project report_vishal jha

8/3/2019 Project Report_Vishal Jha

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Business Transformation for VEL INDIA Billing Operations

TABLE OF CONTENTS

Table of Contents ...............................................................................................................................................1

1. Executive Summary ........................................................................................................................................2

2. Introduction .................................................................................................................................................... 8

2.1. Purpose .................................................................................................................................................... 8

2.2. Drivers of Business Transformation ........................................................................................................ 8

3. Project Concept .............................................................................................................................................10

4. Objectives .....................................................................................................................................................12

5. Company Overview ......................................................................................................................................13

6. Field Work ....................................................................................................................................................14

6.1. Design of Target Process Model .......................................................................................................... 14

6.2. Process Notation Methodology ............................................................................................................. 14

7. Data /Information Collection ........................................................................................................................19

8. Scope of work ...............................................................................................................................................20

9. Data Analysis and Interpretation ..................................................................................................................22

10. Recommendation ........................................................................................................................................34

10.1. Cross Scenario Best Practices ..............................................................................................................34

10.2. Best Practices -Payment Processing - Level C ....................................................................................35

11. Conclusion ..................................................................................................................................................37

12. Bibliography ...............................................................................................................................................38

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1. EXECUTIVE SUMMARY

As part of the Business Process Simplification programme arepresentative set of business processes have been defined to a levelthat allows Vel India to evaluate the process, organization and systemimpact of Vel India current and target business and operationalenvironment.

This subset of processes does not include all of the target processes. Thepurpose of the processes presented in this document is to serve as a toolfor estimating the impact and effort required for the businesstransformation during future phases and to ensure alignment with thenew system implementation to achieve Vel India business transformationgoals.

Problem Statement / Description

Vel India is having Separate Billing Manager i.e. BSCS for all 23 circles and7 corporations in India. Problems of having separate BSCS system:--

This existing system doesnt fully support Multi-Organization.

This system doesnt support multiple subscribers under one FinancialAccount and agility to support strong hierarchy.

Time taken to reach market is more.

1. Very less support for new technologies.

2. Different Non-integrated Standalone BSCS are low in performance

and also cause security and scalability concerns.

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Additional issues with the current Billing System faced by Vel India.

Data Redundancy and Integrity

Manual Interventions

Non Integrated Environment

Less flexibility with Customer Model

Also, growing Competition in the Indian Telecom Market is a bigchallenge. Need to analyze and focus on Post Paid customer experience.

Summary of Problem-Solving Approach (methods usedto solve problem)

It is Amdocs recommendation that for each scenario a specific detailed

process optimization initiative should be followed including

comprehensive as-is analysis taking into consideration CTQ (Critical To

Quality) factors and relevant KPIs targets.

CTQ means here that there should not be any loss due to transformation

of existing BSCS to DOX system. The quality of services and bills provided

to customer should be almost same or better than existing. KPIs like

Average time for notification of payment to application customers

records, cost of billing for total revenue etc should be as per DOX

standard systems.

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Basis for business transformation Vel India target processes shouldserve as a reference to downstream implementation activities such as

Testing, organizational change management, and training. This will

enable Vel India align the business transformation activities with the

blue print processes that were design to reflect the program objectives.

ASOM ---The Amdocs Scenario Optimization Modeling (ASOM) has beendeveloped by Amdocs as a Business driven, structured methodology forend-to-end Process Flow analysis and innovation.

It is the techniques and tools used in any process driven initiative (e.g.requirement verification, process improvement consulting). In this caseASOM provides the techniques and tools for the different BPI activities.

Comprised of an integrated SI methodology and business process artifacts

and assets aligned to Amdocs products.

Gap Analysis of AS IS and To BE business processes in the area of

Customer Pays: -- Identify process and requirements gaps throughanalysis of:

Product & Service models

Interfaces

AS IS and TO BE Functionality

Recommendations for operational improvements:--

Reconcile Customer Experience and ensure strategic alignment.

Determination of KPIs and recommendations for monitoring them.

