Integrating Work Force Management with complementary systems – Unleashing the collective potential Enhancing the performance of field staff, reducing customer fulfillment costs and multiplying efficiencies by creating a system that can handle the complex workflows of workforce management using real-time data while simultaneously being user-friendly and easy to use The Carriers, in their pristine Triple and Quad play avatars, have found innovative opportunities to boost the revenues. 3G has already initiated multiple applications across education, health, finance, enterprises, gaming, entertainment etc. There is a proliferation of devices and customer premises equipment (CPE) as M2M gains ground. And as we move to 4G, the data pipes will become huge and the present-day value added services will become the core services. The challenges for the service providers are and will continue to multiply with every new offering, services and user applications; sometimes exponentially. Spoilt for choices, the customers are placing more and more emphasis on providing high quality uninterrupted service sometimes across multiple screens and locations. As operating budgets shrink, carriers are relying on operational efficiencies to boost the bottom lines. Workforce management (WFM) is one system of carriers’ ecosystem that is capable of meeting the dual objective of bringing operational efficiencies by optimizing workforce and improving customer satisfaction by reducing fault detection and service delivery time. The Opportunity: Workforce Management In the present times of increasing labor costs and high employee churn, it is critical to optimize performance and ensure high productivity from the workforce. More completed jobs per day/ per staff, fewer repeated jobs, fewer accidents lead not only to improved customer satisfaction but also to reduction in operational costs. WFM has a tremendous impact on business productivity. That being said, a single application; no matter how sophisticated; rarely provides for the necessary automation or optimization; which can only be achieved by integrating WFM to multiple complementary applications to share or aggregate needed inputs of data and triggers.

1. Integrating Work Force Management
(WFM) with complementary systems
Unleashing the collective potential
April 2012

2. “Enhancing the
performance of field
staff, reducing
customer fulfillment
costs …...”
…..and multiplying efficiencies by
creating a system that can handle the
complex workflows of workforce
management using real-time data
while simultaneously being user-
friendly and easy to use

3. “The Carriers, have
found opportunities in
multiple applications
across education,
health, finance,
enterprises, gaming,
entertainment to boost
the revenues.”
“…. There is a proliferation of devices and
customer premises equipment (CPE). And
as we move to triple and quad play, the
data pipes will become huge and the
present-day value added services will
become the core services.
”

4. “The challenges for the
service providers are
and will continue to
multiply with every new
offering, services and
user applications;
sometimes
exponentially. ……..”
........ Spoilt for choices, the customers are
placing more and more emphasis on
providing high quality uninterrupted service
sometimes across multiple screens and
locations.

5. “As operating budgets
shrink, carriers are
relying on operational
efficiencies to boost
the bottom lines.……..”
........ WFM is one system of carriers’
ecosystem that is capable of meeting
the dual objective of bringing
operational efficiencies by optimizing
workforce and improving customer
satisfaction by reducing fault detection
and service delivery time.

6. Today, most of the system; that form a part
of the critical workflows of field staff; work
in isolation with other systems
Integration for Delivering business value Business Benefits
•Completing the automation loop and filling •A reduction in the response-time by
the lacunas. approximately 25%
•Unleashes the untapped potential of •Repeat service drop by 38%
applications to meet the dynamic planning
E.g, allowing for timely feedback or quicker
needs of demand-oriented multi-skilled
rescheduling for repeat jobs; the decision
environments
makers can take better decisions on field force;
effectively.
Proprietary & Confidential. ©Aricent Group 2011
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7. Integration of WFM with key applications
provides for the much needed cohesivness.

8. System integration
brings the much WFM System integration strategy
starts with defining the key
desired evolution of objectives, existing systems,
workflows and workload and leads
the application and
to a system that will cater to the
specific and emerging needs of the
business.
processes • It however comes with its own set of
challenges that can turn into important
obstacle if not planned for in advance.
• System integration requires careful
planning and a deep understanding of
organizational priorities.
• It will be long iterative process where
feedback from multiple sessions like
scope, feasibility and budget will be
continuously incorporated.
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9. System integration requires careful planning, deep
understanding of organizational priorities and
managing the challenges

10. It is important to
define the scope. Multiple business units are
always vying for the same IT
budget
• Invest time to build an
understanding of user
requirements, challenges,
immediate priorities and long term
goals.
• It is important to understand what
needs to be done and minimize
the clamor.
• The most pragmatic approach
under these circumstances is to
plan for with system integration in
phases and addressing various
sets of challenges as you go.

11. Conduct a thorough System integration uses not only
technical feasibility WFM components but also a
large number of existing
components designed under
different set of requirements,
objectives, assumptions, fault
tolerance, reliability and security
protocols.
• A good design can help you get
through the challenges of system
incompatibilities - inadequate APIs,
non-coherent data structures,
partial interoperability-where it is
almost impossible to trigger a
command into one system from
another; different reliability and
uptimes, anarchy issues where
subsystems have different methods
of authorization authentication and
user rights management.
• It helps to include the existing
vendors at the feasibility and
planning stage itself. .

12. Design for
robustness The key design
challenges will be to
avoid introducing the
system instabilities
when faults and failures
in one component
cascade along, leading
to system wide failures.
• Thus SI design must be
capable of isolating and
shunting out the problem
system from other as
needed.

13. Budget is the most
common pitfall. It is necessary to budget
not just for SI but also
for ongoing maintenance
and testing for new links
that can make the
structure more complex.

14. Good governance
is a critical enabler ….and fundamental
component of any SI
initiatives.
• To overcome this challenge,
emphasis should be laid on
collaborative decision-making
given the evolving user needs
and typically large number
and diversity of stakeholders
and applications with multi-
dimensional linkages.

15. Thank You
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