Capgemini your global aviation partner CoE Aviation

Together. Free your energies

Capgemini – Your Global Aviation Partner
Center of Excellence Aviation
Hikmat Mahawat Khan

Agenda

1 Capgemini

2 Center of Excellence Aviation

3 Airline Challenges

4 Airport Challenges

5 Fundamentals for success

© 2010 Capgemini. All rights reserved 2

Capgemini is a global leader in consulting, technology,
outsourcing, and local professional services
Consulting services  Strategy and business transformation  Technology transformation
 Functional expertise
• Customer relationship management
• Finance & employee transformation
• Supply chain management
• Marketing & Sales  We offer integrated
services across four
Technology services  Application development & integration  Open Source professional disciplines of
 IT transformation: Strategy & Architecture
expertise. These services
 Package implementation
range from strategy
 Business intelligence  Portals development to IT
 Infrastructure & Security  Radio frequency identification systems maintenance
 Mobile technology
 By combining their skills,
the Group‟s four main
Outsourcing services professional disciplines
 Business process outsourcing
offer Capgemini‟s clients
 Application management integrated transformation
 Infrastructure management services
 Transformational outsourcing
 The Group also combines
its areas of expertise to
offer specific solutions
Educational services / across sectors
University  Capabilities management
 Standard / customised training
 Assessments


Capgemini Group is One of the World’s Largest Management
and IT Consulting Firms
Revenue 2009: €8,371 million “Cap Gemini S.A.” is a member of the CAC40, listed in Paris
ISIN code: FR0000125338
Operating margin: €595 million
Operating profit: €333 million
Note: Our brand name is “Capgemini” but the name of our share on
Profit for the period: €178 million the stock exchange is
Net cash: €1,269 million “Cap Gemini S.A.”

2009 Global
2009 Business Mix 2009 Industry Mix Resource Distribution

Consulting Energy, Utilities North
Manufacturing, Rest of Europe,
Local Professional Services & Chemicals Asia & Latam America
Services Retail, Distribution
6.7% &Transportation
13.0%
16.9%
27.5% Financial
16.5% Services
UK &
40.0% Ireland
36.4%
6.9%
28.1% Other France
Technology 8.0%
Outsourcing Services
Public Sector Telecom, Media
Services Benelux
& Entertainment


A Strong Presence…
Group Workforce: 90,516
in More Than 30 Countries Working offshore: 28,004

Russia
Canada

All over Europe
United States
People’s Republic
of China

North America: Morocco
Hong Kong
Mexico 7,950
India
Guatemala

Singapore
Recent acquisition of
CPM Braxis UK & Ireland: Nordic Countries:
5,500 Brazil 7,844 3,681

France: Central Europe:
Chile 19,771 7,724
Australia
Latin America:
1,661 Argentina Iberia: Benelux: India:
4,943 11,163 22,178

Morocco: Italy: Asia Pacific:
261 1,510 1,830

Group Headquarters: Paris, France as of December 31, 2009


Agenda

1 Capgemini




5 Fundamentals for success


Capgemini Offers A Range of Competencies for Managing
The Challenges of The Aviation Clients.... A Snapshot

 CDM  Resource planning (crew, capacity
etc)
 Resource planning
 Amadeus GDS
 Airport capacity planning
 Material management  Asset management
• Stock improvement  Green Aviation
 E-commerce, e-distribution, e-
• Initial provisioning CAA/ATM payment and ancillary
• Purchasing  Operational excellence
Airlines, Air Freight,
 Planning Alliances  Maintenance planning and inventory
 Subcontracting control
MRO- 3rd Party  Planning tools for crew, fleet,
 Maintenance (line & base) Maintenance
 Training centres operations
 Airline business and operation
process design
Engine &
Airports Equipment
Freight & Air Manufacturers
 Sustainable airport
Logistics  Inventory optimisation
 RFID pax and cargo
 Collaborative Decision Making (CDM)  Production planning optimisation
 BPO manuals maintenance
 Technovision
 Business Information Management
 Resource planning; stand and gate planning
 Security and border control  Supply chain optimisation
 Planning & simulation
 Airport management and development
 Reference models
 RFID cargo


