Budget and Financial Management Control Systems Implementation ICT

Budget and Financial Management Control Systems Implementation & ICT Strategy Definition and Implementation Capgemini Presentation to NCOG Geneva, November 19 th, 2004

Agenda Presentation from Capgemini Introduction 5’ Beat Binder Workstream 1: Demo Time Tracking System 10’ Stephan Burnier Workstream 1: Activity/Output harmonization 15’ Oliver Fröhling Workstream 1: RBB Timeline and Process 25’ Ingo Finck Workstream 2: Progress Report 5’ Beat Binder Workstream 3: Progress Report 10’ Magali Pécout Change Management: Progress Report 10’ Ch. von Wurstemberger Project Management: Project Governance 10’ Beat Binder Questions 15’ All © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 2

Work together (1/3) Capgemini (CG) ITU Steering Committee -- NCOG Members, Co. Co Members NCOG -- Arthur Levin (Secretary), Elaine Baron (Assistant to Secretary, NCOG) Supporting Team -- Artur Gomes, Urs Liechti, Alexander Kushtuev and other NCOG Members Project Directors Beat Binder, Harald Pfeifer Carlos Sanchez, Guy Hoberg PMO Beat Binder, Harald Pfeifer Carlos Sanchez, Guy Hoberg, David Asbery PMO staff support Ariane Laloë Sophie Poncet, Lindsay Jude Change Management Charles v. Wurstemberger Michel Rolland, Jarle Martinsen Quality and Risk management Beat Binder, Harald Pfeifer Stephen Geis, Frank Sap ITU project team -- Pierre Gagné, Guy Hoberg, Carlos Sanchez, Reinhard Scholl, Trajco Gavrilov (a. i. ) Service Delivery management Nicolas Schobinger -- © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 3

Work together (2/3) C G W or k st re a m II In go Fi nc k. Oli ve r Fr öh lin g M att he w Tu rn bu ll ITU Bi z R ay m on d C ha lin da r St ep he n G eis IT Si m o n e S er gi St e p h e n G ei s Groups of deliverables ITU CG Biz Results based budgeting Dirk Heuck; Peter Klingebiel Tim Kelly, Raymond Chalindar, Thierry Cost allocation methodology Petra Goebel; Zeljko Petrina Hugues Depoisier, Thierry Perewostchikow, Jean- Time tracking system Stéphan Burnier SLA and SDR Stéphan Burnier; Petra Goebel IT toolbox Zeljko Petrina, N. N BW Modeling & Reporting Dirk Heuck, N. N HR & ERP Xavier Pastureau; Manuel Sepulveda Jean-Pierre D’ Eramo, Ferid Jemaa, Eric Dahlen, ICT Strategy & Architecture Matthew Turnbull, Jan Wedemeyer Richard Hill, John Boursy, Philipe Lebert, Christian Gerlier, Francine Lambert, Hamid Radjy, Michel Rolland, Raymond Chalindar ICT Governance Jan Wedemeyer Richard Hill, John Boursy, Philippe Lebert, Christian Gerlier, Carlos Sanchez, Michel Rolland Project Mgmt. methodology René Steiner Pierre Gagné, John Boursy, Philippe Lebert, Reinhard Scholl, Hamid Radjy Perewostchikow, Jean-Pierre Lovato, Winnie Nicolas. Jomard, Aminul Haque, Andrew Taylor Paul Lovato, Willy Justrich, Aminul Haque, Sam Thambiah, Gabriella Pertile IT Glauco Missioneiro Thierry Perewostchikow, Jean-Pierre D’ Eramo, Ali Sbai, Chris Avram Sion, Hugues Depoisier, Ferid Jemaa, William Ijeh, Aminul Haque, Yajaira Freudiger, Andrew Taylor Amey, Thierry Zaradez William Ijeh, Hugues Depoisier, Gabriela Pertile, Ferid Jemaa, , Winnie Nicolas-Jomard, Aminul Haque, Sam Thambiah, Thierry Perewostchikow Jarle Martinsen Raymond Chalindar, Willy Justrich, Aminul Haque, Ferid Jemaa, Christian Gerlier Glauco Missioneiro Ferid Jemaa, Alassane Ba, Gabriella Pertile, Thierry Ali Sbai, Damian Perewostchikow, Nada Mijovic, Philippe Lebert Soto, Thierry Zaradez Aminul Haque, Dominique Porcheray Tuyen Phan Stephen Geis, David Asbery Steffen Weigert © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 4

