1. Governance Approach and Guiding Principles

2. Table of Contents Introduction Implementation Approach Overview
Approach Benefits
Governance
Appendix 2

3. Introduction
The intent of this document is to outline the implementation approach and governance model for the Customer Engagement Roadmap initiatives. The approach is based on industry leading methodologies to drive transformation across Customer Engagement channels
The implementation approach utilizes an iterative-based methodology to drive quicker execution and collaboration across IT and business by improving speed of delivery, collaboration and transparency of information
This approach is based on a foundational release followed by a series of continuous improvements releases, as opposed to an overall single system release. Key differences with respect to a traditional implementation methodology include:
Capabilities inherent to the selected packages/applications are leveraged as part of the requirements gathering process, rather than generating functional requirements from scratch
Continuous and iterative collaboration across Business and IT through the project lifecycle
Resources are dedicated towards building solutions that include a level of functionality that is “good enough” to be deployed quickly and can be continuously improved based on needs of the business

4. Customer Engagement Definition
Provide a 360-degree view of each customer across all touch points along the customer journey.
Leverage the 360-degree view to boost the customer experience and relationship
Drive benefits across the organization by improving sales and loyalty, identifying valuable leads, and providing better customer insight
Customer Journey
Marketing
Handset / Device
Telecom Customer Lifecycle
Apps
Website
Call Center / IVR
Third Party Website
Billing
Kiosks
Social Media
Customer
Care
Events
Retail
Network
Sales
Promotions
Guiding Principles
Customer Engagement should extend across the entire customer lifecycle
Customer perspectives are based on a collective experience, not a single touch point or channel
Customer Engagement across emerging channels require solutions beyond legacy CRM platforms
Service
Traditional Channels
Extended Channels
Emerging Channels
Organizations must evolve from traditional, transactional based customer interaction to end-to-end Customer Engagement. Leading the industry is no longer about providing the best products, it’s about providing the best experience at every touch point

5. Customer Engagement Mission and Objectives
Mission Statement
Improve the effectiveness of customer touches across all channels in the customer journey, enabling Client X to establish an industry-leading customer experience
Objectives
Customer Engagement will address our business challenges while creating plans
for initiatives that enhance high priority capabilities

6. Table of Contents Introduction Implementation Approach Overview
Approach Benefits
Governance
Appendix 6

7. Implementation Approach Overview
The implementation approach is an iterative methodology based on concepts from industry leading IT practices. The intent is provide collaboration across Business and IT throughout the program lifecycle and accelerate implementation speed by delivery
Success Factors
Description
Simplify and minimize customization
Leverage “best-of’-breed” industry leading technology solutions to enable business capabilities and functions
Conduct technology proof of concept and engage business to focus on optimizing the business processes and governance models
Drive and enable business transformation
IT will be responsible for driving the end-to-end implementation and delivery of capabilities and functions. This will allow the business to focus on process enablement and business optimization
Leverage iterative and repeatable process
Utilize an iterative approach for managing the program lifecycle – enabling more collaboration between IT and the business, allowing IT to respond quickly to changing needs
Manage expectations
Frequent and transparent communication across program leadership, business and IT to provide greater visibility to program progress, as well as, accelerate discussions on critical decisions, issues and dependencies
Embrace the inherent change in the business environment and technology landscape, with a focus on delivering value quickly and providing discipline and transparency to achieve the desired project results 7

8. Implementation Approach Overview
The proposed approach encompasses the iterative approach led by IT and collaboration with business earlier in the process than existing, traditional models
A series of short implementation “sprints” will be used instead of a “big bang” approach. This will accelerate time to market and allow for new capabilities to meet changing business needs
The typical phases of a deployment still exist (i.e. Requirements, Design, Development), however, they happen with each release and with collaboration between IT and Business
Approach
Sample Activities
Timing
IT Facilitates, Business Prioritizes
IT Drives Technology Enhancement, Business Leads Process Optimization
Identify high priority functions using the Customer Engagement Roadmap
Hypothesis for solution
Build & test rapidly with real users
Learn
Deploy
Project Management Planning, Scope definition, Use Case Development
Train the Trainer Sessions, Dress Rehearsal, Cutover
JAR / JAD Sessions, Development/Configuration, Unit and Integration Tests, UAT, Cutover Planning
2-4 weeks
8-12 weeks
4-6 weeks 8