The CoE Aviation Plays A Vital Role in Servicing The
Industry in Generic Consulting and Technology Services

Process
 Business Transformation
 Change Management
 Business Case
 People Case
 Programme Management
Office
Technology Consulting
 SAP / Oracle / BI  Operational excellence
 RFID  E-commerce
 APS  Supply chain
 Business Analysis  Management
 Payments  HRM
 Finance Transformation

Center of Excellence
Aviation

CoE Aviation will mix and enriched Capgemini competences with aviation industry knowledge
and tailor it to the customer.


Agenda

1 Capgemini


 Our view
 Ancillary
 e-Payments
5 Fundamentals for success  Distribution
 Green Aviation
 BIM
 Planning


Our View on Key Challenges in The Airline Business

 Airlines facing very thin margins – revenue from ticket sales is not
sufficient to cover the cost

 Technology becoming a stronger component in all processes – the  Ancillary revenue
position of IT is moving from having a network and databases to a  Distribution – Amadeus
CSF tool  Green aviation
 Managing the processes and the customers requires embedding the  BIM
newest technology – existing systems are limiting the success  Resource Planning

 The dynamics of the business requires faster and detailed high level
management information at the same time – a thoroughly developed
management information for every need in running the airline is
fundamental for success

 Regulation, social and environmental demands require the airline to
rethink its responsibility in carbon emission – key question is how to
combine the business objectives with the social responsibility

 The resources of an airline are costly and efficiency in the use of it
is the difference between profit and loss – it is about scheduling of
staff, ground equipment, and fleet efficiently


Airline business and processes simplified in a model;
Capgemini services every aspect of the airline business
Sales & Distribution Network & Schedule
Sales & Distribution Product /
Yield mngt service
Yield Management Service

Airport in Airport out

Pre-flight Departure Flight Arrival After flight

Passenger & baggage Aircraft turnaround
Process Flight processes
process processes

Resources Catering & fuel Fleet & maintenance Cockpit & cabin crew


Ancillary Service Offering Overview
Challenges

 Faced with razor-thin margins and a sensitive industry Solution Snapshot
temperament, Airlines need to address the lingering problem of ANCILLARY SERVICES THAT CAN BE OFFERED
OVER AND ABOVE THE BASIC AIR THAT CAN BE OFFERED*
ANCILLARY SERVICES TICKET
sustainable growth with a permanent long-term solution Car Hire
Hotel Bookings
CROSS-SELLING Catering options

Customer benefits Trip/Travel Insurance
Advertising and offers in in-flight magazine

BASIC AIRLINE TICKET

Changes in seating, baggage, etc.

 Airlines benefit from Capgemini‟s detailed approach of evaluating UNBUNDLING
Cabin Upgrades
Month 1
Program management
Baggage
Month 2 Month 3 Month 4 Month 5 Month 6

Implementation option
PreferredContinuous Program Management, Risk Management and PMO

and implementing Ancillary Services to augment their revenues Fees
Seating
Ancillary

Capgemini Approach
Quick Quick Wins (short term)

 Airlines can efficiently implement the entire ancillary offering end-

Program Integration Workshop
Scan
Ancillary strategy report Implementation option
Merchandise & Gift shop
Online sales and distribution
Lounge Access

to-end in one go UP-SELLING Quick
Co-branded cards
Scan
Quick Wins (short term)

Distribution strategy report - Online | GDS Implementation option

Website payments and fraud and risk management

Our solutions * Illustrative List only
Quick
Scan
Quick Wins (short term)

