
Bern Elliot (G00169846)
18. Preparing for the New
UCC Paradigm
Leif-Olof Wallin
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.
19. Preparing for the New
UCC Paradigm
Leif-Olof Wallin
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.
20. 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
37. Major player on the electricity distribution market
1000 distribution customer, 2008
Fortum
Vattenfall
E.ON 1)
Dong Energy
Hafslund
SEAS-NVE
Helsinki
Statkraft*
Syd Energi
Göteborg
7 miljoner kunder
Övriga
0 200 400 600 800 1000 1200 1400 1600
* BKK (Statkraft's stake 49.9%) och Agder (Statkraft's stake 45.5%) inkluderade
1) 50,5% ägs av E.on Sverige – Kainoon Energia
38. Fortum Customer Services
Provides customer services for Distribution and Electricity Sales &
Marketing
Customer Interactions and Sales
Billing and Debt collection
380 employees in Sweden, Finland and Norway
Customer Interaction & Sales Billing & Debt Collection
Facts Facts
Approximately 130 employees
Approximately 200 employees
Billing of Fortum Markets’ and Distribution’s
More than 1,5 million calls handled annually
customers
More than 200 000 emails answered per year
More than 10 million invoices produced annually
More than 10 million payments processed annually
Delivery per year
More than 200 000 contracts renewed or sold / year
Delivery per year
More than 200 000 customer moves managed
More than 100 000 credit controls made
More than 100 000 electricity supplier switches
More than 500 000 electronic invoices produced
managed
More than 700 000 payment reminders sent
24/7 operation for outage calls in Swe and Fin
More than 10 000 disconnections managed
Energy consumption reduction advisory services
Continuous financial reporting and biannual audits
Meter data management in Norway
39. 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
40. 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
41. Fortum Customer Services
Why 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
44. UC&C en del av affärsproduktivitets-
plattformen
Unified Beslutsstöd Dokument-
Communications Samarbete Sök
(BI) hantering
Enkelt och kraftfullt Flexibilitet och kontroll för IT
för användarna
46. Framtidens kommunikationssätt
Instant Video Web E-mail and Audio
Messaging Voicemail Conferencing Telephony Conferencing Calendaring Conferencing
Telephony Instant
Unified Messaging
and
User E-mail/ Conferencing: User
User
Voicemail
Calendaring Audio, Video, User Experience
Experience Web Experience
Experience
User User User
Authentication Experience Authentication
Experience Authentication Experience Authentication
Administration
Administration Administration
Administration Storage
Storage Storage
Storage
Authentication
Authentication Authentication
Authentication Administration
Administration Administration
Storage
Storage Administration
Storage
Storage
Compliance
47. 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 närvaro
i centrum
• Nästa steg för OCS
Därför valde Växjö Kommun en framtidssäker
UC- lösning från Microsoft, innehållande allt • Vad vinner vi på detta?
från Epost till Telefoni
48. 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.
49. Snabb fakta IT-enheten (1 av 2)
Vad är vår vision?
Ett IT inom Växjö Kommun och koncernen
ska 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 gällande
datorer, servrar, datalagring etc. för det administrativa nätet, elev
nätet, publika nätet och näten hos bolagen.
– 250+ servrar
– 6500+ datorer (varav ca 250 Mac)
– 22000+ användare
50. 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).
51. 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!
52. 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).
53. 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:
54. 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.
55. 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?
56. Förändringar
Idag
Varje uppgift utförs enskilt utan
naturliga kopplingar till
olika funktioner.
Möten Fil Min
Epost
Möten Mappar Kalender Förändra vårt sätt att
Delade Epost kommunicera
Kalendrar Projektrum
Fil mappar
Min kalender
Imorgon
Informera, använda och dela med
sig utan gränser genom att
använda en integrerad person
centrerad kommunikation och
samarbetsplattform.
Du är i förarsätet!
57. Personen och Org. övergripande
Externa leverantörer
dess närvaro Andra företag
i centrum Projekt rum
Delade mappar
Communities
Epost
Snabbmeddelande
Telefon
Webb möte
Våra team
Våra delade kalendar
Våra delade dokument
Min kalender
Mina uppgifter
Min närvaro
58. 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.
59. 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
60. 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.
61. 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
65. Agenda
Sandvik Group
Sandvik IT Services
Our thoughts around Unified Communication
PBX 2010 - Procurement of Communications as a Service with
support for global delivery
Support organization
Success factors – implementation, experiences do´s and dont´s
Next step
67. 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.
