1. Developing the PACE methodology

2. Business planning for Telecom's
Information-Services Department

3. Service and Process Measurements

4. Customer Value Management

5. Systems Development Work Control

6. Information Services Help Project

7. 24 Hour IS Support Review

Developing the PACE methodology
From March 94, Rodger was Process Manager for the Telecom Business Information Services Department (1000 headcount) leading a group of 23 people with responsibility for the development and support of the internal processes and systems used by this department. In addition to this he was responsible for developing and implementing the complete set of business process and systems, design and development methods used to implement these projects. This approach is focused on progressively delivering an open systems / client server environment as the enabler for the operational support business processes.

PACE provides a single methodology within Telecom New Zealand for the parallel development of processes applications, and systems A single approach allows information to be shared within projects, and across projects. It allows redeployment across projects, and controls across projects using consistent project management approach.

Rodger's broad knowledge of methodologies, allowed incorporation into the Design Criteria phase of approaches like creative thinking and customer value management. This ensures that innovative business solutions are developed, then considered within a framework that meets the needs of customers, employees, and investors. 

Business needs were more tightly linked to IS projects, with delivery risk reduced in terms of expenditure controls, and on target delivery of business benefits.

In June 1996, Rodger presented a case study on the use of PACE to the Asia Pacific Reengineering in the Telecommunication Industry conference in Hong Kong.

Telecom announced a series of projects in 1993 to totally reengineer its key business processes and information technology systems. Rodger joined the department responsible for this work. His initiatives in looking at the complex range of delivery projects, using multiple approaches saw him selected as the project manager responsible for providing the architectural structure and techniques needed to accomplish this task. Working with consultants from AT&T's Operational Consulting Group from December 93 to February 94, he managed this project which established an integrated set of implementation visions and architectures for Telecom. These covered business processes, information technology, and people change management. This led to a major reorganisation of the Telecom Business Information Services (BIS) Department and the approach to the projects it was undertaking.

Business planning for Telecom's Information Services Department
This work was undertaken to ensure that all IS people were working to a plan with prioritised tactics that were aligned with corporate goals.

Tactics decided at the planning sessions were clearly defined with accountabilities and timings set. The priorities selected had the biggest business benefit for the department and its customers.

In 1992, Rodger visited a number of Japanese companies with the Boston University Asian Field seminar. Elements of the Hoshin Kanri approach studied on the seminar were used for this business planning work. Rodger has also designed and conducted workshops using these techniques for Telecom's CEO and his management team.

The work started at the beginning of 1993 when the Business Services Department was formed to undertake reengineering of Telecom New Zealand's processes and systems. Initially a series of workshops were held using creative thinking techniques to establish a set of strategies. These were then prioritised using Hoshin Kanri matrices. The work continued though to mid 1996 with the maintenance of the plan and review of progress using project management software. Follow up planning workshops and a review of the plan were undertaken annually.

Service and Process Measurements
During 1994 and 1995, Rodger implemented a service and process measurement system for Telecom. This included metrics for customer service, networks, and operational support systems from data extraction through to analysis and reporting.

With the consolidation of several semi-independent companies into one national operation it was found that metrics with quite different definitions had been reported in the past by each of the companies. It was also found that they were not aligned well with customer needs.

The work resulted in managers being able to manage service quality consistently across the company on a day to day basis. An example of this occurred during implementation of a reengineered repair process when service quality dropped. Managers were able to use the measurement system to pinpoint issues during the roll out and restore service quality to its previous level.

A feature of the work was the correlation analysis between the customer satisfaction market research data and internal process data. This proof of causal relationships linked the two sets of data with the "golden thread" that confirms to managers that their metrics accurately mirror customer needs.

The work commenced with a series of leadership alignment sessions with the Chief Operating and Quality Officer, and other senior executives. This defined the business need. Follow up workshops were held to define the high level metrics to be reported monthly to senior executives. These definitions were then expanded into more precise descriptions suitable for programmers to work from. The high level definitions were then translated into a measurements framework. This allowed process designers across multiple projects to come up consistent measurement plans. To store the data being extracted from operational support systems, a data warehouse was established. This enables regular and ad hoc analysis and reporting, with on line access being provided for operational managers.

Customer Value Management
As project manager he established the Customer Value and Satisfaction market research monitors for Telecom New Zealand. Internal service and process measurement systems along with Business Process Management and Improvement were also launched as part of this large multi-year project.

From 1987 to 1989, Telecom New Zealand received very bad media coverage on its service quality. The CEO knew that service had to be improved rapidly. The monitors were established to provide a way of managing and improving Telecom's customer service delivery. When Telecom New Zealand made the change from a department of state, to a state owned enterprise, it had no measurement systems for financial, customer satisfaction, or process and service performance.

