New Response Service For Text Message Recipients

Copyright © 2009 Unified-View, All Rights Reserved Worldwide

January 20, 2009

UM/UC Gets Another Boost From SpinVox’s “VoxLinks”

Art Rosenberg, The Unified-View

Messaging is an increasingly important component of unified communications (UC) for a number of practical reasons, including the fact that text messaging has become “real-time” through Instant Messaging and mobile SMS, but also because text messages are much more manageable, self-documenting, and resource-efficient than voice messages. Such benefits contribute to the goals of UC to minimize human latency in business communications through individual end user productivity (UC-U) and thereby also increase associated business process efficiencies (UC-B).

However, typing text message input has always been slow and error prone and the holy grail of business messaging has been to use the convenience and efficiency of voice for message input, but the efficiencies of text for message retrieval and management. The first step in this direction took place a couple of years ago when SpinVox, among others, offered a telephone answering service that allowed callers to leave traditional voice messages, but enabled the recipients to retrieve those messages in text form.

What Message Recipients Really Need

There are really two kinds of actions that message recipients have to take when they get notification of a new message:

1. Retrieve the message

2. Respond to the message

Both actions need flexibility to meet individual user needs for handling different kinds of messages and that’s where the power of unified messaging (UM) comes into play for UC. Recipients need to retrieve messages in any form that is convenient for them at the moment, especially when they are mobile, and they also need to respond/reply in any modality that is appropriate. If most people are like me, we respond immediately whenever possible, either to satisfy the time needs of other people as soon as possible or simply because we might forget about it.

Until recently, enterprise “unified messaging” technologies (UM) supported the capability for flexible message retrieval by primarily converting text messages to voice for notification and delivery by a voicemail system. Voice messages were also made a bit more manageable by using an email screen interface for retrieval, but the actual voice message retrieval and voice response had to be supported through a telephone and voicemail system.

SpinVox’s “VoxLinks” Cross-media Message Service For Recipients

SpinVox’s new service addresses the practical needs of the mobile user as a recipient to reply/respond to SMS text messages in voice. Expanding upon the success of it’s original voice-to-text-messaging service offered through wireless carriers, and more recently through enterprise providers like Avaya, VoxLinks provides any transcribed voice message that is delivered by SMS, with a “click-to-reply” voice option, as well as a “click-to-listen” option to hear the original voice message that was transcribed to the received text message. Now recipients can “Have their cake and eat it too!”

SpinVox is planning to bring speech recognition to messaging technologies to provide a variety of public services for mobile users. This should fit in nicely with UC service requirements for “click-to-call” and federated telephony presence management, as well as provide speech interfaces for mobile business applications. The latter should enable speech input to mesh efficiently with visual outputs for mobile devices. However, the proposed services will need to support regulatory compliance for business use and that is something that has not (yet) been publicized. So, stay tuned!

What Do You Think?

You can contact me at: artr@ix.netcom.com or (310) 395-2360.

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UC and Nortel Bankruptcy

Copyright (C) Unified-View, All Rights Reserved.

Copyright © 2009 Unified-View, All Rights Reserved Worldwide

January 19, 2009

Did Nortel’s Bankruptcy Get Your Attention For Enterprise UC?

Art Rosenberg, The Unified-View

The enterprise telephony pundits are all putting their spin on the news that industry leader, Nortel, has filed for Chapter 11 bankruptcy reorganization. They all say that this is no surprise and it’s not just because Nortel made mistakes.

I also mentioned the first published rumble from Nortel in early December in a comment I wrote to an article on UC. (See what I wrote below. *) Because enterprise telephony technology is being integrated and absorbed into UC and multimodal mobile services are rapidly become available to consumers, the traditional telephony piece parts (endpoint devices, TDM networks, hardware switches, voice applications) will no longer be locked into those premise-based hardware/software solutions that the telecom industry has traditionally served up to the business market.

Blair Pleasant (at UC Strategies.com) took a great stab at trying to clear up the confusion that surrounds the fundamental concepts of “unified communications.” For the record, my own perspective has always focused on benefits for the individual end users of communication technology, which includes:

· Ease of use of endpoint communication devices

· Flexible and efficient modes of contact with people (who can’t always be available or accessible)

· Personalized manageability of all contact activities that are location and device independent

· Reasonable cost effectiveness

Whether for personal (consumer) usage or for business job responsibilities, without those benefits, UC technology will never gain user acceptance and enterprise implementations will never take off or pay off for business process efficiency!