E-Payments strategy report Implementation option

Definition Design Implementation Running the business

 Evaluation of Ancillary Services and making a choice
 Implementation of Ancillary Services
 Design of Seamless Online Sales & Distribution of Ancillary
Services
 Design and Implementation of e-Payments for Ancillary Services
Our approach / technology

 Evaluate potential products, implement on the right delivery
channel and ensure security of transactions for customers
 For each step, use the “Quick Scan – Quick Wins – Report” Reference projects (selection)
approach
 Reference for payment type roll-outs and operational e-
Target group payments issues at a large international carrier
 Airlines faced with stagnant revenue growth and looking to  Reference of operational excellence in e-business at a
implement Ancillary Offerings to augment overall revenues leading European airline


e-Payments Service Offering Overview
Our solution (as part of Ancillary services)

 In order to describe every aspect related to E-Payments within KQ , the E-Payment Strategy Model will
be used.
 This framework is a standard building block model within Capgemini for assessing the E-Payment
strategy for online retailers. In effect, it contains the full scope of an end-to-end e-payments strategy.

Marketing
Business
& Add-ons
Opportunities / Innovation
Exposure

Accounting Security
Fraud & Risk Payment
& Legislation Information & Components
management methods
Strategy

Settlement Compliance

Contracting
Organisation Technology Foundation
& SLA


Distribution Service Offering Overview

Challenges
Original service chain

 Today‟s emerging eCommerce markets, wireless and mobile Sales &
Marketing
Reservation
agents
Ticket
office
Check-in Lounge
facilities
Gate
services
In-flight
services

technology will influence demand for in-flight connectivity and  Personal  Seat  Ticket  Boarding  Lounge  Boarding  In-flight
selling & call reservation pick-up pass services pass check services
entertainment centre
 Media adv.
 Confirmation

 Original Service Chain Shifting to The Digital Service
Chain in The New Era
Digital service chain
Customer benefits Online Online Ticket Lounge Gate In-flight
sales & Check-in
reservation office facilities services services
marketing

 A Richer Customer Experience and Profitability Through Online  eSales
 eAdvertising
 Online
reservation
 eTicket
 eInterline with
 Internet
eCheck-In
 Wireless
lounge
services
 eGate
 RFID
 eFlight
 eMail
 Freq.flyer partner  Mobile technology
Marketing, Sales and Service Optimisation  Ancillary
eSales
loyalty
services  Mobile phone
or SMS
eCheck-In (2D
code)
 Mobile phone
network
 Last minute confirmation

Our solution and approach

Attract
visitors Research,
browsing
Create online
awareness
Online marketing Find Call to action Online sales
(Traffic) & ordering (Conversion)
Explore

Online
Buy

profiling Customer
Online strategy centric Transaction /
Conversion
Analyse Enjoy
& adjust
Online
support
Online
Measurement retention Growth Online service
(Web analytics) (Return visits)


Green Aviation Service Offering Overview
Challenges

 Faced with regulations as well as social responsibility, airlines
need to consider a holistic view on environmental challenges
Our approach
Board to decide and to
 To turn the threat into a benefit the airline needs to address the Step 1 appoint program lead Step 2
four challenges and go beyond compliancy only  Developing a Green  Implementation of
Aviation program  Approval from Board for Green Aviation program
 The Green strategy impacts the entire airline from Network and the plan including compliancy
 Alignment of plan with
Sales to Operations and E&M Corporate Strategy
 Decision on involvement
Our solutions Decide the lead of external support Program lead with ETS
team within the airline
with limited support from with support from
Capgemini Capgemini
 To serve the aviation business in their green challenge
Capgemini combines:
• Aviation industry knowledge: Centre of Excellence for Aviation
• Information services & management: Technology services
• References in emission management in Energy & Utilities
• Innovation consulting concepts: Business transformation
and change management Capgemini will serve the aviation market towards green
Capgemini’s cooperations offer an one-stop-shopping
service for the aviation industry for their
• Cooperation with others in the industry aviation with service offerings for all four challenges emission challenges