9. Customer Engagement Capabilities Prioritized Initiatives
Initiatives were defined to enable the foundational capabilities for Customer Engagement
The recommendation as to which functions should be enabled is based on industry expertise and an understanding of our greatest needs
Customer Engagement Capabilities
Prioritization
Prioritized Initiatives
Customer Touch
Campaign MGT / RTD
Auto Fulfillment
Social
Media
Started with 87 capabilities identified across key Customer Engagement domains
Analyzed industry trends and compared Client X current state to competitors for each of the 87 capabilities
Validated capabilities findings with Client X teams and developed hypothesis on a shortlist of 27 Initiatives
Validated hypothesis with Industry SMEs and refined list to 10 Initiatives
2 initiatives were selected as Prioritized Initiatives to solidify the future vision for Customer Engagement. These initiatives are:
Customer Touch
Campaign Management / Real Time Decisioning
Immediate Focus

10. Prioritized Initiatives Summary
The Customer Engagement Roadmap helped define the leading capabilities associated with the varying domains and business entities in Customer Engagement. Each of initiatives below have been mapped to the CE Roadmap based on the functions introduced and how those functions tie to capabilities/ domains.
Customer Touch
Provides a 360-degree view of each customer across all touch points along the customer journey, extending across the entire customer lifecycle and based on the customer’s collective experience.
Functions
Capabilities
Customer Data Capture
Customer Data Retrieval
Summarized and Aggregated Customer Data
360 Degree View
Data Augmentation
Campaign Management
Campaign Management applications help organizations segment, target and manage multichannel marketing messages. Real-Time Decisioning (RTD) utilizes multi-channel “session-based” intelligence and customer data to score and present one or more pre-defined offers.
Functions
Capabilities
Marketing Operations Management
Marketing Automation and Optimization
Campaign Management
Real-time Offer Management
Real-Time Decisioning
Marketing Mix Advisor & Performance Management
Digital Marketing and Data Integration
Customer Link Analytics
Social CRM
Social CRM is a channel that touches all aspects of the Customer Engagement Continuum. It consists of five dimensions that enable consumer engagement across all social platforms. These are:
Brand management
Customer care
Sales management, lead generation, & conversion
Campaign management
Engagement
Functions
Capabilities
Listening, Lead Generation, and Trend Identification
Social Accounts and Contacts
Social Data Segmentation and Enrichment
Social Campaign Alignment and Analysis/ Refinement
Social Media
Social Commerce and Publishing
Performance Monitoring and Amplification
Social Trouble Shooting

11. Table of Contents Introduction Implementation Approach Overview
Approach Benefits
Governance
Appendix 11

12. Benefits of an Iterative Approach
Improve quality through use of a package inherent features and industry leading practices with business validation
Leverage package and leading practices to enhance process instead of customizing the application
Realize ROI faster by releasing the most pressing functionality earlier in the program lifecycle (i.e. foundational + enhancement releases versus “big bang” approach)
Deliver value early and more often
Multiple deployments for sets of requirements/business cases rather than one deployment
Identify business needs, gaps and risk throughout the program lifecycle
Iterate through design, build and deploy
Enable better collaboration between EIT and Business
Build testing into each cycle so that defects are identified and resolved before the team can move on to other features
Reduce Change Requests post go-live by providing greater transparency to the progress
*On average there are 8 CR’s approved per project (1847 CRs / 225 projects)
*For projects > $1M budget, there are 14 CRs approved per project (1601 CRs / 118 $1MM+ projects)
Eliminate post-deployment defects and the need for stabilization funding requests 12