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Major project results or findings andrecommendations

AS IS(Findings) TO BE(Recommendation)

For post dated cheques, thepayment is posted only on thedated day of the cheque. If theduration between the cheque datedday and the due date is more say 5-10 days, the customer will undergonormal dunning actions till the timethe payment is realized. Such casesare handled on a case-to-case basisand no LPC is charged all this while.In Mumbai, LPC is charged.

Post dated chqeues are posted inAR and backed out in case ofcheque bounce. LPF is calculated inall circles for eligible Financialaccounts.

In Karnataka, Advance paymentposting--Activation charges areadjusted against dealer payment.

The process is not done throughBSCS. Monthly settling is doneoutside BSCS.

Advance payment posting(payments without open invoices)can be done in AR itself.

In some circles, activation fee is notposted in BSCS.

AR supports posting payments forany charge (fee) created in Amdocsbilling applications.

Circles here use a manualprocess to extract a report usingiReport and send it across to Oraclefinancials. Where this report outputdata is loaded and mapped inOracle financials.Some circles do it on a daily basisfor payment collections andadjustments. But invoices are

posted once a month. Some circlespost payments/adjustment data also

AR creates the GL extract in allcircles and can be used bySAP/Oracle Financial

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once a month. Account Statement is

generated using VF CRM, ePOSwhich provides theinvoices/payments/adjustments/refunds/any other financial activityrelated to this customer account forthe last 6 months.

View Payment APIs are available in

AR to retrieve the payment detailsof any financial account. VFCRM/ePOS can use these APIs

AS IS(Findings) TO BE(Recommendation)

Suspense account is used to postthe payments in AR which do nothave enough information or havewrong information and valid chequedetails. Suspense accounts aremanually maintained. Suspenseaccounts exist in BSCS as any otheraccounts.In some circles, only e bill paymentrejects are put in excel sheet andnot posted to suspense accounts.Some other circles rejected

payments are tracked in excelsheets and payments are not postedto suspense accounts. Notapplicable for all the circles- thetracking system is not in use

For all circles, ECA accounts will bemaintained

Improved customer experience by:

Simplifying business policies and procedures

Streamlining processes across different customer interactionchannels

Maintaining 360 degree view of the customer

Increased Operational efficiency

Reduced Time To Market

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2. INTRODUCTION

2.1. Purpose

The purpose of this project is to describe a subset of the target businessprocesses for VEL India and to verify the alignment of target processeswith the new system in order to ensure the success of the business

transformation.

The main objectives of this exercise are to rationalize, simplify andstreamline Vel India business processes to maximize adoption of the newsystem capabilities, minimize the need for changes in the implementedproduct as well as buying-in and achieving adherence to the targetprocess.

The target audience for this document is primarily Vel India business and

process design personnel.

2.2. Drivers of Business Transformation

Transformation is a process that enables your business across all the KeyPerformance Indicator so that you can maintain your customers andoutperform your competitors on an ongoing basis.

Business Drivers: ---1. Transformation from BSCS to DOX system is suggested as it will

support Multi-Organization (23 circles and 7 corporations in India)system. Currently, all the 23 circles of VEL are having differentBilling Manager for charging and bill generation of its customers.

2. Strong hierarchy support for Corporate Accounts: -- Flexibility tohave multiple subscribers under one Financial Account and agility tosupport strong hierarchy. BSCS system doesnt support singlefinancial account for business/corporate customers.DOX system willbe supporting this and will add agility to support strong hierarchy.

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3. Convergence of Multiple Services and integrated view.

4. Support for new Technologies and Business needs.

5. Accelerated Time to Market.As all 23 circles have differentstandalone billing system it is tough to ensure that all systems areup and running. This causes delay in generation of charges and billfor customers with utmost precision.

Technical Drivers:--1. Integration issues with external applications: -- Presently Client has

different systems which are standalone applications. These systemsare not fully integrated with each other as all applications are noteither JAVA based or .net based which cause issues. There aremiddleware applications to help these applications communicate.