Different Enterprise Constituencies and UC Perspectives

(* Comment on article “W ill the REAL Definition of UC Please Stand Up!”) )

Part of the problem of defining UC rests with the different constituencies involved with the use of UC capabilities. End users don't care about infrastructure requirements, only functionality and ease of use. Business management are primarily concerned with business process performance and operational costs. IT is mainly concerned with implementation and support costs for operational capacity, reliability, and security for network and server infrastructures, satisfying various end user needs and business management's application needs, and managing (control) over what they are responsible for, including software clients on end user endpoint devices.

What UC is changing the most is what Blair highlighted, the role of voice telephony. Not only is traditional telephony importance downshifting to visual interfaces and text content, but the traditional TDM network infrastructure and how it is managed is changing as well (IP telephony, VoIP, wireless mobility).

As Blair mentioned, the latter is having a drastic effect on enterprise telecom, telephone system providers, and the public service providers (carriers). Needless to say, the sales and support channels for all these providers will also be greatly impacted in who they represent and how they will do business with their clients.

Presence - Don’t Confuse Availability With Accessibility!

The one point I would want to clarify is the role of “presence management.” Availability status, from a contact initiation perspective, is primarily needed only for real-time connections, i.e., phone calls, IM, and conferencing. The increasing roles of asynchronous messaging and immediate message delivery (SMS) don't really require such information to be made available to senders. Message originators should be able to send messages whenever they need to, in whatever medium is convenient, and with any type of device, while recipients should have the same flexibility for controlling message delivery, retrieval and responses.

The reliability of location-independent message delivery (plus it's informational attachments) made email equally important with phone calls for business users in a study I reported upon over two years ago. At that time, the study didn't consider IM, so that would add another chunk of communication activity taken out of voice telephony's future role in business communications.

Voice conversations will always remain very important to both personal and business contacts, but the inefficiencies of ad hoc, "blind" call attempts that waste the caller's time can now shift to more efficient, "contextual" ways of initiating a successful call. That is where new federated presence technology will pay off, primarily to contact initiators, both on a person/application-to-person basis, or on a person-to-anyone-who-is- qualified-and-available basis (e.g., live assistance to a customer or any end user).

Changing Enterprise Responsibilities for UC Services/

The migration from current telephony investments that still work presents several challenges to enterprise organizations, primarily about what communication services they should be responsible for, what do they need to change first, who needs those changes, and how should they go about making such changes. I think it is getting very obvious that from an end user perspective, it will start with mobile devices for internal users, business partners, and customers who are involved with high-value business processes.

Mobility has always been the driving force of user demand for the flexibility that UC offers, rather than the desktop. So, to start with what all end users really need most from UC, just look at the role that the enterprise will play in supporting all the new "smart phones' that end users will bring to their work environment and that customers will start using to interact with enterprise portals and customer care staff. Desktop UC is "nice-to-have," but mobile UC will be "got-to-have!"

As Blair pointed out, the traditional telephony system and service providers are quickly trying to shift product gears to support the changing role of location-based, proprietary hardware and software telephony to open, software-based, device-independent UC and mobility.

Today's report that Nortel is considering bankruptcy possibilities is an indication that supporting Microsoft's UC strategies may not have done enough for their future survival. We are still watching how the other leading premise-based, business telephony (PBX) providers are changing (Avaya, Cisco, Siemens, Mitel, Alcatel-Lucent, etc.) vs. the enterprise premise-based email and IM technology providers (Microsoft, IBM), vs. what the hosted communication service providers are now able to offer.

Since UC covers all the pieces of business communication, including integration with business process applications (CEBP), it will be most interesting to see who ends up doing the business process consulting, solution selling, and technology infrastructure installation and support for the different UC components to fit various individual enterprise migration needs. Look for “UC Teams” of technology and service providers to be required to do the job of UC strategic planning and implementations.

What Do You Think?

You can contact me at: artr@ix.netcom.com or .

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UC and Tradeshows

Copyright © 2009 Unified-View, All Rights Reserved Worldwide

January 5, 2009

UC and The Future of Tradeshows

Art Rosenberg, The Unified-View

It is interesting to see how the big industry players are having an impact on UC evolution, directly or indirectly, and how UC will, in turn, impact how we do business. Apple made a big move when it introduced the iPhone to support consumer UC (although they didn’t say “UC”). They quickly followed up with additional capabilities for business users as well.

Now, Apple seems to be taking the lead in changing the future role of traditional, location-based, shared trade shows and conferences to reach customers. I think UC will play an important role in this trend and, most particularly for the UC market itself. (We do have to “Practice what we preach!”) If you think about it, UC is all about supporting communication needs of individual users "anywhere, any time, anyhow." That includes person-to-person" contacts as well as information delivery to people from business process applications (CEBP). The following are some of my comments to the discussion about the “Death of Tradeshows.”