ETS compliance
Carbon
trader

Perception
management BT & Strategy
Climate Legal
advice advisors

Carbon strategy

Auditor /
Green rating® verifier
model


BIM Service Offering Overview
Financial Energy, Consumer Telco Public Life Manufacturing
Industry Products
Challenges Solutions Services
Utilities &
Chemicals & Retail
Media &
Entertainment
Sector Sciences & Transport

Performance Supply Product Customer & Risk Regulatory
Optimisation Chain Insight Channel Management Compliance

Business
 Airlines facing though competition with low margins. Improvement Engagement Business Performance Management

of yield and revenue on one hand and cost and performance Information Strategy

improvement on the other hand is the road to success. Enterprise Delivery Model (BI Competency Centre and Service Centre)

 The need for the right information at the right level is a critical
success factor. Technology
Foundation
BI & Analytics Data Warehousing Enterprise Content Management

 The major challenge is to derive the information from the large Data Management

databases

Customer benefits Solution Snapshot
 Intelligent Enterprises are organisations that are able to put
Four Stage Maturity Model
exploiting information at the heart of the way they do business as
part of a continuous process

Optimization
Statistical Yield Demand Services
Models Optimization Forecasting Optimization

Competitive Advantage
Our approach / solution Market Spend
Optimization
Revenue
Optimization
Fuel
Optimization

 Create an Intelligent Enterprise Roadmap Perf ormance Management KPI‟s Dashboards / Score Card

Customer Network & Financial Revenue Operational
 Execute a value driver analysis at the airline that will identify and Insight Planning Insight Insight Insight

prioritise the critical KPIs and drive the information requirements MDM Reports

 We will use our Airline industry experience to identify and prioritise Customer HUB Enterprise Data Warehouse Integration
Data Quality Data Marts

the relevant KPIs at the airline Commercial Operations Management Technical Finance
Special
Ticketing Services

Sales Flight Crew Frequent Flyer Agent E- Commerce Staf f Cargo

Value extracted from Information


Planning Service Offering Overview
Challenges
 The resources in the aviation industry represents significant
amount of the total cost and assets. The industry is a very capital
intensive and marginal business. Efficient use or utilization of the
resources are critical for the operational margin of a company.
Customer benefits
 Optimized planning leads to significant savings in Costs which is a
necessity in a high volatile low margin industry.
 Efficient planning can lead to significant savings, for example:
• 1% optimization can save 12.000.000 usd in crew
• 2,5% optimization can save 32.000.000 usd in crew
Our solutions
 Resources are expensive and need to be planned efficiently and
be utilized efficiently.
Solution Snapshot
 Advanced planning is a powerful tool for this business
Fleet Crew Gates Check-in Ground staff
 In a highly volatile and low margin industry as aviation it is more Long term
(6 – 12 months)
Fleet planning
(Aircraft type)
Manpower
planning
Manpower
planning

than about just planning the resources. It is about the optimal
utilization of scarce and high capital intensive resources through Mid term
(2 – 6 months)
Aircraft routing
Crew pairing
and assignment
Gate planning
Check-in
planning
Rostering

Advanced Planning & Scheduling (APS) to have an efficient
operation with lowest unit cost. Short term
(2months Fleet control
Crew control /
Gate control
Check-in
Detailed
ground staff
tracking control
– 1 day) planning
Target group
Day of Revision Revision Revision Revision Revision
• The resources in the aviation industry that are all eligible for operations management management management management management

advanced planning are: fleet, crew, ATC staff, ground equipment,
catering, ground staff Each module can be implemented separately or combined to form an integrated solution.