Work together (3/3) Finance-to. Manage Document management Conference processes W or k st re a m III M ag ali Pé co ut Ph ilip pe C ap ita in e Si m o n e S er gi Publication-to. Dispatch Order-to-Cash Purchase-to-Pay Trip-to. Reimbursement Hire-to-Retire IT-demand-to. Supply Xavier Pastureau Daniel Milagre Raymond Chalindar, Pamela Type, Thierry Perewostchikow, Gabriella Pertile, Winnie Nicolas. Jomard, Férid Jemaa, Alassane Ba Claude Briand, Patricia Janin, Linda Kocher, Marie Laure Schifferli, Tony Pitt, Alexandra Pileri, Valérie Fournier, Nelson Verastegui, Jacqueline Jones, Xuemei Zeng, Elaine Baron Daniel Milagre Kareem Boussaid, Elaine Baron, Linda Kocher, Sylvie Pitt, Alexandra Pileri, Max Cadet Daniel Milagre Thomas Gaudry Sami Trabulsi, Maria Pardelle, Alberto Mendez, Renée René Steiner Pradeep Prasad Steffen Weigert, Jarle Martinsen, Pradeep Prasad, Dominique Pittet Hamid Radjy, Allasane Ba, Evelyne Metz, Dale Ali Sbai, Chris Madsen, Josefa Padilla, Catherine Marin Amey Alassane Ba, Antoine Dore, Hamid Radjy, Steve Geis, Christine Marechal, Alassane Ba, Pamela Type, Saba Imru, Gabriella Pertile, Dominique Porcheray, Ferid Jemaa Xavier Pastureau Dominique Pittet Zbinden, Evelyne Metz, Annabel Behrouz, Serge Dubois, Jacqueline Jones, Tim Kelly, Doreen Bogdan Thierry Perewostchikow, Vanja Ostojic, Cora Menez, Patrice Dumoulin, Frédéric Zanelli, Fabricio Terzani Xavier Pastureau Glauco Missioneiro Jean-Robert Magloire Tuyen Phan, Glauco Missioneiro Michel Rolland, Jean Pierre d’Eramo, Tuyen Phan, Saba Imru, Patricia Lopez, Elaine Treacy, Ferid Jemaa Glauco Missioneiro Reinhard Scholl, Philippe Lebert, Gael Jaboulay, Jarle Martinsen, Martinsen Stephen Geis © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 5

High-Level Design Workstream 1 Results-based Budgeting, Cost Allocation and Time Tracking

High level solution cornerstones of WS I Implementation Phase Design Phase Consolidated activities and outputs Intermediate Solution Final Solution Result-based Budgeting Design Microsoft Excel SAP Business Warehouse Embedded in RBB intermediate solution Cost Allocation Design Implemented in SAP for actual data SAP CO Time Tracking Design Track. IT SAP CATS © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 7

Demo © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT

User sign-in screen Demo 1 © 2004 Capgemini - All rights reserved ITU_NCOG FINAL

User time entry screen Week selection Output & activity selection available choices depend on

User submission screen Submit function Demo 3 © 2004 Capgemini - All rights reserved

Standard user Timesheet report (period based) Demo 4 © 2004 Capgemini - All rights

Line Supervisor sign-in screen Demo 5 © 2004 Capgemini - All rights reserved ITU_NCOG

Line Supervisor approval screen User timesheet to approve/reject Approval options Rejected entry Demo 6

Output report (chart or table available) Standard pdf file. Can be saved, print, send

Line Supervisor view of user timesheet (monthly view) User selection Demo 8 © 2004

User sign-in screen 2 nd login to correct rejected entry Demo 9 © 2004

User entry screen after a rejected entry Rejected entries Demo 10 © 2004 Capgemini

User rejected entry Rejected entries, clicking on it will allow the user to modify

Line Supervisor sign-in screen 2 nd sign-in for approval of the rejected entry Demo

Line Supervisor approval of the rejected entry Same user as for the 1 st approval round Entry rejected during 1 st approval round Demo 13 © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 21

Demo Thank you for your kind attention! © 2004 Capgemini - All rights reserved

High-Level Design Workstream 1 Activities/Outputs Harmonization

As a result of many workshops within ITU a first draft on the harmonization of RBB-related activities has been completed Finalized Activites (first draft) The finalization of activites and related drivers and/or keys has to be done in calender week 48 in order to ensure timely design and isse of Excel forms © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 24

As a result of many workshops within ITU a first draft on the harmonization of RBB-related outputs has been completed Finalized Outputs (first draft) The finalization of outputs has to be done in calender week 48 in order to ensure timely design and issue of Excel forms Split-up of the aggregated outputs © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 25