The early introduction of elements of customer value management, gave Telecom's CEO, Peter Troughton, his first reliable metrics to track business performance. Long before accurate accounting reports were available, he knew that when customer excellence went up, his costs were going down. The Telecom customer satisfaction surveys were not just designed to measure service performance, they were designed to provide a management tool that improved service.

Rodger's success in these fields are covered in "Managing Customer Value" by leading US expert Brad Gale, in his 1994 book.

The work started with a review of the business needs working with leading US customer value management expert, Ray Kordupleski.An implementation plan was developed which was approved by the executive council. First qualitative research was undertaken across all transactional areas and market segments. Analysis of this information led to design of the telephone surveys. Contracts were let for the quantitative research, and these were managed on an ongoing basis. Automated sampling systems were set up. Reporting systems to get the information to managers were established including regression analysis of the data. This provided information for managers to focus business improvement work on. People change management activities were undertaken to get people to use the information. This was coupled with the establishment of internal process and service metric reporting. Training for staff and managers in process improvement and management was undertaken to provide an improvement approach with the tools to allow it to happen.

To track overall implementation progress, Rodger developed a Chairman's assessment based on the US Baldrige criteria. Using this approach, he worked with the Ministry of Commerce, to set up the New Zealand National Quality Awards Foundation, then develop and implement the NZ National Quality Award.

Systems Development Work Control
A system was developed to track and control the development of all software in Telecom, launching it to business areas in integrated business releases.

During 1995, the managers of Telecom's Information Services Department decided that their most pressing priority was to put a system in place for the control of all development work. It had become apparent that improved control of work was necessary as the first step in ensuring that only priority work was undertaken given the limited resources available, and to enable efficiency and quality improvements to be made.

The updated system allowed the to control and give approval for new software enhancement work in a standard manner. This reduced the amount of work initiated, with the result that overall development expenditure was reduced, and that available resources were focused on business priorities.

The project was started with a directive from the IS management team to deliver a control system. Rodger first appointed a project manager, then scoped the work, obtaining approval to proceed with a clear set of business deliverables. A process design was carried out based on work control of software work developed using the PACE Enhancements and Fixes methodology. A range of options were looked at including a workflow type solution and changes to the current system. It was decided to change the existing system so that it provided the functionality required. A logical systems specification was prepared with the software then developed from it. Staff were trained in the new way of working and access provided to all groups needing it for successful management of the development work.

Information Services Help Project
Rodger was Project Director for the project which started with moving call answering to a single reception point, providing training in customer service skills for support analysts, and tracking performance with service metrics. A new process was then designed taking advantage of developments in new help systems technology. The objectives for the technology replacement project were agreed with business owners and translated into a Request for Proposals.

In 1993, the IS Departments in Telecom New Zealand's 5 independent companies were merged into one national Department. The existing regional Help desks were providing an uneven service across the country. Best uses were not being made of people and their skills. Service provided to customers was poor.

The project improved service to customers by moving to a system of on line transfer for calls between service providers, providing service measured against service level agreements. The technology replacement project will allow for 90% live resolution of calls, with the remainder being given date and time commitments.

The project started with approval of budget and then recruiting a project manager to head the project. The old regional help desks were progressively closed and support for currently unsupported systems and for new systems was phased in. Customer service skills training was provided for support analysts. Publicity about the changes was achieved to business areas through newsletters and presentations.

The Help Systems Replacement project was started through a series of leadership alignment workshops using the PACE BPR methodology. Design of the new high level process came next including international benchmarking. Enabling / restraining analysis of technology and people factors was carried out. Exploratory workshops saw the vision for the new service created. Then the new process business rules complete with annual performance targets were decided, followed by data gathering to allow the detailed process design to be completed. This was converted into a Request for Proposals for the new system, which were sent to short listed suppliers.
 

24 Hour IS  Support Review
Analysis of implementation progress on providing 24 hour IS support was undertaken for Telecom New Zealand.

With the move of many Telecom Sales and Service departments to 24 hour, 7 day week service it became necessary to provide IS service on the same basis. Steps were agreed to provide the service needed by internal customer groups. The review was undertaken to check that IS managers had implemented the agreed changes, and to look at further work needed.

The review provided IS Managers with an independent gap analysis, allowing them to take steps to close the gaps, and provide agreed levels of service to their customers. It also identified deficiencies in tools needed for successful delivery of 24 hour service.

Working with the project's owner it was decided to undertake structured interviews with the operational managers, checking for compliance with the agreed implementation plan. These interviews were completed, analysed, then incorporated into a report. This listed work completed, work still to be completed, and further work needed.