The “Anywhere” Is Key To “Virtual” Audiences

The "anywhere" is perhaps the biggest change Mobile UC brings to both personal and business communications, because it means that people don't have to be in an "office," at "home," or at a particular location to do their jobs, get information, or make contact with people in any modality they wish.

The "any time" factor, however, must still be managed, because people don't have unlimited time and have different individual priorities and deadlines to meet. That makes presence-based "availability" and "accessibility" key factors for real-time contacts in the UC game.

So, what are trade shows or conferences all about? A place to make contacts and get information! Well, guess what? They just don't always have to be location-based activities any more. The old ploy of time-consuming travel to conferences at enticing, but expensive, plush resorts is going to diminish, along with overloading conferences with so many concurrent presentations and events to maximize audience size, that it is impossible to do anything efficiently.

You might say conferences are a useful way to participate in a presentation, discussion, or round table. Well, there too, it doesn't mean you have to be physically present to do so. In fact, real-time discussions may be less useful than threaded exchanges to allow more thoughtful interactions at the convenience of interested participants.

Perhaps the only justification for location-based presence is where there has to be physical hands-on to a product, say, for an automobile. Otherwise, person-to-person contacts, information access, and demonstrations of business process applications can all be done on an individually personalized basis, remotely, and at any time that is convenient for the customer.

“Virtual” Sessions – Real-time or On demand

I personally started to add "virtual" sessions to existing conferences back in 1995. This allowed remote speakers and audience members to participate selectively in real-time. In one event, I had only 20 people in the room, including a panel of speakers, while over 300 were conferenced in. (Today, that's no big deal!)

Recording these virtual activities enable access to such events after the fact. The bottom line is that "virtual" online sessions expand the scope of participation significantly and at much less cost.

UC technology includes real time voice and video conferencing applications, in addition to person-to-person contacts in any mode required by the individual communicants. By scheduling such events, you can maximize real-time participation and interactions from any location. However, when does it really have to be real time when people are now accessible all the time with asynchronous communications (messaging) and "click-to-contact" for any real time needs?

With the web, our increasingly global environment and mobile/portable devices, many location-based business activities are diminishing, e.g., shopping, education and training, customer service, information access, office work, socializing, business collaboration, etc., so it should be obvious why the time and costs of location-based conferences and trade shows will also succumb to the flexibility of "virtual" online events.

As pointed out about Apple, "virtual" shows don't really have to be shared with all other sponsors; this will help eliminate the "overloaded" schedules that shared-show producers create to maximize physical attendance. (I found that to still be a problem with some new online shared trade shows.) So, although there will still be location-based events, they can also maximize their potential audience by also making them "virtual." As well proven by Google, advertising on the web is more powerful and responsive than just location-based signage.

So, the power of the web, wireless mobility, and UC will be driving the next generation of conferences and trade shows in my book. It will help move all aspects of market access to both people and information to “virtual” audiences in real-time or on-demand. That will help the “greening” of the marketplace and change the way companies do business.

What Do You Think?

You can contact me at: artr@ix.netcom.com or (310) 395-2360.

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Will the REAL DefinitionS of UC Stand Up: 6 Perspectives For A Single Definition

David A. Zimmer, PMP
Chief of Staff
American Eagle Group

In a recent article by a colleague titled “Will the REAL Definition of Unified Communications Please Stand Up,” Blair Pleasant offered a definition of unified communications. Overall, I felt the definition provided insight and was comprehensive from a technical perspective. She included the many “moving” parts, the technical components, needed to support a unified communications (UC) infrastructure.

Ms. Pleasant’s real premise of the article was to provide that one definition we can use to effectively describe UC – the “elevator speech” of UC. This is a goal another colleague Art Rosenberg and I have attempted many times over the past decade since we coined the term “unified communications.” No matter what we developed, I always felt short-changed, incomplete, not totally satisfied.

After reading Ms. Pleasant’s article and talking with Art, I came upon the root issue to this lacking definition. We typically attempt to define UC from one perspective which leaves the other perspectives dangling. UC is a rapidly moving, and yet frustratingly slow, whirlwind of needs, wants and whims. A need to one person is simply a whim to another. So, to pin a single definition on UC is fruitless. As soon as we are satisfied with the definition, it is outmoded, just as a PC purchased yesterday is obsolete.