2. Performance, scalability and security: --Different Non-integratedStandalone applications are low in performance and also causesecurity and scalability concerns.

3. Single Instance System: --AS IS System is not a single instancesystem.

4. Manageability and Availability: --Availability of all the systems couldnot be ensured and it is tough to manage different systems.

5. Issues with the current Billing System faced by VEL India. Data Redundancy and Integrity Manual Interventions Non Integrated Environment Less flexibility with Customer Model

Growing Competition in the Indian Telecom Market.

Focus on Post Paid customer experience.

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3. PROJECT CONCEPT

Transformation is a process that enables your business across all the KeyPerformance Indicator so that you can maintain your customers andoutperform your competitors on an ongoing basis.

Transformation relies on implementation of effective market and stay-in-

business strategies that attract more profitable customers in selectedmarkets and lower operating costs.

Business transformation is achieved through efforts from alignment of theareas of people, process and technology towards an outcome-based end-state such as (for example) 50% increased revenue or 25% improvedcustomer satisfaction.

Business transformation is not (or does not have to be):

Outsourcing

downsizing change re-labeled

expensive only managed by consultancy firms or limited to IT projects

How do you know you need to transform your business?

If the answers to any or all of these issues are doubtful, you need tochange your approach. If you dont change, your competitors willchange.

Are we reinvesting in opportunities the market evolves?

Is our performance superior to our major competitors? Is our competitive advantage strong enough to leverage more

customers and more business from existing customers?

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Business Transformation for Vel India Billing Operations: --

The project is mainly to find out the gap between BSCS and DOX billingsystem and list down KPIs. Also, suggest benefits and advantages ofimplementing DOX billing system.VEL operates in 23 circles and 7corporations in India and is currently having standalone BSCS for eachcircle. These standalone billing system causes performance, scalability,security, manageability and availability issues. This transformation fromBSCS to DOX will be reducing all these issues as it will be single instanceintegrated billing system.

Gap Analysis of AS IS and To BE business processes in the area of

Customer Pays: -- Identify process and requirements gaps throughanalysis of:

Product & Service models

Interfaces

AS IS and TO BE Functionality

Recommendations for operational improvements.

Reconcile Customer Experience and ensure strategic alignment.

Determination of KPIs and recommendations for monitoring them.



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4. OBJECTIVES

As part of billing transformation, analyze existing Customer Pays scenarioand suggest improvement in processes.

To provide Business Process Flow for Customer Pays Business Scenariosfor Billing Operations along with operational improvement and gap

analysis between AS IS and To Be processes.

Provide benefits of AR module for Customer Pays (CP) scenario describesthe collection of payments received from various sources and thehandling of these payments.

To analyze existing process for Customer Pays Scenarios of Vel IndiaBilling Operations and recommend improvement. Also find out KPIs forCustomer Pays Scenarios.

By using Amdocs Customer Experience System ensure strategicalignment of all processes involved in Customer Pays Scenarios for BillingOperations.

As the standalone BSCS for each region dont have robust mechanism forcustomer pays scenario. The Amdocs AR system is going to providebetter mechanism for capturing and managing customers payment.

As



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5. COMPANY OVERVIEW

Vel Indias commenced operations in 1994 when its predecessor Telecom

acquired the cellular license for Mumbai. The company now has

operations across the country with over 94.14 million customers**.

Being the world's leading international mobile communications

group with approximately 333 million proportionate customers as on 31

December 2009, Vel India currently has equity interests in 31 countries

across five continents and around 40 partner networks worldwide.

The Group is a diversified business corporation with a balanced

portfolio of assets in the manufacturing and services sectors of Steel,

Energy, Power, Communications, Shipping Ports & Logistics, and Projects.

It employs more than 50,000 people across offices in Asia, Africa, Europe

and the Americas.

**Figures from Cellular Operators Association of India, January 31,

2010



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6. FIELD WORK

6.1. Design of Target Process Model

This document is the outcome of the business process simplification

exercise and was created based on the following project stages:

Stage 1: Mobilization and Discovery

This stage covered the design of the selected baseline business

processes; including As Is vs. To Be analysis to identify benefits from

the new solution and to represent the best practices of how to use Vel

India proposed solution and architecture.