• For airports, airlines, ATC‟s, caterers, ground handlers


Agenda

1 Capgemini



 Our view
 CDM
5 Fundamentals for success  Sustainable Airport
 Business Innovation
 BIM
 Technovision


Our View on Key Challenges in The Airport Business

 Airport facing challenges strong coordination between various  CDM
parties – operational efficiency can be improved with a triangle
coordination airport – ATM - airlines  Sustainable airport
 Business Innovation
 The environmental pressure on airport is increasing. Sustainable
 BIM
operation and growth is at stake – rethinking of pairing social
responsibility and business objectives is the challenge  Technovision
 SAP
 Airport facing very thin margins – revenue from airline is not
 Resource Planning
sufficient to cover the cost. How to generate revenue from the
millions passengers passing through the premises is key to success

 The various systems and technology at an airport are mostly
evolved over the time. Rethinking and setting the future state in a
coordinate way is where Technovision will help them

 To manage the airport processes SAP has the appropriate modules
to be integrated and imbedded in the systems

 The resources of an airport are costly and efficiency in the use of it
is the difference between profit and loss – it is about scheduling of
staff, ground equipment, and fleet efficiently


Airport Business and Process Simplified in a Model

Airline

ATC

Ground Handling
Airport operations

Airport

Sources: Distribution Lab Analysis.


CDM Service Offering Overview
Challenges

 As Air Traffic Continues To Grow and Capacity is Stretched To The Limit,
The Need for A Collaborative Decision Making Is at An All-Time High
 Aviation Industry Challenges Pose Bottlenecks Across The Board for
Airports in Reaching Their Key Business Objectives
Customer benefits
 CDM enables partners to share information and work together more
efficiently and transparently with the common goal of improved overall
performance

Airport  Optimize the use of airport infrastructure
CDM Triad Operations  Airport Operations  Reduce congestion
Partners involved in cdm

 Ground Handling  Reduce ground movement cost
 Optimize the use of ground handling resources
& their objectives

COLLABORATIVE
DECISION
MAKING

Air Traffic Control
 Flexible pre-departure planning and
 ATC reduction in slot wastage
 Reduce Apron and taxiway congestion
AIRLINES
 CFMU  Improve Predictability
 Improve On-time performance  Real time updates to network
 Higher turn-round


CDM Service Offering Overview, continued...

 The Following Transformation Map Depicts The Key Tasks / Activities for Achieving The Roadmap to CDM
Implementation
Establish Disaster recovery and
Deploy software solution for
capturing data points from
Business Contingency plans for all IT Full CDM
and information sharing platforms in
Compliance
Technical l/ Architecture Link

AS-IS analysis of functions as well as airlines to
existing IT systems case of emergencies
determine and display accurate
Evaluate the need for a take-off times
software solution that can
analyze all influencing
Build TO-BE based factors to calculate more Document each process in
on master data Share take-off time with detail, identifying process
accurate taxi-time CFMU
management and Enable Automation of Flight owners and KPIs V. Business
real-time updates Progress Update Create contingency
Map information flows and plans for Continuity Planning
priorities and document emergencies
Establish process for utilization of
Build Data Build adequate display output from previous phases for
Integration Plan take-off predictability Train key personnel on
points for exhibiting flight
emergency scenarios and
status updates along the
respective contingency plans
Turn-round process Map AS-IS taxi-time
Execution and
Post calculation and Build data flows from
Integration sequencing process turn-round and
Support sequencing process to Iv. Dynamic Take-off
calculate take-off Generate stakeholder buy-in
Identify various on the cost and environmental Predictability
Plan & implement Map AS-IS Turn-round parties and factors benefits of take-off
data linkage with process and identify key that influence taxi- predictability
CFMU milestones time & Sequencing
Build algorithm for variably calculating
Define each milestone in taxi-time based on air traffic, status of
detail & identify alert functions, weather conditions, Conduct interviews with functional
points historical data, etc, experts across ground functions to
identify high impact areas for taxi-time Iii. Transparency in
Process mapping of and delays
established procedures for For each milestone, define
information sharing between performance benchmarks, Sequencing
various functions ownership & decision- Engage key functions impacting
makers Ensure consistent data taxi-time to collaboratively devise
Business Process