A Departure From UC

Back in 2002 or 2003, I took a departure from the UC market to provide training and consulting to companies in the area of project management and IT service management. Over the past several years, I have trained thousands in industry-standard project management methodologies and proper MS Project use. During these seminars, I refered to unified communications. I’ve learned, based upon the person’s job description, their definition and understanding differs.

Rather than a single definition, I believe there is and always will be multiple definitions. The definitions result from different perspectives. I’ve captured these perspectives in what I call, the UC Cube©. It is a specialized version of the IT Cube© specific for UC although it uses the same perspectives.

What is UC Cube?

Over the years, I have been involved in many IT related projects. During that time, I have observed many perspectives to the project. Some felt the project was a raging success while others, looking at the same information, considered it a flaming failure. Why? I realized they were viewing the situation from different angles.

Imagine a cube – a six sided, 3D object. In the center of cube is the item of scrutiny. Depending upon which panel I am looking through to see the item, I see another aspect, a distinct surface resulting in “seeing the same thing, but differently.”

Let’s tie this to UC.

Any IT project, and UC eventually boils to technology implementation, has six different perspectives. I make some generalities to simplify the concept. There always will be grey areas and bleed-overs to other panels, but the following descriptions will help us understand our conundrum.

Panel 1: The Technician

The technician implements, maintains and upgrades the infrastructure that supports the features and functions of the UC system. He may have insight into only one portion of the overall system. For example, he may be the MS Exchange or Domino Server guru. He may not understand or be concerned with telecom stuff.

Regardless of how narrow or expansive his technical skill set, he is the one that understands the nuts-and-bolts. He must make the adjustments necessary to keep the system alive.

His perspective is technical. His questions and concept of UC is technical.

“What components must I implement and maintain to produce UC?”

“What widgets comprise a UC infrastructure?”

“Should I support VoIP or TDM?”

“What expertise do I need or certification should I possess?”

“What training best serves this area?”

And so on.

Panel 2: The IT or Technology Management

The IT or Technology manager, while concerned with the technology and its implementation, concentrates on uptime, stability, business support, evolution to meet future needs, etc. She reads different reports and magazines than the technician. Her concern is less day-to-day operations and more focused on providing the features/functions with appropriate availability to support the organization.

The IT manager’s perspective will be technical but with a “business” flavor added.

“Which set of technology meets the greatest number of needs expressed with the greatest uptime and lowest cost?”

“Can I prove ROI, TCO, ABC and XYZ the business slings at me?”

“At the end of the day, am I supporting their needs, wants and whims?”

“What metrics best prove I’m meeting my SLAs?”

“How do I really know the users’ needs?”

“Are the business initiatives being met by this latest technology implementation?”

Panel 3: Business Management and Executives

The business management focuses on company profitability, costs and competitiveness. If tin cans and string support the communication need, so be it. If it takes the latest advances and technology, that’s fine as long as it keeps us profitable and competitive. The goal is to manage the business, not the technology to support the company. The business defines the business requirements for profitability and competitiveness while the technology management translates those requirements into working technology.

The business’ view of UC revolves around reaction to market trends, business directions, customer responsiveness and so forth. If technology enables mobility, agility and profitability, they’re for it. Does the UC system integrate with our business processes and support greater productivity so we can do more with less?

While it is the IT manager’s responsibility to prove proper ROI and TCO, the business management factors those values into the equation for the cost of IT support. In other words, if the current system supports the business but doesn’t line-up with an industry definition of unified communication, who cares? If a UC system is implemented but doesn’t support the business, UC is no good. Simple.

The business perspective, therefore, looks at UC’s impact on the business itself and determines which “features and functions” are necessary. If IM does the job, it’s in. If UM doesn’t support profitability, it’s out. Yet, if the workers can get to their email, voicemail, fax and other communications just fine, they have “unified communications.”

Panel 4: The User

The rubber meets the road with the user. The user determines which aspects of UC he uses. Some might use IM. Others might use text/picture messaging from their mobile phone. One set wants iPhone® while the rest want Blackberries®. For business purposes, email and voicemail are required options, but their use might vary. Should we throw in calendaring functions and contact lists? Can they only contain business associates or will they contain family and friends? Does it support “presence” for all contexts so the user knows which device or medium to use?

Some users have a clearly defined boundary between work and personal life while others have no life outside of work – everyone is a potential customer. Some users are highly mobile requiring different types of security and equipment definitions while others might share devices because of their duties such as manufacturing shop floors and support desks.