High-Level Design Workstream 1 RBB Timeline and Process

RBB Budget Timeline - high level structure according to updated project planning Nov 2004 Dec 2004 Jan 2005 Feb 2005 RBB design and IT solution setup Def. outputs per sector (incl SG) Define activities and drivers Prepare training Conduct training Setup RBB prototype 2 nd training Design and setup final SAP solution Adjustments of RBB prototype Prepare for dry run Dry run Known * templates 1 2 Financial budget 3 Reconcile FB / RBB process Output planning by sector Calculate driver prices 1 st draft SLAs Enter budget data into prototype descriptive & narrative requirements 1 st draft to Council RBB Network kick off meeting Set-up Isand sue adjust add. temtemplaplates * A modification/enhancement of existing templates may be necessary © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 27

The future RBB process will be based on a few general principles respectively premises General principles/premises 1. Full cost allocation: All costs have to be allocated to final outputs 2. Allocation principles: Costs for activities have to be allocated preferably by time or driver volume - remaining costs are allocated by keys 3. Allocation objects: Costs for activities have to be allocated preferably direct to outputs (best case) otherwise to sectors or SG-departments (second best) 4. New ISO elements: For proper allocation of specific, non-operational cost portions (such as retirement pensions) new ISO elements may have to be defined © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 28

The future RBB process will increase the portion of time- and driverbased cost allocation compared to the last budget RBB transformation path Sector SG Department Allocation objects Outputs ´Ideal´ budgeting framework in terms of pure RBB Increase portion of both time- and driver-based allocated cost Actual budgeting framework logic of ITU Key-based Time-based Driver-based Allocation principles © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 29

Iterative cost allocation and consolidation steps are at the core of the new RBB process Structure of new RBB process SG-departments and sectors Form 1 Staff costs Iteration 1 Iteration 3 Consolidation Form 2 Form 4 Consolidation Other costs Activityoutput relations by departments and sectors Allocation ISO Form Vo. Form 2 a lume for other drivers Form 3 ITU view by activities & outputs Allocation and Consolidation Iterations Allocation Form Consolidation Iteration 2 Consolidated costs per outputs SO ITU-R SO ITU-D SO ITU-T © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 30

After each allocation step the allocated data will be consolidated to provide an input for the next allocation procedure Description of allocation iterations Iteration 1 Iteration 2 SG department view Sector view Allocation of costs by SG-department - directly to an output - to another SG-department - to a sector Allocation of costs by sector - directly to an output - to another sector - not to an SG-department (no materiality) Consolidation Allocation of costs by SG-department which has been allocated in iteration 1 from another SG-department to - an output - or a sector Iteration 3 Allocation of costs by sector which has been allocated in the iteration 1 to the sector from - a SG-department or - another sector directly to an output Consolidation No more allocation tasks as all costs have already been allocated - to an output or - to a sector Allocation of costs by sector which have been allocated in the iteration 2 to the sector from - a SG-department directly to an output Consolidation © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 31

A short and much simplified numeric example on the new RBB process Stepwise allocation process (example) Iteration 1 Outputs SG FD Sector 2 Total SG IS 80 30 40 150 Sector 1 150 10 20 180 Total 230 40 60 330 Cost Allocation by outputs Iteration 2 Outputs SG FD 25 Sector 2 60 Total 85 Iteration 3 Outputs SG HR SG Sector 3 Total 15 40 SG 105 60 Sector 225 15 100 Total 330 Sector Total Outputs SG Sector Total SG Sector 3 15 15 Total 15 15 © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 32

Visual example of the layout of forms for output planning and consolidation (first draft) Structure of data input forms (example) Activity-related split-up of costs per department/sector and allocation on different allocation objects © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 33

Workstream 1 Thank you for your kind attention!

Workstream 2 ICT Strategy, Architecture and Governance

The ICT Strategy & Architecture stream will complete the future state design activities by the beginning of December Project Plan and Status 2004 October Activities • Set-up 4. 10 11. 10 18. 10 ü • Current State Analysis November 25. 10 1. 11 8. 11 15. 11 December 22. 11 29. 11 6. 12 ü • ICT Strategy • Organization & Governance • Logical Architecture • Project Management Methodology • HR Strategy Recommendation • Transformation / Implementation plan Milestones Current State Future State Plan © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 36

The process to select high priority tasks for the last phase – “Implementation and Transformation Plan” has started Next steps Future state Align findings • Complete high level overview of strategy and architecture • Liaison with work streams I and III • Consolidate findings from ICT Strategy, Architecture, Project Management and Governance Tasks • Re-assess and agree ICT priority tasks Implementation and Transformation plan • Objectives and deliverables for priority items • Solution design • Scope tasks • Implementation plan (Work, Effort, Resources) • Project plan for phase • Transformation plan (Migration) Confirm and plan tasks Completed Strategy Deliverable © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 37

Workstream 2 Thank you for your kind attention!