13. Capabilities Definition
An Iterative Approach Mitigates Typical Implementation Issues
The iterative approach is based on concepts from LEAN and Agile methodologies to address the common issues from the traditional capabilities approach:
“The capabilities are unclear and lack the appropriate level of detail for the development team”
“The capabilities are always outdated and out-of-sync”
“The business can never make up their mind on what they want”
“Delivery teams are often overwhelmed by heavyweight, complex capabilities documentation”
Traditional Approach
High Risk
Upfront capabilities
Two separate teams (“silo effect”)
Document driven
Emphasis on locking down capabilities to meet the schedule
Risk Zone - Time elapsed from start of capabilities definition to end of implementation
Time
Launch
Capabilities Definition
Implementation
Iterative Approach
Lowered Risk
Just-in-time and iterative
Cross-functional teams
People and contract driven (“executable capabilities ”)
Emphasis on aligning capabilities to support the business
Deloitte understands Client's cash management business
Capabilities are clarified face-to-face by business analysts and executable capabilities ensure the appropriate level of detail
Capabilities are elaborated just-in-time to ensure that they are up-to-date and in-sync
Capabilities are changed and/or refined to accurately reflect the business needs based on a working system at that end of each iteration
Release
Release
Release 13 13

14. The Approach is Built on Defining Executable Capabilities
Executable Capabilities combines documentation and testing into one artifact that can be easily understood by the business and validate the correctness of the system in real-time. In addition, it starts with capabilities and functionalities inherent to selected packages versus writing from scratch
Before Execution
After Execution
Execute
Business user can click execute to run the test
Execute
The system is tested against the required capabilities
If the test passes then the capability goes green
If the test fails then the capability goes red.
Given that customer 012 has a Family Plan with a shared 1 GB data plan
And the account currently has used 900MB
Customer 012 downloads a 50 MB file
And in a separate transaction customer 012 attempts to download a 100MB file
Then after the first download the account has reached 950MB of data
And the first transaction is successful
And a notification sent to Customer 012 about reaching data limit is successful
And after the second transaction is requested, a notification sent to Customer 012 about transaction putting account over the data limit and requesting confirmation for additional charges is successful
After the customer confirms, the second transaction is successful
Given that customer 012 has a Family Plan with a shared 1 GB data plan
And the account currently has used 900MB
Customer 012 downloads a 50 MB file
And in a separate transaction customer 012 attempts to download a 100MB file
Then after the first download the account has reached 950MB of data
And the first transaction is successful
And a notification sent to Customer 012 about reaching data limit is successful
And after the second transaction is requested, a notification sent to Customer 012 about transaction putting account over the data limit and requesting confirmation for additional charges is unsuccessful
After the customer confirms, the second transaction is unsuccessful
Capabilities can be written in the form of a “story” using the language of the business
Other formats can be supported (i.e. use case, process, etc.)
Executable capabilities serve as “contracts” between the business and the delivery team. Making capabilities executable allows the business to clearly describe and validate requested functionality 14

15. Table of Contents Introduction Implementation Approach Overview
Approach Benefits
Governance
Appendix 15

16. An Iterative Approach Requires Strong Governance
Implementing an iterative approach requires the establishment of a strong governance model which includes the “mechanisms and processes by which an organization directs or controls aspects of its technology investments.” Below are the key elements that comprise a strong governance model:
Governance Board: Business owners, IT owners, Executives, and third-party SIs to provide strategic direction for the program
Charter: Set direction, clarify mission, define scope and timeline, articulate business case
Communications Plan: Clear executive messaging is critical to set direction, however, transparency of communications should be at all levels
Decision Guidelines: Set decision rights at all levels to ensure program does not slow down due to lack of decision making
Initiative teams: Define roles responsibilities and establish accountability for implementation teams
Vendor Management: Necessitate new types of contracts, SLAs, and pricing models
Vendor Management
Governance Oversees Four Stages in the Solution Life Cycle
Planning
Implementation
Continuous Development