Since each job varies drastically from one company to another, from one industry to another and from one country to another, a single definition will not suffice. Here’s the key: each user will define UC for himself or herself based upon his or her specific needs and job demands. The person across the aisle may want something completely different. Consequently, the IT staff must support a smorgasbord of features and functions, within limits of course, to cover the variety of definitions.

Which definition prevails? The business manager’s? The IT manager’s? The technician’s? The user’s? All will!

Here’s another aspect of a user, just to muddy the waters. Generational issues. Yup, this is one place age really does matter. Each generation has different ways of working based upon the technology available when they were young.

Not to give away my age, but I much prefer separated technology where my voicemail is voicemail and my email is email. Although I carry a Blackberry fully loaded with pictures, soccer schedules, contact information, email/spam-mail, I don’t do texting. I don’t like IM – too invasive. I don’t want my voicemail comingled with my email and overflowing spam. And my “find me/follow me” is fixed forwarding of my office phone to my mobile number. I don’t need more.

And I really despise presence. Why? Because, frankly, I don’t always want to be available. Worse, just because my mobile phone is on and the presence indicator says I’m available via that method, I’m not. I’ve left it behind because I needed a break. But for many, presence is the coup de grais of UC. Without it, UC isn’t UC!

While I have this older view of the world, my younger counterparts (and off-spring) are suffering carpel tunnel syndrome of the thumbs from texting/IM’ing/video-gaming, and more. They have a different concept of work and play from me. Their communications needs differ.

I have a problem with “communicating” with robots and systems that simulate humans helping me with my tech support while the younger folks like it better. I don’t want to speak to a machine trying to act like a human. I’m not a fan of tech support “live chat” while other love it – too slow and I know I am not the only customer of the tech, therefore, I have to repeat myself too many times and get inaccurate answers.

Therefore, the user defines UC to meet his or her need. It cannot be dictated by the industry.

Panel 5: Analysts and Pundits

The analysts and pundits will have a completely different definition for UC than everyone else – by definition. Our job is to determine the market size, advise our clients what’s best, apprise them of the future after we predict it, and convince them our guesses are just around the corner. Therefore, our definition will be a combination of technical specifications, market forecasts, customer requests and users demands (as determined by surveys). I’m not trying to be harsh, simply reality based.

We will ask,
“What are you current pain points?”

“What problems are you trying to fix?”

“What solutions do you think best fit your situation?”

“How many users do you support?”

“What purchases are forecast for next year, and the year after that, and five years out?”

“What functions do you foresee as important today that you don’t have?”

“What are your predictions for next year?”

We take the information and see how it matches current products and services, then illustrate the current gaps and the market potential. Of course, we have to define the problem we are solving in order to come to a solution. The solution, therefore, evolves into our definition with additional future-proofing. While this is a bit “tongue-in-cheek” of our services, our vision of UC differs from all the other groups, by necessity.

As analysts, we have to stand squarely in the past, the present and the future. The technology must support all three timeframes, the features must meet all needs expressed or at least in a prioritize order of needs, and so forth. Our view and definition of UC can be biased based upon the data collected, the reports read, the information mined and more. The good news is, we can be just as right as any other panel.

Panel 6: The Vendors

The vendors are in business to meet the needs of the customers. Their goal is to understand the definition sufficiently to produce the product or service supporting the definition. Of course, no one vendor can meet the entire definition, therefore, they express how their products/services are UC.

I once saw a vendor claim they had “unified messaging” because they could receive faxes on a PC. It did not integrate with a mailbox, email, voicemail or any other product, but that was their definition of unified messaging – PC fax.

The vendor’s definition of UC will be biased toward their product or service. In many cases, they will fit a square peg in a square hole, but sometimes, it will be more cylindrical than square.

They will be asking questions such as,

“How does our product or service fit this concept of UC?”

“Do we have some aspects that will work so we can make such a claim?”

“Can we state we are UC-compliant?”

And so forth.

Conclusion

Defining UC with a single, industry acceptable definition is impossible. No matter how inclusive, it will certainly exclude some aspect. We must define it from multiple perspectives. We must realize also UC is constantly moving and shifting. There are many moving parts which are evolving at various rates and directions. Users’ needs, wants and whims are never static and change like the wind. Market factors, economic conditions and business climates impact UC quarterly.

The six perspectives give us a clue as to the true complexity of UC. The complexity results from the various viewpoints, more complex than the technical aspect. Serving each angle will challenge us for years to come.

What Do You Think?

Do you think it is possible to have a single definition? Do you think I am accurate in articulating six perspectives? Does the concept of a cube help focus this amorphous collection of needs, wants, whims and technology into something tangible? Send me your thoughts. Either leave a comment to this blog posting or send me an email at info@ameagle.com.