Stage 2: Vision

This stage covered two weeks of business process workshops including

End2End process review and analysis on the main agreed processes.

Following the on-site business process sessions, analysis of the sessions

outputs was performed followed by final design of the target business

processes.

6.2. Process Notation MethodologyIn order to map the processes within scope of the project, Amdocs team

used the ARIS tool, together with a dedicated subset of notation

elements. The explanation of the process notation, together with the

description of each of the symbols used in the process diagrams can be

found in the following table:



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Element Name Symbol Description

ASOM basetemplate

External trigger zoneOrganisational process flow through zone

System automation zone - value zone

External Actor

Actors, external to the organisation, can trigger or

influence the process, or get output from the process.

Examples are Customer, Time, Government, and so on.

eTOM le 3 elements

Names of the le 3 process groups, to be used as a

background for le 4 elements (light blue)

Human functions

Names of the le 4 (and 5) process elements in yellow.

These elements represent human activities performed by a

certain organizational unit

System functions

System functionality is represented by green elements and

can be connected to le 4 human elements on the one hand,

and other system functionality on the other hand.

Event

Events represent a process split, or decision points in the

process.

Logical connectors

Logical connectors are used instead if decision points. The

logical connectors used are OR, XOR, AND, and

combinations thereof.

Connector to other

process/ sub process

If a thread in the flow exits the process, and is connected to

another process, white elements are used.

Control flows Process activities that trigger other process activities areconnected by red arrows. Red arrows link the sequence ofactivities that drive the process.Please note that dotted red lines indicate an assumption or

an optional activity.

Information flows Information or data that flows between the human andsystem elements is represented by blue arrows.Please note that dotted red lines indicate an assumption or

an optional data flow.

Data Base container

External Systems to NGBSA (- databases) are represented

by cylinders. They are triggered by system functions, and

can connect to other systems.

Manual Files Any manual file, hardcopy, etc. is represented by thefigure on the left, with its name inside the box.



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The figure below is a sample screenshot from the ARIS tool with elementslisted in the table above structured in a diagram. In addition, each of the

symbols in the diagram has a description to provide additional

explanation.

6-1: ARIS Snapshot



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The process describes the way the customer payments will be received in

Amdocs billing system and applied to customer account and payments

registration in financial books.

Processes related to handling and processing of customer payments via

all channels (from Customer Pays to Payment Processing). This scenario

describes all manual and automated processes that relate to the

Customer Pays and includes processes performed both during and before

the Payment Processing.



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Processes related to handling and processing of Write Off (Inactive

Accounts). Write-Off activity is used when an accounts unpaid amounts

are no longer collectable.

Write-Off

Write-Off Batch/APIessBatch/API

Request

The scenario comprises the following business processes:

Write Off The process refers to the steps required to write off the

account being written off and the amount is settled. It is usually an

enterprise decision which is managed by finance team.

Write Off Batch/API The process refers to the steps required to write off

in Batch/API mode. The account being written off and the amount is

settled. It is usually an enterprise decision which is managed by finance

team.



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7. DATA /INFORMATIONCOLLECTION

The sources of information are below documents:

AS IS TO BE mapping matrixthis document presented the existing

processes used by client for Customer Pays scenarios and also the

proposed processes to be implemented by Amdocs.

Scoping Report Customer Managementthis document provided us

with Scoping items to be included for Customer Management.

Scoping Report AR-- This document provided us with Scoping items to

be included for Amdocs Receivable. Customer Pays scenarios mainly

fall under Amdocs receivable.

High Level Design AR-- The purpose of this document is to define

and describe the high-level design (HLD) of the Accounts Receivable

application of client implementation.

High Level Design CM-SRM--The purpose of this document is to define

and describe the High-Level Design (HLD) of full billing profile

creation and management; customer, account, billing arrangement,

pay channel, subscribers, and offer for the client.