quality along the Turn-round strategies for reducing taxi-time
Process
Impact Analysis of gaps and
delays for identifying
priority areas Assign timing & priority of Identify and assign responsibilities for
updates along key milestones in updating flight status information along Ii. Turnaround
the Turn-round Process the process
Performance
Gather stakeholder consensus on what Improvement
Define Data processes need to be improved for Turn-
Establish information Integration
sharing protocol with the round Process Improvement
Strategy
CFMU*
Identify Scope of data integration
and responsibilities for all I. Streamlining
involved parties Focus group workshops for leadership and stakeholders for agreement
on standards for message exchange Information Sources

Information Change Management
Sources: Distribution Lab Analysis.


Sustainable Airport Service Offering Overview
Challenges
 Create a positive image  Efficiency of airport operations
 Airports face an image-problem in the community concerning their
 Stakeholder support  Better customer service
environmental impact  Corporate responsibility  Reducing costs
 Airports need a license to operate and grow  Legislation  Increasing competitiveness
 Just like every other company, airports need to minimise their  A step towards Airport Carbon
Accreditation
contribution to
CO2 emission and climate change
Customer benefits
 Strategic and financial benefits: License to operate and grow Financial benefits
• License to operate and grow
• Financial benefits
 Airports can use sustainability as a marketing instrument
6
Our solutions 1
Monitor &
 Airport should Reporting Vision on
• Demonstrate their commitment to society sustainability
• Contribute to a sustainable society within the boundaries of their
own control 5
Our approach / technology The road to
Implemen- Airport 2
 Act pro-actively tation Sustainability
KPIs and
• Determine sustainability-footprint boundaries
• Determine possible sources of emission reduction
• Control the implementation of the solutions 4
3
• Monitor and report emissions Strategy Sustainability
footprints
 The sustainability circle addresses the challenges faced by the
airport from creating a vision to monitoring and reporting results


Business Innovation Service Offering Overview
Challenges
Barriers: Modular Approach of Co-creation

 Airports are becoming less differentiated, to beat the competitors  Jointly with your customers, create new value propositions for
Barrier different elements/modules of the airport:
unique value has to be delivered to the customer A

 The client asks for a personalized experience that is adapted to
Co-creatie: klanten & Fixed Assets
faciliteiten voor co-
(hardware & buildings)
Luggage
creatie Barrier
B Entrances
handling
& Exits
his specific context in time. Technologie : Business
Intelligence
Difficult & expensive to change hardware

 In the new economy old innovation and marketing approaches do  fixed assets Shops Gates &
 fixed procedures
Parking Waiting room
& Catering Hallways
not work anymore  Airport is not the obvious co-creation partner
 lack of tools/knowledge and right culture

Customer benefits
Develop value propositions that are flexible and adaptive to the changing needs of your customers, by using IT systems

 With Co-creation you involve your customers and partners in your  Use flexible components like software and processes to reach a dynamic value
innovation and marketing initiatives, enabling you to create added proposition
 Capgemini‟s Technovision can help to map the business drivers of Copenhagen
value for the individual need of the customer Airport to the technology solutions

Our solutions
 Although the benefits of co-creation are clear, currently some Client Centric Innovation ‘3 steps approach’
Step 1
factors hinder the progress implementing it at airports Capgemini

 These barriers can be overcome by the dynamic value proposition Further (trend)
research

CXX Capgemini Workshop – part I Workshop – part II Capgemini CXX & Cap
Our approach / technology • Verify as-is and • Determination
Business case for
Analysis of results to-be position for Co-creation Implementation of
Client Centric chosen scenario
& workshop (all) brands forms co-creation
 Modular approach of Co-creation Innovation Survey
preparation • Verify preferred
routes
• Exercise: „benefit
tree‟
and co-creation
forms
initiatives

 Develop Value Propositions that are flexibel and adaptive to the Future CXX
changing needs Concept Business decision
Go / No Go
Storyline
 Use the client centric centric Innovation „3 step approach‟ „CXX 2020‟
Step 2 Step 3

Stakeholders

Communications


Technovision Service Offering Overview
 Seven Technology Clusters as defined in the “TechnoVision”:

A new generation of user interface technologies and Internet-based collaboration platforms makes for a compelling,
highly individualized experience. Through it, users connect freely to the outside world to act, interact, collaborate, co-
create, learn and share knowledge.