To learn more about my kick-butt Project Management 5-day boot camp or excellently rated MS Project seminars, shoot me an email or call +1/215-491-2544. Thousands have reaped the benefits of more project success from this valuable training.

UC Cube is copyrighted by the Unified-View. IT Cube is copyrighted by American Eagle Group. All rights reserved. Use of term permitted with credit citation to respective copyright holders.

Copyright (C) 2008 Unified-View, All Rights Reserved.

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Managing UC and Mobility Services For Business

Art Rosenberg
The Unified-View

Although we start looking at unified communications (UC) from an end user perspective, i.e., who really needs which capabilities from UC, we must also look at IT’s role in planning, implementing, and supporting UC capabilities in a business environment. Even though the basic justifications for UC must come from the business users (individual end users and business process management), we must still rely on IT technology expertise to develop a practical UC implementation and support plan that is acceptable to everyone.

Drawing the line between fixing existing business technology that is broken vs. implementing new technology is a traditional challenge to IT management. For UC, it is further complicated by the need to support the new communication alternatives that will allow internal staff, outside partners, and most importantly, customers to communicate more flexibly and efficiently. Such flexibility will be increasingly required by mobile users employing handheld, multi-modal “smart phones,” to maximize both their business and personal communication accessibility.

UC and Mobility

Unified communications (UC) still struggles to be defined conceptually for its role in person-to-person communications and process-to-person interactions. The ability to use either speech or text communications between people was a starting point for more flexible business contacts, facilitating the choice of asynchronous messaging vs. real-time synchronous contacts (phone calls, IM). Now, with improved speech recognition and multi-modal mobile devices, the next stage of efficient user real-time interaction with business process applications is here – the choice of entering or retrieving information with voice or screen interfaces, or a combination of both. As the title of a white paper published by NEC at the beginning of this year suggests, UC may be viewed as the next stage of mobility. Right there, enterprise IT will face the problem of supporting both existing internal desktop applications, as a well as a variety of public and private networks, mobile communications services, and endpoint devices that end users will be deploying to communicate with different people and different applications. How will usage of such mobile services be managed from an enterprise IT perspective?

It’s not enough to design and develop new technologies for business end users; it is also critical to manage technology support and changes to keep in synch with the operational usage needs of different people and work environments. Now that telephony is joining other forms of business communications under the UC umbrella to support multimodal, mobile devices that are software-based, IT technology support for all forms of business application integrations has to be consolidated and structured as well.

Orange Business Services Offers Microsoft UC Plus ITIL-based Support

A clue to how enterprise UC mobility will be evolving through the use of managed services appeared in a recent announcement from a leading European service provider, Orange Business Services of France Telecom, targeting multinational, global business organizations. They announced they would be supporting the use of the following standard Microsoft software applications to business customers on a managed basis:

· Microsoft Exchange Server 2007

· Microsoft Office Communications Server 2007

· Microsoft SharePoint Server 2007

What Orange has also added to their business communication offerings is standards-based service management through ITIL, Information Technology Infrastructure Libraries, which is a set of documented concepts and policies for managing operational support and change procedures for information technology services.

To get some insights into that perspective of UC implementations, I talked with my old Unified-View partner, David Zimmer, who has been actively involved with educating IT personnel on the gospel of ITIL.

According to David, here are some key points about ITIL:

· ITIL is a significant cultural change for IT organizations in performing their responsibilities to support enterprise information and communication technologies

· It requires understanding and coordinating business management needs and priorities, individual end user needs, as well as the trade-offs between existing and new technologies to provide required technology services

· Most importantly, it requires defining all aspects of technology support as reflected in Service Level Agreements (SLAs) for different technology support services, i.e., break-fix problems vs. changes to existing capabilities

· The ITIL framework includes standardized procedures for:

- Service support

- Service delivery

- Security management

- Infrastructure management

- Application management

- Change management

- Continual service improvement (Metrics)

Finally, David suggests that IT project management still has to determine how to best implement any requested and approved application changes and that kind of expertise is very fuzzy at best. New implementation options can now include hosted or managed services, integrated with existing enterprise technologies.

Business management, on the other hand, has to understand its operational problems and priorities and the value of selectively solving those problems with UC technologies. Such solutions must be properly planned and implemented on an evolutionary basis at both the IT support level and the individual end-user adoption level.