Sandvik investor presentation 2009 Page 4
68. Sandvik – Global leader
SANDVIK TOOLING SANDVIK MINING AND CONSTRUCTION SANDVIK MATERIALS TECHNOLOGY
19,078 MSEK 32,621 MSEK 15,328 MSEK
Sandvik Group 2009
Order intake SEK 71,285 M No. of production units worldwide 137
Invoiced sales SEK 71,937 M No. of employees, 31 Dec 2009 44,355
Operating margin -2.0%
Sandvik 61% ownership in Seco Tools
70. Sandvik IT Services
Supports Sandvik Wherever Needed
Supporting
• 365+ applications
• > 40 000 users
Main Platforms
• iSeries
• Java/J2EE
• Lotus Notes/Domino
• Mainframe (z/OS)
• SAP/NetWeaver
• Windows/.NET
900 employees Present in all major Sandvik countries
1 200 MSEK turnover Partnership with major IT vendors
71. Our thoughts around
Unified Communications
Mail Audio conference
Chat
Videoconference
Presence Voice
Mobility
File sharing
Online meeting
72. PBX 2010 - Procurement of Communications as
a Service with support for global delivery
PBX procurement 2009
Keywords
Innovative
Secure
Flexible
Global delivery
Global support
Pricing
Central Management
Scope for 2010
Sweden
Some sites in US, Spain and Australia
73. 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 services
Operator related cost
All cost presented on a user based level to resp. cost-center
responsible
74. Support organization
First line support: Local IT Service Center
Second line support: Global Telecom group
Third line support: Supporting vendor ex: Siemens GSC
Global Telecom team present in three time zones
Main support centers in: Sandviken, Sydney and New York
75. Success factors –
implementation, experiences do´s and dont´s
Do´s
Clear objectives
Anchoring
QoS WAN and LAN
Prepare for local deviations
Voice is core in collaboration
Seek operator independent solutions
Centralization is the key driver for cost savings
Be patient, a big boom can make you crash…..
Grow when there is a need
Re-use what you have available if possible
Dont´s
Don’t start with carrier traffic. –Very localized
Don’t buy a off-the shelf solution–must start with the business needs
76. Next step
Gradually rollout to all Sandvik (40.000 users…)
UC integration (Video, Sametime etc)
Central applications
Call Center
Attendants (switch board)
Voice mail
Conferencing
78. Från vision till verklighet -
Erfarenheter från
Unified Communications
Daniel Marberg – Brother International
Magnus Bjureblad - Atea
79. Mål & Syfte
Mål
Visa vad Unified Communications
kan tillföra idag.
Syfte
Delge våra erfarenheter.
80. Vad är Unified Communications – teknist sett?
Ett gränssnitt mot användaren
Snabb-meddelande
Röstbrevlåda
Konferens
Konferens
Telefoni
E-post
Video
Web
Nätverk, Säkerhet, Policy
86. Resultat
Vad gick inte som det var tänkt?
• Hur precense fungerar mellan kalender
och telefon
• Delta i mötet LiveMeeting – OCS i Tyskland
• MEX funktionen
87. 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
88. Att tänka på
• 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?
92. 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
96. TOPOLOGY OF WORK STUDY - 2007
“ Your most valued activities? ” • Interacting with people
• Making space to think
“ Where do you do these best? ”
• NOT at a desk in the office
15 Successful Knowledge Workers / Leaders
97. THE ELSEWHERE STUDY - 2008
“ What type of spaces would you like to work in other than at your desk? ”
• Quiet focus • At home
• Team/meeting places • Social hub
• Inspiring places • Outdoor settings
150 people, all levels, different organisations
98. 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
101. PRODUCTIVE INFORMATION WORK BEHAVIOURS
Birth of Idea
Alone
Stimulated
Deliberation &
Contemplation Fission-Fusion
Secluded
not Office Together
Immersion
Open Plan Office
Reflexive Joining Forces
Thinking
Memorable & away
Refuelling from Work Zone
Busy/Public Areas
Away from Office
103. TOPOLOGY OF WORK – TAKE AWAY
More than half of information/knowledge workers
work 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
105. THE FOUNDATION ENABLERS – MUST HAVE
Portable Hardware
Superlight laptops
Two mobile phones
Long lasting battery
Ubiquitous Connectivity
High speed always on
Wireless voice and data
Reliability
Quality, overspec’d
Highly serviced
106. BEST TOOLS FOR THE DISPERSED WORKER
Simplified communications
Instant Messaging
One contact list, single mailbox
Click to Dial (PC telephony)
Headsets
107. UNIFY MANY COMMUNICATION WORLDS
Voice Data/ Image Video
Text
Real-Time Analogue Phone Video Call
Dialogue Mobile Phone Personal
PC/Internet Phone Conference
Instant Push to Talk SMS MMS YouTube
Asynch IM IM
Messaging Flickr
Store/Forward Voicemail Email Email
Mail Goldmail Goldmail
ONE PEOPLE List
for ALL communication modalities and presence
108. UNIFY THREE PHONE WORLDS
Voice Data/ Image Video
Text
Real-Time Analogue Phone Video Call
Dialogue Mobile Phone Personal
PC/Internet Phone Conference
Instant Push to Talk SMS MMS YouTube
Asynch IM IM
Messaging Flickr
Store/Forward Voicemail Email Email
Mail Goldmail Goldmail
One HEADSET to UNIFY
multiple hard and soft phones
109. UNIFIED COMMUNICATIONS – TAKE AWAY
Beyond the notebook, smart phone and Wi-Fi
Unified Communications:
Virtual TeamWork
To know who (in your core team) is there (for you) – presence
To (quickly) dialogue with them – instant messaging
Headsets: Intimacy & Impact
To juggle various phones (desk, mobile, internet)
To move and work ergonomically
For maximum remote intelligibility (audio presence, free of noise)
111. A NEW WORK DYNAMIC
Culture based on Trust
Remote/mobile workers work harder/longer
Shared belief that people want to do a good job
Employer and Employee on the same side
Pursuing same cause, vision, goal, objective, result
People are self-motivated
With freedom, employees naturally take greater responsibility
Empowerment, a necessity & benefit of dispersed working
112. A NEW WORK DYNAMIC
Collaboration happens naturally
Opportunities born out of work needs/desire to connect
Greater mingling in newer spaces
Measured by results NOT presence
Presence is not an indication/proxy for performance
Critical change is to shift to 100% result management
Applied with equality and consistency
Not just for mobile/remote worker
113. LEADERSHIP IN DISPERSED WORKING
Leading from the front, not micro-management
Belief in Smarter Working, remove fears
If I can’t see them, do they work?