To grow and innovate, organizations must be able to freely connect to the outside world. This is not only to transact in
more or less predefined and predictable ways, but more and more also to interact: finding unique, new ways of
collaboration and co-creation, using technology to align and combine capabilities, exploring new sales and delivery
channels and unleashing the potential of collective wisdom.

Organizations will be able to change their processes on-the-fly to reflect and accommodate changes in the volatile,
interacting business ecosystem. The underlying information systems that support and enable these processes must
consist of fine-grained, configurable services that can freely be composed and orchestrated into new solutions. The new
generation of tools for process modeling and monitoring provides the means to tune processes at the very moment they
are being executed, and through „composite applications‟, the supporting systems can quickly and easily be configured
and adjusted.
Detailed insight into crucial data and events is a necessity for organizations that want to navigate a constantly changing,
information-rich environment and requires a solid grip on the governance of data. Through the emergence of open
standards and Service-Oriented Architecture, structured and unstructured data can now be extracted from many more
sources, often in real time and increasingly from outside the organizational perimeter.

Core, commoditized business solutions will be increasingly delivered as little-customised, standard software, supplied
through Software-as-a-Service. More and more market (sector) specific core services will be delivered through this
mechanism, freeing organizations from having to spend the bulk of their time, budget and resources on building and
maintaining commodity systems. Eventually, many of these „Sector Services‟ will be completely executed by external
providers.

Infrastructure evolves into a utility-style info structure, supplying all the infrastructural services that an organization needs
to run its business on, including application, information, exchange and collaboration services and – sooner or later –
core commodity business services.

LiberArchitecture describes the elements of an architectural approach to take full advantage of the emerging
technologies in the other clusters. It do not only pertain to horizontal, infrastructural standards, but also address vertical
market- and industry-specific requirements for information exchange and collaboration.


Technovision Service Offering Overview, continued...
 Airports can improve their future-readiness by connecting the TechnoVision
with their Business Drivers to generate an IT Transformation map

Translation to actionable client business Connect influence of technology evolution to
1 drivers
2
client business drivers
Based on Airport industry generic drivers, Co-relate Business Drivers with the
outline the drivers specific to the Client TechnoVision clusters
CLIENT SPECIFIC CLIENT SPECIFIC
AIRPORTS BUSINESS

BUSINESS DRIVERS BUSINESS DRIVERS

Reduction in
DRIVERS

Reduction in
Passenger Check-In Passenger Check-In
time by 20% time by 20%

Improve capacity Improve capacity
utilization by 15% by utilization by 15% by
2012 2012

Creation of the agora Generation of roadmap
3 4
Identify and prioritize the most Critical Create an Transformation Roadmap for IT,
technologies in driving the company business based on the identified priorities in the Agora
90 Days 2009 2010

AGORA

Reduction in
business drivers
Client specific

Passenger Check-In
time by 20%

Improve capacity
utilization by 15% by
2012


Agenda

1 Capgemini




5 Fundamentals for success  Business Case
 Program Management
 Change Management


CoE Aviation Believes In “Setting and Getting
The Basics Right Is Fundamental for Success”

Business case
 Business targets are clear
and measurable
 Business benefits tracked
 Focus on results

Program Management Office Change management
 Organised PM staff  Foundations are ready
 Smooth PM processes  Anticipated changes
 Visibility on progress  Strict procedure to manage
change

CoE Aviation will mix and enrich the Capgemini competencies with aviation industry knowledge
and tailor them to fit the requirements of the customer.