Target Business Process Documentthis document provided with the

proposed changes for customer pays scenarios for billing operations.



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8. SCOPE OF WORK

The contents of this project document, including the ARIS process

flows provided separately, provide a sample set of critical target

business processes that are impacted by the new system and were

selected based on following prioritization criteria:

High Impact on customer experience

Pareto processes most common processes

Representation of different interaction channels

Representation of Back-end Business Processes for Customer Pays

(AR) scenarios in the customer life cycle

Processes related to handling and processing of customer payments

in different channels

CP -Customer Pays - for All Products - via CC

CP - Customer Pays FE- E2E flow- Write Off

CP - Customer Pays FE- E2E flow- Write Off Batch/API

Processes related to handling and processing of customer payments

via all channels (from Customer Pays to Payment Processing).This

scenario describes all manual and automated processes that relate to

the Customer Pays and includes processes performed both during

and before the Payment Processing.



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Processes related to handling and processing of Write Off (Inactive

Accounts). Write-Off activity is used when an accounts unpaid

amounts are no longer collectable.



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9. DATA ANALYSIS ANDINTERPRETATION

Level C Post Paid Customer Pays via CC

The objective of this process is to define the scenario where

the post paid customer pays his due amount which he hasconsumed in a form of services.



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Process Trigger:

Explore Customer Needs

Capture, Finalize and Deliver Order

Manage Bill Information Request

Change Product/Service Status

Applications: Amdocs Accounts Receivable, Amdocs Invoicing,

Amdocs Collections, SMSC, SAP/Oracle Financial

Flow Description:-

The trigger for this process is when a customer decides to payfor the post paid services that he has used from his mobileservice provider or a deposit payment if it is required by thistype of service. There are three types of payment and it isdetermined if it is a specific invoice type payment or a type ofglobal payment (not related to specific invoice) or a deposittype payment. If it is a Payment to specific Invoice then theInvoice/Payment is selected and viewed information is fetchedfrom AR Online and Invoicing. In case it is a Deposit Payment

then AR online captures selected deposit type. The paymentamount is defined and the pay mean type is determined whileall the eligible pay mean types are fetched from the AR Online.After selecting the pay mean type the CC details or the ad hocpayment details are typed in.Payment methods can be:

Cash

Check

Credit Card

Direct Debit

ITZ Cash Card



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Payment Voucher

The payment date is set and it is determined if the payment isto be applied. In case of a batch payment using AR Online ismade, the payment is saved and the batch payment request isviewed using AR Online. The payment is submitted and thedetails are captured in AR Online. After the payment is made areceipt is issued to the customer and it is determined if thecustomer has any other request to be served.

The payment could be of two types; , either it could be Depositor payment type. AR updates account balance, updates GL and

creates a memo.Also SMS file is created by AR and is taken care by SMSC so thecustomer is notified that the payment was successfully created.After the payment is made and a receipt is issued to thecustomer it is determined if the customer has any other requestto be served. CNCS is updated with the deposit and accountbalance details and based on deposit amount CNCS can updatethe credit limit.

Level C Post Paid Payment Processing

The objective of this process is to collect payment files (from

various sources), check the payments and post payments into

the customer accounts or exception control accounts (ECA). The

process refers to the Collection of all payments and deposits

made by the customer using AR online or front end.

Process Trigger:

Billing cycle run finish for direct

debit request creation

Payment/feedback files arrival to be

processed.

Customer complaints regardingmissing payments.



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Applications:Amdocs Accounts Receivable Online, External

MIS,OSS APPS,CC Company, BANK, AmdocsCollections,SMSC,SAP/Oracle Financial

Flow Description:--

The Payment processing flow describes following processes:

Direct debit request generation and sending to Bank/CreditCard Company. Receiving and processing of a payment and DDfeedback files.Direct debit handling: After bill cycle run, on DD extract dateand based on the inputs from invoicing, AR creates a directdebit extract to be sent to Bank/Credit Card Company. Whilecreating the extract AR considers minimal threshold for DDcreation. The DD file is loaded to External application. The file issent to Bank/Credit Card Company through OSS APPS by

creating the extract AR creates a payment on customersaccounts. Since AR is working in positive mode the payment aremade prior to confirmation arriving from Bank/Credit CardCompany. On payment creation, AR updates account balance,updates GL and creates a memo. SMS file is created by AR andis taken care by SMSC so the customer is notified that thepayment was created. Later on in case the payment will berejected by the bank AR will create payment back out onwhich the customer will be also notified.