17. Governance Best Practices
Four strategies will enable maximum effectiveness of the governance structure and allow us to capitalize on the CRM solution
Process
Description
Planning
Drive deeper IT and business collaboration
Incorporate business and technology needs into the planning process
Use a top-down and bottom-up approach by including stakeholders from both ends of the organization as part of the governance board
Use information worker and end user personas to guide development cycles
Implement quick solutions that provide a level of functionality “good enough” to operate the business and can be continuously enhanced
With the flexibility and agility to enhance the solution after it is deployed, be prepared to make changes quickly
Rely on skilled Business Analysts to support project implementation
Too many approvers slows the process – set decision rights and limit approvers
Implementation
Deploy “good enough” solutions
Continuous Development
Embrace continuous enhancement
Establish a process of continuous development – being with a foundational release and improve through enhancement releases versus focusing on a “big bang” approach
Define clear enhancement prioritization processes
Plan for closer ties with the vendor for infrastructure upgrades
Vendor Management
Adopt new approaches to drive accountability
Establish appropriate SLAs and safeguards to protect against vendor failure
Include Vendor Leadership in Governance Board to drive “partnership” and joint accountability for program success

18. Sample Governance Model
Implementing an iterative approach requires a governance model which provides the mechanisms to support an accelerated program lifecycle and greater collaboration across Business and IT
For Prioritized initiatives, the Governance Model examples below will be used to oversee the implementation of these programs and used a “pilot” for a target state model for EIT
A joint Deloitte & Client X EIT team using the “Two in a Box” delivery model is suggested to drive collaboration and deliver better organizational performance
Business and IT Led Initiative
(Ex: Campaign Management / RTD)
IT Led Initiative
(Ex: Customer Enagement)

19. Governance Model: Executive Steering Committee
Focus Areas
Responsibilities
Decision Rights
Program Strategy and Guidance
Provide overall direction and guidance
Prioritize project goals and approve project strategies, program scope, implementation plan, and budgets
Review progress and ensure milestones are met
Define Strategic Direction
Approval of workplan and milestone baseline
Approval of modifications to scope, schedule, people and budget
Approval of policy and procedural changes
Program Challenges Resolution
Responsible for making final decision on resolutions to escalated issues, decisions and risks that cannot be resolved by the Governance Board
Decisions on escalated issues, decisions and risks
Governance Board
Delivery Team
Working Teams
Release Management

20. Governance Model: Governance Board
Executive Steering Committee
Focus Areas
Responsibilities
Decision Rights
Program Governance
Provide ongoing leadership and overall management of program
Approve program roadmap to meet strategic objectives
Resolve escalated issues and ensure timely decisions within authority level
Escalate unresolved key issues and risks to Executive Steering Committee
Monitor progress toward goals and ensure successful completion of deliverables
Review and approve program initiatives scope to ensure alignment with strategic direction
Final review and approval of all internal and external program deliverables
Approval program roadmap and implementation plan
Decisions on escalated issues, decisions and risks
Governance Board
Delivery Team
Working Teams
Release Management

21. Governance Model: Program Management Office
Executive Steering Committee
Focus Areas
Responsibilities
Decision Rights
Program Leadership
Provide day-to-day leadership and overall management of program
Develop program roadmap and implementation plan to meet strategic objectives
Establish processes, tools and templates required for program management
Resolve issues and ensure timely decisions within authority level
Understand, track and resolve initiative dependencies
Provide Program Management support to initiative teams
Drive Change Management/Adoption of new systems, capabilities and processes
Review and approve initiatives workplans
Decisions on escalated issues, decisions and risks within their authority level
Define overall program status and status within each initiative
Approval of processes, tools and templates to manage day-to-day program
Escalate unresolved decisions, issues and risks to Governance Board
Governance Board
Delivery Team
Working Teams
Release Management

