Moving from projects to platforms with rmg steven webb.cwin18.telford
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Moving from projects to platforms with rmg steven webb.cwin18.telford
- 1. CW IN CAPGEMINI WEEK OF INNOVATION NETWORKS MOVING FROM PROJECTS TO PLATFORMS CWIN September 2018 THE JOURNEY TO AGILE
- 2. Moving from Projects to Platforms | CWIN September 2018 © 2018 Capgemini. All rights reserved. in collaboration with 2Moving from Projects to Platforms | CWIN September 2018 © 2018 Capgemini. All rights reserved. in collaboration with Introduction Martin Moore Royal Mail Group Platforms Delivery Director Steven Webb Capgemini Account CTO
- 3. Moving from Projects to Platforms | CWIN September 2018 © 2018 Capgemini. All rights reserved. in collaboration with 3 Introducing RMG • Employs almost 160,000 people. • Delivers more than 1.8 billion parcels and 14 billion letters every year. • One of the oldest organisations in the world - origins trace back over 500 years to 1516 • Operates in 44 countries around the world • Global revenue exceeds £10 billion per annum • Key Brands are: UK Parcels, Parcelforce Worldwide brands & General Logistics Systems (GLS)
- 4. Moving from Projects to Platforms | CWIN September 2018 © 2018 Capgemini. All rights reserved. in collaboration with 4 The Challenge • Getting solutions to market was too slow • Contract negotiations were time consuming • Project teams being stood up need a learning curve • Change was slow and too expensive • Projects leave behind technical debt
- 5. Moving from Projects to Platforms | CWIN September 2018 © 2018 Capgemini. All rights reserved. in collaboration with 5 What we wanted to Create • RMG taking more control of their own destiny • A single permanent team of SMEs composed of RMG and Supplier resources • A badgeless culture • Welcome change and be more Agile • Allow the team to focus on delivery by separating commercial discussions
- 6. Moving from Projects to Platforms | CWIN September 2018 © 2018 Capgemini. All rights reserved. in collaboration with 6 Why we Created Platforms ..supported by SMEs with Platform skills & knowledge.. A group of related technologies and services.. What is a Platform? What does a Platform do? Faster delivery.. ..at lower cost.. ..and better quality..following standard methods and processes Deliver components of a Project • Support P&Ls in Investment Planning • Deliver to requirements of Business IT Towers • Deliver via a Release based approach Deliver Small Changes and Enhancements • Provide fast and efficient response to requests • Changes combined within broader Release schedule Ensure reliable service and future proof capability • Define Strategic and Architectural Roadmaps • Drive Continual Improvement and Efficiency
- 7. Moving from Projects to Platforms | CWIN September 2018 © 2018 Capgemini. All rights reserved. in collaboration with 1 Deliver Value Faster • Demand broken down into smaller chunks • Deliver customer value faster through innovation and the ability to articulate & demonstrate value delivered on a 90 day cadence • Delivered through increased agility, agile adoption and DevOps and automation • Delivery Teams working hand in glove and co-located with the Projects Benefit • We retain key staff and knowledge and maximise productivity. • On average we are 30% more cost effective compared to classic project lifecycle based delivery • Can more easily absorb more change. 90
- 8. Moving from Projects to Platforms | CWIN September 2018 © 2018 Capgemini. All rights reserved. in collaboration with Manage our Platforms as Strategic Software Assets • Unique bespoke software assets have traditionally been managed through project investment cycles, waterfall governance structures and commodity based sourcing processes, seeking full risk transfer to the supply side. • The combination of these factors has driven high acquisition and maintain costs and left RMG with a high portion of technical diversity across the estate. • Since the adoption of platform / strategic software asset management processes we have seen performance step changes. 2 Benefits • Over the 3 year term, Platforms using this model have delivered 50%+ cost reductions • Reduced lead times 30%+ • Actively reduced technical debt • Significantly lower level of technical diversity
- 9. Moving from Projects to Platforms | CWIN September 2018 © 2018 Capgemini. All rights reserved. in collaboration with Efficiency and Optimisation • Implement the ability to measure TCO for investments that we control (and influence for wider adoption and educate the impact of forced investment cycles) • Reduces commercial activities overhead • Allows skills continuity and simplified resources management • Enable more interesting and innovative work • Brings more clarity and structure across various deliveries within the Platform TCO considerations will contribute to making better business case decisions and highlight the hidden cost of tactical solutions 3
- 10. Moving from Projects to Platforms | CWIN September 2018 © 2018 Capgemini. All rights reserved. in collaboration with 10 • A single badgeless team culture takes time to be established – be patient, but its worth the wait! • Be clear on structure, ways of working and ToRs – publish them out and tell people! • You need a solid Demand Management process to ensure a good stream of Demand to warrant having a permanent team in place. Need to avoid feast and famine. Key Takeaways
- 11. Moving from Projects to Platforms | CWIN September 2018 © 2018 Capgemini. All rights reserved. in collaboration with Questions?