After the Direct debit extract files are processed by theBank/Credit Card company- a feedback file arrives to ARthrough OSS APPS. This feedback file is processed to unifiedformat and validated as a correct file. AR processes everyrecord in feedback file and analyzes the results. In case therecord indicates payment approval- no action is taken sincethe payment was already registered in the system. In case thepayment is rejected, AR reverses the payment; updatesaccount balance updates GL and creates a memo for backed

out payment. Also SMS file is created by AR and is taken careby SMSC so the customer is notified that the payment was



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reversed. From time to time AR provides extract to CNCS withaccount balance data and can process which customers are

subjected for collection.

Payment files handling (payment collection): AfterCustomer performed a payment through one of the paychannels; a payment file is created and sent through OSS APPSto AR. This payment file is processed to unified format andvalidated as a correct file. AR processes every record inpayment file, identifying the accounts that need to be updatedas a result. In case, one of the payment validations fails(invoice or account number are wrong), then the payment willbe posted to a special account (ECA). ECA - Exception ControlAccount maintains payments that were received and posted byAR, but for which customer accounts could not be identified(unidentified payments). Payments are transferred to thecorrect customer accounts when they are identified.

In case the record related account is identified, AR updatesaccount balance, updates GL and creates a memo. Also SMS fileis created by AR and is taken care by SMSC so the customer is

notified that the payment was successfully updated. From timeto time AR provides extract to CNCS with account balance dataand can process which customers are subjected for collection.Financial department team can review the ECA records andafter identifying the correct account, a fund transfer is donefrom ECA to customer account. AR updates account balanceand creates a memo. Also SMS file is created by AR and istaken care by SMSC so the customer is notified that thepayment was successfully created. From time to time AR

provides extract to CNCS with account balance data and canprocess which customers are subjected for collection.



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Main KPIs

KPI Name KPI Description Measurement Unit Benchmark

Leaders

Real time

Common

Average time for

notification of

payment to

application

customers records

Average time taken

to apply payments

to the customers'

billing records

Minutes Real time 1.86

Percentage of

misallocated

payment

% of misallocated

payment due to

mistake

Percentage 0.05 0.08

Time for rejected

payment feedback

notification

The average time to

get feedback

regarding rejected

payment/ per

payment method

Days 2



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Level C Write off


the post paid customer has not paid his due amount and the

account is idle for a certain period of time and Finance team

wants to write off the account.



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Process Trigger:After a certain period of time when thecustomer is inactive by the Finance department.

Applications:Amdocs Accounts Receivable Online, Amdocs

Collections,SMSC,SAP/Oracle Financial



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Flow Description:--

After a certain period of time in which customers account isinactive and there is an amount which is yet to be paid from thecustomer then the finance team triggers this process. TheFinance team selects and view the Account details from thepresent account profile in AR. The write off details are enteredby the finance team and the request is submitted. At AR, the

write off is created the account is then set to written-off. Also amemo is created and a GL is created on transaction. TheEnterprise Control Financial Report is generated after theprocess is over.

Level C Write Off Batch/API


the post paid customer has not paid his due amount and the

account is idle for a certain period of time and Finance team

wants to write off the account. It is same as the Write Off but itis the system le activity.



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Process Trigger:After a certain period of time when the

customer is inactive by the Finance department.