How do I do my job if team operates autonomously?
Reinforce core leadership skills
Build trust and empower people
Manage by outcomes and not input
Feedback: create virtuous circle (coach, don’t tell)
114. SMARTER WORKER PROTOCOLS
Organise your day
Managing liberty versus commitments
Set clear boundaries - manage expectations
Availability and contactability
Maintain professionalism in
telephone/virtual communications
Maintain undisturbed high focus/attention
Communicate with clarity in conference calls
Engaging a ‘distant’ audience
118. SPEECH IMPACT
Beyond voice transmit/receive
Being understood (content)
Engagement and impact (results)
How your voice works
Lungs and cords ... keeping them fit
Pitch – tone – pace – power – inflection - pause
Storytelling
The art of powerful conversations
Person-to-person, conference calls
119. FACE-TO-FACE VERSUS TELE-CONVERSATION
Message Tone of Message
7% Voice 13%
38%
Body Tone of
Language Voice
55% 87%
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.
120. VOICE = CRITICAL FOR DISPERSED WORKING
Tune your Acoustic
Voice Power Intelligence
Speech Impact
Speech Impact
Voice Intelligibility
Voice Intelligibility
Audio Ergonomics
Audio Ergonomics
122. FACILITATING THE TRANSITION
Initial focus is on Tangible Change
Real estate/workplace design and IT
Greatest challenge is transforming
People and Work Dynamics
123. SMART(ER) WORKING – DEFINITION
Allowing Information Workers to
work Where & When
they are
Most productive
Cost-effective
And environmentally respectful
124. SMARTER WORKING – NEW PRACTICE AREA
Find YOUR Work Space(s)
Convergence around YOUR Head
Master YOUR Voice
125. 21st CENTURY WORK SPACE
NOTEBOOK, SMARTPHONE, WIRELESS BROADBAND
UNIFIED COMMUNICATIONS & HEADSETS
127. Compatibility Spring 2010
Call Control with UC
products and leading
softphones – requires
software
Plug in provides call
control with UC products
and Sametime – no
software needed
Optimized UC products
provide plug and play
call control with OCS –
no software needed
150. 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
151. Unified Communications with Interoute One the
communication network
• A multi technology and access
agnostic communication
platform for enterprise IPPBX
e.g.
communication. Cisco
PSTN
• It binds all legacy and new TDM PBX Interoute VVN
Secure Network Interface
e.g. Avaya Customer
communication methods One
Specific
Platform
together through an open Customers or
Interoute
standards carrier platform Partition
SIP
• PBX vendor and access type End
Mobile
agnostic Point
• IP or TDM Microsoft
OCS
• Microsoft OCS R.2.0
compliant Interoute Network Interoute Network
• Onnet Calling
152. 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
154. 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”
155. Integrate – Separate ‐ Combine – Migrate
• IUCN had PBX’s in every office
• Rather than rip out the PBX Interoute Hub
Management
and swing over to OCS “over a Remote Portal
Customer
weekend” they wanted a site 3
controlled roll out of the new Internet
Worldwide
technology Fixed Line
and
• Interoute took over the Mobile
calls
existing numbers and SIP
connected the PBX to Interoute Active
Medi
ation
Trunking
Directory
One Serve
r
OCS
• IUCN connected their OCS Main customer
site 1
Server
mediation server to Interoute
via our Microsoft Certified SIP
trunk
• On a department by Customer
site 2
department basis they
forwarded the numbers until
they were satisfied the PBX
was no longer needed
156. 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