- 12. Moving from Projects to Platforms | CWIN September 2018 © 2018 Capgemini. All rights reserved. in collaboration with This message contains information that may be privileged or confidential and is the property of the Capgemini Group. Copyright © 2018 Capgemini. All rights reserved. A global leader in consulting, technology services and digital transformation, Capgemini is at the forefront of innovation to address the entire breadth of clients’ opportunities in the evolving world of cloud, digital and platforms. Building on its strong 50-year heritage and deep industry-specific expertise, Capgemini enables organizations to realize their business ambitions through an array of services from strategy to operations. Capgemini is driven by the conviction that the business value of technology comes from and through people. It is a multicultural company of 200,000 team members in over 40 countries. The Group reported 2017 global revenues of EUR 12.8 billion. About Capgemini Learn more about us at www.capgemini.com
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- M&S partnering with British Airways to offer customers on short-haul flights the option to purchase a premium food range Amazon’s purchase of Whole Foods Tested but failed example – Walmart and Uber/Lyft: In 2016, Walmart announced that it would begin testing grocery delivery in conjunction with Uber and Lyft. Those partnerships have now come to an end. TechCrunch first reported in 2015 about Uber’s plans to launch a merchant delivery system, wherein goods from retailers would be delivered (via the trunk) and Uber users would be transported to their destination simultaneously. The deal with Walmart, alongside rival services like Lyft and Deliv, marked massive progress for this merchant delivery system. But things haven’t panned out long term. “It is incredibly hard to deliver people and packages together,” said one of Reuters’ sources with a delivery company that works with Walmart and has direct knowledge of the matter. “They are two completely different business models.” For Walmart, which is the country’s largest grocer and gets 56 percent revenue from groceries, the partnerships offered a fast solution to expand its online grocery offerings and improve overall revenue from internet shoppers. Ikea and Task Rabbit providing a solution for pain point of flat pack furniture
- Oasis – have fused their ecommerce site, mobile app, and brick-and-mortar stores into a simple shopping experience. Stores have sales associates armed with iPads that are available to give you on-the-spot, accurate, and up-to-date product information. The iPad also acts as a cash register, making it easy for associates to ring you up from anywhere in the store. If it appears that something is out of stock, the staff can instantly place an online order for you to have the item shipped directly to your home. Halfords replaced its POS system within the retail stores for a mobile and tablet-based solution. In 2018 they received the Retail Technology Award for Best Consumer Experience. Halfords says it knows its customers better since it now has a single view of its customers in both its retail and autocentres businesses. It can now match 59% of transactions to retail customers. Miss Selfridge’s – e-receipts that ar Luxury retail chain Neiman Marcus was awarded the 2017 IRT Retailer Innovation Award in Customer Engagement for its dynamic efforts to make the omni-channel experience as seamless as possible. At the center of their philosophy is a strong belief in personalization. Jeff Rosenfeld, VP for Customer Insight and Analytics, gleans:e well designed, can be triggered via paper receipts, and link to social. The email is sent almost in real time.
- Tesco (Finland) – automated stock replenishment Unilever – PDC, internal insights function > in-house, reduced agency spend, democratise data across the organisation, etc. Coke – another insights centre example One of core features of Jet.com is the "realtime pricing algorithm", which, according to cofounder Marc Lore, aims to gauge "the true marginal cost of getting that product to [customers]".[24] Items are priced based on their locations in distribution centers. If, for example, a user purchases several items that are all located in the same distribution center, their price would be lower than if they are located in separate centers.
- Fixar a posicao do titulo – sempre do lado esquerdo. Sempre que tiver muito texto o coluna deve sempre ser “ narrowed” , se nao fica dificil de ler. Colocar paragrafos no texto. Linha vertical deve ser mais fina e as pontas NUNCA devem ser arredondadas.