22. Governance Model: Initiative Teams
Executive Steering Committee
Focus Areas
Responsibilities
Decision Rights
Working Teams
Develop scope and timeline for initiative
Develop work plans and execute on activities and tasks
Resolve issues and ensure timely decisions within authority level
Escalate key issues and risks to appropriate Level
Draft initiative scope
Workplan development
Empowered to make decisions, resolve issues/risks
Governance Board
Program Management Office
Working Teams
Release Management
Focus Areas
Responsibilities
Decision Rights
Release Management
Liaison to EIT to provide input to Release Management for program initiatives
Works closely with Initiative Teams and Program Management Office to define Release Schedule for program initiatives
Release Schedule for program initiatives

23. Table of Contents Introduction Implementation Approach Overview
Approach Benefits
Governance
Appendix
Implementation Approach Details 23

24. Identify High Priority Functions
Objectives
Facilitates the prioritization of business capabilities and functions. Plan and prepare for the project, confirm project resource and define agreed project scope (finalize list of high priority business functions).
Key Activities
Activity IT
Business
Develop Project Management Plan 
Install and Configure Tools
Complete Deliverables Log
Acquire and Onboard Project Team
Develop Scope Statement
Define Use Cases
Proposed Deliverables
Project Plan
Deliverable Log
Finalized High Priority Business Functions
Agreed Project Scope
Defined Use Cases
Team
IT Project Manager
IT Business Analyst

25. Hypothesis of the Solution
Objectives
Hypothesize and document a common understanding of how the company intends to use the application and Identify areas where the application system will not fully support the requirements
Key Activities
Activity IT
Business
Perform structured proof of concept prototypes / JAD sessions using business scenarios 
Conduct Fit Gap Analysis
Develop Configuration Design
Develop Functional Specifications
Design To-Be Processes
Assess Initial Change Impacts
Develop End-User Training Curriculum
Develop Testing Scenarios
Proposed Deliverables
Application Prototype
Functional Specifications
To-Be Processes
Test Plan and Scenarios
End-User Training Curriculum
Team
IT Project Manager
IT Business Analyst(s)
Application Configurator(s) for prototyping
Business SMEs
Testing Lead
Change and Training Lead

26. Proposed Deliverables
Build, Test and Learn
Objectives
Iterative software configuration based on the design, perform the testing of the system as defined in the Test Management Plan and test approaches, and develop end-user training materials
Key Activities
Activity IT
Business
Complete Software Configuration 
Develop Software Code
Conduct Unit, String, Integration testing as defined in the test management plan
Develop Cut-Over plan
Develop End-User Training Course Outlines
Develop End-User Training Materials
Proposed Deliverables
Configured Application
Cutover Plan
End-User Training Materials
Team
IT Project Manager
IT Business Analyst(s)
Application Developer(s) and Configurators
Testing Lead
Testing/ QA Members
Testing - UAT Testers (Business)
Deployment Lead
Training Lead
Training Teams

27. Proposed Deliverables
Deploy
Objectives
Prepare the production system and end users for Go Live; activities include user acceptance testing, end user training, cutover dress rehearsal, go/no-go evaluation, Go Live contingency planning and execution of final cutover
Key Activities
Activity IT
Business
Conduct User-Acceptance Test 
Deliver Train-the-Trainer and End-User Training
Execute Cutover Dress Rehearsal
Establish Support Delivery Organization and Conduct Transition
Conduct Final Cutover
Proposed Deliverables
Completion of UAT
Support Plan and Organization Model
Production Ready Application
Team
IT Project Manager
IT Business Analyst(s)
Application Developer(s) and Configurators
Testing Lead
Testing/ QA Members
Deployment Lead
Training Lead
Training Teams