Workstream 3 Business Process Reengineering

BPR Stream – Dashboard 19 November 2004 Stream Lead ITU : Philippe Capitaine Capgemini : Magali Pécout Scope Core administrative and support processes Sub-streams Status Main accomplishments • Teams complete • Project methodology presented to stream leads • Process selection done for all processes (sign-off sessions) • Process mapping workshops started Finance to Manage Document management Conferences processes Publication to Dispatch Main issues Order to Cash: • Initial discussions for inclusion in scope or not slightly delayed the work to be performed Order to Cash Purchase to Pay Trip to Reimbursement Hire to Retire IT Demand to Supply Major next steps All processes • Finalize process mapping • Specify opportunities • Estimate costs / benefits • Prioritize opportunities © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 40

Finance to Manage 19 November 2004 Sub-stream Lead Raymond Chalindar (consultant: Xavier Pastureau) Status: Scope Accomplishments Dependencies • Process selection completed • End-to-end workshops performed • Process maps documented for the key subprocess of Managing budget (commitment) • Efficiency improvements identified Focus on: • project administration • managing budget • monitoring budget • Interfaces with all other processes Issues • n/a Planned Activities • Document process map for Project administration • Specify opportunities for all processes Comments • n/a © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 41

Document management 19 November 2004 Sub-stream Lead Claude Briand (consultant: Daniel Milagre) Scope Focus on: • Revising forecasts • Controlling document • Document submission • Searching references • Transcription • Registering, controlling and task allocation • Archiving Dependencies • Interfaces with Finance to Manage, Conferences, Publication to Dispatch Status: Accomplishments • High level Process Map done • Process selection completed • End-to-end workshop performed Issues • Additional area in scope: archiving Planned Activities • Finalize end-to-end workshops and document process maps • Specify opportunities Comments • n/a © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 42

Conferences processes 19 November 2004 Sub-stream Lead Kareem Boussaid (consultant: Daniel Milagre) Status: Accomplishments Scope Focus on: • Conference (top priority) • Document production (top priority) • Invitation (secondary priority) • Logistics (secondary priority) • High level Process Map done • Process selection done • Two end-to-end workshops performed Issues • n/a Dependencies • Interfaces with Finance to Manage, Document management, Publication to Dispatch Planned Activities • Perform one additional end-to-end workshop and document process maps • Specify opportunities Comments • n/a © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 43

Publication-to-Dispatch 19 November 2004 Sub-stream Lead Sami Trabulsi (consultant: Daniel Milagre) Accomplishments Scope Focus on: • Composition • Edition • Marketing Dependencies • Status: Interfaces with Finance to Manage, Document management, Conferences, Order-to-Cash • High level Process Map done • Process selection done • One end-to-end workshop performed Issues • No representation from Telecom and BDT in working groups Planned Activities • Perform one additional end-to-end workshops and document process maps • Organize review session with BDT and Telecom • Specify opportunities Comments • n/a © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 44

Order-to-Cash 19 November 2004 Sub-stream Lead Hamid Radjy (consultant: Thomas Gaudry) Accomplishments Scope Areas of focus still need to be defined Dependencies • Status: Interfaces with Finance to Manage, Document management, Conferences, Publication to Dispatch • Mr Radjy agreed to proceed with interviews, and to document process maps • Three synthesis documents have been prepared by Mr Radjy’s team (online subscriptions, electronic bookshop, publications orders) • Next steps have been agreed upon Issues • Initial discussions for inclusion in scope or not slightly delayed the work to be performed Planned Activities • Finalize High level Process Map • Assess need to include Telecom and Satellites in scope • Agree on Process selection • Perform end-to-end workshops Comments • Based on the agreement found with Mr Radjy on next steps, we are confident that this stream is now on good track. We will have to monitor progress to make sure that deadlines are met. © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 45