Applications:Amdocs Accounts Receivable Online, Amdocs

Collections,SMSC,SAP/Oracle Financial



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Flow Description:--

The Finance team selects and view the Account details from thepresent account profile in AR. The write off details are enteredby the finance tam and the request is submitted. At AR thewrite off is created .The account is then set to written-off. Also amemo is created and a GL is created on transaction. TheEnterprise Control Financial Report is generated after theprocess is over.

Benefits of Business Transformation:



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Problem/GAP To Be Benefit Taking the assumption ofpayment confirmation and on

time payment allocation,systems reflect the customerspoint of view of activitiesrather than an operationalpoint of view Streamline process acrossdifferent channels. Improvecustomer Telco perspective bymaking the use of services assimple as possible for thecustomer

Optimistic / Pessimisticapproach

Reliability ofcustomer informationper customerperspective Delay collection

Treatment

Increase customer trust withTelco

Save collection operational cost Encourage customers to enjoyand use provided services as muchas possible

Reduce number of front endsystems used for paymentcapturing Reduce number of systemsused as payment gateway.

Streamline processacross differentchannelsFor user - Using thesame front line systemfor payment capturingFor customer possibility to pay usingdiverse payment

means, no matter whatis the payment channel

Increase customer experience byproviding more flexibility ofpayment channels and means Reduction in operational cost(by reducing number of systemused) Reduces agents training time



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10. RECOMMENDATION

10.1. Cross Scenario Best Practices

Streamline process across different channels.Streamlined

processes across different channels impacts the followingareas:

User experience - Using the same front line system for

payment capturing and handling as for other customer

care activity. One application is responsible for display of

customer information and management of the request

(e.g., CM online).

Operational cost reducing the number of systems used(i.e., front line systems) reduces agents training time,

reduce operational cost as well as shortening the average

handling time.

Customer experience per customer point of view, a

streamlined process provides the possibility to pay using

diverse payment means, no matter what is the payment

channel. This recommendation is particularly relevant for

payment via credit card, which is available in Vel India

today only via the Self Service (web).



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Cross Scenario Elements

Main KPIs

KPI Name KPI Description MeasurementUnit

Benchmark

Leaders

Common

DSO (days

sales

outstanding) /

Payment float

time

Sum of charges in

outstanding

invoices divided by

average amount

invoiced per day.

Days 32

Cost of Billing

from total

revenue

Cost of billing,

payment

processing and

handling as a

percentage of

revenue

Percentag

e

0.23 1.81

10.2. Best Practices -Payment Processing - Level C

Interaction handling

As a best practice approach, customer contacts with the CSP should be

captured and documented. All customer service representatives among

throughout all channels of the organization should have a 360 view of

customer interactions. This provides an increase in customer satisfaction

when handing over of requests as well as when presenting real timeinformation.



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11. CONCLUSION

During the program of study I learnt the fundamental aspects of the

Business process management (BPM) which is a management

approach focused on aligning all aspects of an organization with the

wants and needs of clients. It is a holistic management approach that

promotes business effectiveness and efficiency while striving forinnovation, flexibility, and integration with technology. Business

process management attempts to improve processes continuously. It

could therefore be described as a "process optimization."

Also the project main objective was Business transformation for

billing operations in the area of Customer Pays Processes.

Business transformation was done by changing below:

Changing appearance - by improving services to customers

Changing shape by review and reappraisal of what a business

should do, by working with partners and by making better use of

all types of resources

Changing form by improving the way the business works, and

embraces new organizational structures, skills, processes and

technology. Amdocs Billing system was recommended and usedeffectively for bringing this transformation for Vel India

Successfully analyzed Business Process Flow for Customer Pays

Scenarios for Billing Operations along with suggestions for operation

improvement and gap analysis between AS IS and To Be processes.



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12. BIBLIOGRAPHY

AS IS TO BE mapping matrix

ARIS BP Customer Pays

Target Business Processes V3_5

Vel India- Phase 1 - Scoping Report Customer Management

Vel India-Phase 1 - Scoping Report AR

Vel India- Phase 1 High Le Design AR

Vel India-Phase1 High Le Design CM-SRM

Vel India-Phase1 Accounts Receivable - Batch Activities HLD

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