“ITIL is a framework for describing the practical guidelines needed to align IT technology with business initiatives,” commented Zimmer. “UC is fundamentally a business initiative using supporting technology. Moving from current technology to UC and then continually upgrading or introducing new features in the rapidly changing world of business requirements is the crux of the ITIL framework. In the short term, companies go through cultural change, but come out further ahead because of the systematic methodologies employed to support the business,”

In the long run, proper IT management of UC technology implementations and usage will result in time-savings, avoiding expensive mistakes, and making new UC applications more future-proofed to keep up with the real-world of both business and end-user needs.

What Do You Think?

You can contact me at: artr@ix.netcom.com or (310) 395-2360. You can reach David Zimmer at dazimmer@ameagle.com or (215) 491-2544.

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First Contact Resolution Catches Up With “Customer UC”

Art Rosenberg
The Unified-View

The search for enterprise benefits from UC capabilities always seems to revolve around improving business results and that usually means communicating more effectively and efficiently with customers.

When real-time customer service was primarily focused on telephone call centers, a key enterprise challenge for customer satisfaction was to minimize caller wait time for live assistance. Although telephone self-service applications can be used to minimize such demand, there are always situations where live assistance is still needed to supplement the limitations of the telephone user interface (TUI) to efficiently satisfy caller information needs.

Even with fast access to live assistance from a call center “agent,” the need for particular expertise cannot always be provided because it is impossible to train all agents to know everything. As a result, agents would have to either try to find an “expert” to assist in providing necessary information during the same call, or require follow up calls to resolve the caller’s problem. This consideration led to a key metric for customer satisfaction, “First Call Resolution” (FCR), based on getting other personnel quickly involved in satisfying all the caller’s needs during a single call.

“Different Strokes For Different Folks”

Now that customers can easily access information on the Web without necessarily talking to a live person, the name of the FCR game is shifting from voice-only telephone contacts to multimodal contacts. In particular, live assistance can be invoked more flexibly, contextually, and selectively by customers than by manually initiating a phone call.

With online search via Web browsers becoming the primary source of information access “on demand,” customer assistance is shifting away from ad hoc phone calls to contextual online contacts for customer. The latter includes:

· “Click –to-email”

· “Click-to-chat”

· “Click-to-call”

Not only can this be done at a desktop PC or portable laptop, but with the growing consumer adoption of personal “smart-phones,” multimodal customer contacts for both information access and live assistance will be the new order of the day for enterprise customer support. Now “First Call Resolution” will really be only one flavor of “First Contact Resolution.”

New Metrics For “First Contact Resolution” Through UC

A new market study by long-time voice expert, Walt Teschner, who now runs the GetHuman website, confirms intuitively obvious metrics for customer contact responsiveness beyond phone calls. Sponsored by Fuze Digital Solutions, almost one thousand consumers in different age groups, gave their opinion about what would be acceptable responsiveness to the different forms of customer-initiated contact with a business.

Although, older people are a bit more demanding, there was not much difference in service level expectations between the different age groups. However, a key concern for all consumers is to know what to expect before they try to make contact for assistance.

Response expectations averaged the following:

Email - 4 business hours

Text chat - 10-70 seconds

Traditional telephone callers expect a call to be picked up within three rings by a person, but with most call center systems there are other time delays before reaching live assistance, including preliminary call screening via an IVR interface, then waiting in queue for an available agent.

However, the study did not get into the issue of fully completing the customer contact, i.e., the “resolution” of the caller’s reason for calling. Apparently, that is not as much of a problem to a caller as it is to contact center management who worry about agent performance (call“ handle time”) and staffing requirements. Obviously, if the caller doesn’t get the results they want, they will be still be extremely “dissatisfied,” no matter how quickly they are serviced.

As new UC capabilities become available to customers, both online at the desktop and with mobile “smart-phones,” initiating contact via email, chat or telephone will not limit interaction with live assistance to those modes of interaction. Email contacts can be escalated to online chat or voice conversations and it is those forms of interactions that could make the difference for a satisfying “customer experience,” not just how long it takes to establish contact with live assistance.

What Do You Think?

You can contact me at: artr@ix.netcom.com or (310) 395-2360.

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The "New Avaya" – Innovating Desktop Telephony For UC

Art Rosenberg
The Unified-View

Avaya’s announcement this week of a new President and CEO, a Cisco and AT&T Bell Labs veteran, Kevin Kennedy, capped the theme of this year’s Avaya Global Analyst conference – refocusing business telephony applications under the umbrella of unified communications (UC)!