Purchase-to-Pay 19 November 2004 Sub-stream Lead Alassane Ba (consultant: Thomas Gaudry) Scope Status: Accomplishments Focus on: • Focus interviews done • Purchase (top priority) • High level process map done • Inventory & Valuation (second priority) • Invoice verification (second priority) and payment • Process selection done (third priority) Dependencies • Interfaces with Finance to Manage, Document management, Hire to Retire Issues • Initial workshop cancelled due to sickness (slight time slippage) Planned Activities • Perform end-to-end workshops • Specify opportunities Comments • n/a © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 46

Trip-to-Reimbursement 19 November 2004 Sub-stream Lead Christine Maréchal (consultant: Xavier Pastureau) Scope Focus on: • Travel authorization (top priority) • Expense claim (secondary priority) Status: Accomplishments • Process selection done • End-to-end workshops performed • Efficiency improvements identified Dependencies • Interfaces with Finance to Manage, Hire to Retire, Conferences Issues • n/a Planned Activities • Document process maps • Specify opportunities Comments • n/a © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 47

Hire-to-Retire 19 November 2004 Sub-stream Lead Michel Rolland (consultant: Xavier Pastureau) Scope Focus on: • Organizational development (top priority) • Entitlements management • Recruitment • Administer workforce (to be confirmed on Nov. 19 th) Dependencies • Interfaces with Finance to Manage, Trip to Reimbursement, Conferences Status: Accomplishments • Process selection done • End-to-end workshops partially performed • Efficiency improvements identified Issues • Very broad scope Planned Activities • Finalize end-to-end workshops • Document process maps • Specify opportunities Comments • n/a © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 48

IT Demand-to-Supply 19 November 2004 Sub-stream Lead Reinhard Scholl (consultant: René Steiner) Scope Focus on: • Change request management • SLA management • Project initiation • Provisioning of standard IT equipment Status: Accomplishments • • Process selection done Process mapping for Change management done Process mapping for SLA management done Process mapping for Desktop provisioning done Dependencies • Interfaces with Finance to Manage and Purchase to Pay Issues • n/a Planned Activities • Workshop on Project Management scheduled on November 25 th (after Governance session planned on 18 th) • Specify opportunities Comments • n/a © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 49

Workstream 3 Thank you for your kind attention!

Information on Change Management

Overview about CM Meeting and Results Date Attendees Result 12. 11 Mr. Gagne Mgt. Demo (1 st Dec. week) Roadshows Mgt Demo with Reg. Leaders (week of Dec. 13 th) Video with Mr. Toure Contact persons defined (Mr. Taylor, Mr. Zavazava) 12. 11 Mr. Scholl Mgt. Demo agreed Roadshow agreed Key Users assigned contact persons defined (Mr. Perewostikow) 18. 11 Mr. Gavrilov Mgt. Demo (week of 13 th Dec. ) Key Users assigned contact defined (Mrs. Peic) BR Newsletter input 18. 11 Rolland/ Martinsen CM Joure Fixe People concil contact will be Mrs Benoit-Guyot Assigned Mr. Kojima for SG 18. 11 Mrs Kojima /Girardet Martinsen Mgt. Demo/Roadshow for SG disscussed Role of Key Users clarified Approach disscussed Support Organisation established (Kojima, Girardet, etc. ) © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 52

Degree of involvement Communication, Training and Support Architecture Audience/Stakeholders © 2004 Capgemini - All

TTS Communication and on-boarding plan We are planning in week 51 and week 2 of 2005 a total of 14 session with approx 50 participants in each session © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 54

Information on Change Management Thank you for your kind attention!

Information on Project Management Project Governance

A standard cycle for Project Management has been implemented Focus on Project Tracking & Controlling Weekly Stream-meetings Agend a -Achievements/Issues of last week -Outlook to next week -Update stream-related Actions -Review stream-related Risks Weekly PM-meetings Agend a -Review of Project Plan by Stream -Update PM-related Actions -Update on Comms & Change Mgmt. -Update on Acceptance of Deliverables -Review of Critical Project Risks Focus on Cross-stream information and Comms & Change Management Bi-weekly PME-meetings Agend a -Report from Streamleaders by Stream -Share cross-stream concepts, activities & issues -Update on Comms & Change Management © 2004 Capgemini - All rights reserved ITU_NCOG FINAL 19 -11 -04. PPT 57

Extract of used tools for Project Management (1) Project Plan © 2004 Capgemini -

Extract of used tools for Project Management (2) Action „Tracker“ © 2004 Capgemini -

Extract of used tools for Project Management (3) Risk Management Plan © 2004 Capgemini

Information on Project Management Thank you for your kind attention!