Business Case Leads The Required Change in The
Company. Why Should it be Done? What Is It Actually?

Why a Business Case?

 To make sure and demonstrate that the company will create value by investing in a proposed solution
 To financially justify an investment for a proposed solution
 To help company to take decisions in a professional way
 To prevent the company from investing in solutions that do not create value
 To compare various solution alternatives
 To have a clear understanding of the benefits and costs
 To be able to assess the risks
 To have an approach and metrics for measuring the success of the proposed initiatives, during the implementation phase and
thereafter

What is a Business Case?

 A Business Case is a financial justification for a proposed investment (in our case:
a programme)
 A positive business case shows that the return (the benefits) exceeds the investment (the expenses)
 The Business Case
• Should prevent investing in something with a bad return
• Should not prevent an investment that has a good return
 A Business Case can be used to compare different investment alternatives


Program Management Office Provides A Structured
Way to Coordinate Complex Projects
Integrated Planning and Support The Program Management Office (PMO) is the Business Change Management
 Establish project approval guidelines cornerstone of Capgemini approach to Project  Coordinates the impact of organisational change
Management. The PMO provides the necessary
 Consolidate project plans into a program master  Defines level of consistency in human resources
project management and support functions to
plan plans
enable project teams to perform effectively and
 Identify interdependencies • Roles and responsibilities definition
efficiently. The PMO facilitates performance of
 Elevate scope / design conflicts all the critical functions • Job and skill requirements definition
 Coordinate resolution of conflicts through project • Career planning
management • Performance measurement
• Hiring / severance planning

Performance Measurement and Reporting Financial Management Program Communications
 Establish guidelines for reporting project  Develop a process for project budget approval  Identify program stake-holders
progress against milestones, schedules, and  Develop the project business case requirements  Develop and execute communication strategy for
budgets  Develop guidelines for reporting financial status program stakeholders
 Summarise status for executive management of initiatives, including budget variances  Review communications with affected initiatives
 Coordinate management of significant issues
 Establish guidelines for benefit tracking and
report progress against plans

Risk/Quality Management Resource Management Results Tracking
 Establish customer-oriented, quantifiable quality  Assist in the reporting of resource requirements  Establish quantifiable goals and measures
measures • Time-phased by skill type  Establish procedures to report and monitor
 Establish procedures to report and monitor • Project and permanent resources measures
measures  Assist in the allocation of constrained  Track cumulative results against plan
 Establish program / project risk reporting  Resources to initiatives with greatest need
guidelines
 Ensure development of mitigation strategies by
project management teams


Our Approach Is About Leading Individuals Through
Change to Create Commitment and Deliver Benefits
Commitment 100%
Degree of support for the change

“We like to do
it this way”

Involvement
“Let‟s test it.
Let‟s do it”

Engagement
“This looks OK”

Understanding
“I see the implication for me / us”
Contact Awareness
“I know what it is” Benefits
“I‟m being told about something”
0% Time

Taking people with us and changing behaviours in order to bring about successful change.


How to Ensure Business Objectives Are Met? How to
Ensure Good Quality? How to Finish The Project in Time?

 Your needs drive our tailored service offering

 We can assist you in multiple ways

 “Help me do it” – Consulting & Technology
services

 “Do it for me” – Consulting, Technology &
Outsourcing services

 We, Capgemini Aviation consultants would be
glad to help you with this important
cornerstone project

How can we help you?


Contact Details

Hikmat Mahawat Khan MSc MBA
Principal Consultant
Center of Excellence Aviation

Capgemini Nederland B.V.
Papendorpseweg 100 – P.O. Box 2575
3500 GN Utrecht – The Netherlands
Tel. + 31 30 689 0000
Mob. +31 6 15030946
hikmat.mahawatkhan@capgemini.com
www.capgemini.com


Capgemini your global aviation partner CoE Aviation

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