The analyst meeting was noteworthy, not just because the company has been privatized for about a year now and has been reorganizing itself product-wise and internally, but, as a leading provider of traditional enterprise telephony systems, Avaya is also in the process of reshaping itself as a key “UC ” technology provider. This means moving its traditional desktop voice telephony products and services into the emerging multimodal world of enterprise UC to support both Gen Y/Millennial employees and customers.

There were a number of newly hired executives in attendance, some so new that they didn’t even have their Avaya business cards yet, but are recognized industry experts who can help reshape the “New Avaya.”

Keeping Desktop Telephony Links With UC

While Avaya has joined the rest of the telecommunications industry in moving towards new and open software-based SIP telephony and multimodal UC, they have also updated their vested interest in premise-based desktop voice communications equipment with “touch-screen” IP phones that provide a richer user interface for applications and interoperate with desktop PC “softphones” and a variety of personalized end user mobile devices. They also have packaged up a convenient hardware/software UC solution for the large, untapped SMB market, to replace simplistic legacy key systems.

The “New Avaya” is still transitioning from traditional desktop person-to-person telephony by consolidating it’s product focus on “business user“ functions, i.e., “UC” (unified communications for internal users) and “CC” (contact center functions for customers) and restructuring its organization and market approaches accordingly as described by UC Strategies analyst, Blair Pleasant and a slew of other industry pundits. But Avaya is also moving beyond voice conversations into the realm of transmodal integration with business process applications.

Avaya To Provide Communications-oriented Business Software Solutions

Rather than offer just voice-based “horizontal” communication functions, Avaya is moving up the UC technology food chain to address the communication needs of “vertical” market business processes. That requires integrating their real-time voice communications capabilities with both online business applications and text-based person-to-person communications. While this means integrating IP telephony with the email, IM, and business application software domains of Microsoft and IBM and consumer services, it also means protecting its large legacy TDM telephony customer base, which will slowly but surely be forced to migrate to IP Telephony, UM, and UC.

That concern may be what has prompted Avaya to place its UC focus on business end user needs for communications, particularly where real-time, person-to-person contacts are involved. Now that UC has opened the door for such contacts to be more “contextual,” personalized, and integrated within online business applications, Avaya is moving its telephony and messaging offerings to fit the particular needs of different kinds of users in different vertical markets. With new desktop and mobile devices becoming more flexible, screen-based and speech enabled, the path to customized multimedia user interfaces for UC is now open.

While there are lots of online software application offerings in the vertical markets today, Avaya believes its long-time expertise with real-time voice communications, a key component of UC, will give it a competitive advantage as a strategic partner for enterprise UC migrations. Avaya’s traditional telephony product reliability may also help preserve its future software role in UC against the likes of Microsoft, which is already aiming to displace enterprise hardware PBX functions with its new OCS R2 software server.

A Few Things I Didn’t Hear Enough About

The Avaya Global Analyst meeting was crammed full of information as their new executive team tried to lay out all the changes that would be taking place in their product lines. Jorge Blanco, Vice president, Product Management, Unified Communications, almost lost his voice in racing through a long overview of Avaya’s new hardware and software product roadmaps, all converging on UC and CC needs of different sized organizations.

CEBP - While Avaya’s earlier move into “communications enabled business processes” (CEBP) was never viewed as a “UC application,” it’s role in initiating contacts with people was definitely viewed as a driver for UC, particularly for mobile users. However, there was little mention of CEBP at the Avaya meeting, either in the context of UC, nor as an important element of “CC,” where I see it playing a strong role in “proactive” customer care applications for mobile users. Maybe when the reorganization settles down, and the new managers that Avaya has brought on board have had a chance to develop their plans, we will see some missing pieces in marketing strategies.

Hosted Services – While Avaya did talk about their new emphasis on “Operations Services,” (formerly called “Managed Services”) and “Co-Delivery” of customized solutions for vertical markets, their presentations emphasized premise-based hardware and software for business organizations. However, given the growing shift in business applications to SaaS, on-demand “cloud-based computing,” and most recently, Microsoft’s announcement of their Windows Azure, etc., I heard very little about Avaya’s plans to exploit their new business UC applications as hosted services, particularly for the SMB market. This could be done directly, through application partners, through service providers or sales channels, as some competitors have been announcing.

However, Avaya did indicate that it would be offering voice–to-text messaging services to enterprise customers as a proprietary service provided by SpinVox. Furthermore, Avaya’s new president and CEO, Kevin Kennedy, comes on board from his role at Cisco as Senior Vice President of the Service Provider Line of Business and Software Technologies Division. That certainly could be helpful to the “New Avaya!”

What Do You Think?

You can contact me at: artr@ix.netcom.com or (310) 395-2360.

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