Examples of results More information for some projects I have made

Along my professional career, I have been part of more than 60 projects for almost 30 different customers, in very different work areas. In this page there are brief descriptions for some of these projects.

To facilitate the localization of specific types of projects, several filtering criteria are provided:



New model of IT outsourcing
  • Company: BipDate: 2011-2013
  • Customer: <Confidential>Sector: Energy
  • Function: Information systems
  • Type of project: IT management & governance; Strategy; Outsourcing; Process reengineering
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The customer wished to redefine its IT services outsourcing strategy, introducing a higher level of competition among vendors and achieving a higher level of service at a lower cost. Several outsourcing model evolution alternatives were analysed, the chosen option was fully developed and it was executed including the selection of new vendors and the transition to the new operating model. Currently we are still working on this transition with the customer.
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Profitability analysis of customer proposals
  • Company: BipDate: 2010
  • Customer: <Confidential>Sector: Telecommunications
  • Function: Management control
  • Type of project: Finance; Strategy; Commercial
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The customer was a global telecommunications operator that wanted to precisely assess the profitability of the proposals that it was presenting to its multinational customers for the provision of services in multiple countries. A methodology was defined and a tool was implemented to assess and control these profitabilities, taking into account both local services being offered by the operator national branches and services being offered by third parties.
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Contract negotiation support for IT outsourcing
  • Company: BipDate: 2009-2011
  • Customer: <Confidential>Sector: Media
  • Function: Information systems
  • Type of project: IT management & governance; Strategy; Outsourcing; Process reengineering; Financial assessment; Organization redesign
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The customer had selected two vendors to completely outsource its information systems and telecommunications management functions, and to effectively make it happen it needed to negotiate in a very short time frame the corresponding outsourcing contracts in the most possible favourable terms. After the contracts signature, support was provided to the customer to redefine its operational processes, the organization and the IT services provision and control models.
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Strategic information systems plan
  • Company: BipDate: 2010
  • Customer: <Confidential>Sector: Industrial
  • Function: Information systems
  • Type of project: Strategy; IT management
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The customer was a group of companies recently formed after the acquisition by the holding company of other competitors. The activites of the resulting group of companies was hindered by the dissimilar and disintegrated nature of the information systems of each of the companies. The objective of the project was to define the evolution plan for the information systems of the new group to allow it to operate under a single, integrated set of information systems.
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Analysis of investments for new services
  • Company: BipDate: 2009
  • Customer: <Confidential>Sector: Telecommunications
  • Function: Management control
  • Type of project: Finance
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The customer, a global telecommunications operator, wanted to establish an homogeneous model for investment analysis and decission making in relation to the launch of new products and services in all the countries in which it operated. Besides, it needed a tool to support this common methodology when analysing the launch of a new product in different markets.
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New systems architecture and system plan
  • Company: IBM Global ServicesDate: 2004-2005
  • Customer: <Confidential>Sector: Telecommunications
  • Function: Information systems
  • Type of project: IT governance; Strategy
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The customer was the branch for wholesale international services of a global telecommunications operator, and was in the middle of changing its commercial portfolio of services with the definition of a new catalog of products and services. To align with these changes, the IT department decided to pursue an analysis of its systems architecture and define an evolution plan for its information systems.
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Commercial model for mobile solutions
  • Company: IBM Global ServicesDate: 2004
  • Customer: <Confidential>Sector: Telecommunications
  • Function: Marketing / Commercial / Sales
  • Type of project: Commercial management; Commercial processes; Mobility
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The customer wished to establish a consulting sales model to offer mobility based solutions to its final customers. This required the implementation of a radically new way of working for the sales team, which was oriented to the sale of packaged products and services that did not require a big adaptation to the specific needs of each final customer.
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Human resources process reengineering
  • Company: IBM Global ServicesDate: 2003
  • Customer: <Confidential>Sector: Telecommunications
  • Function: Human resources
  • Type of project: Process reengineering
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The customer decided to perform a process redesign for its HR management function, included within a wider effort of review and optimization of the company support processes. The main objectives of the redesign were to increase the efficiency when performing activities (achieving a 20%-30% cost reduction), reduce or eliminate redundant activities, and homogeneize activities.
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Usability analysis for handsets/applications
  • Company: IBM Global ServicesDate: 2002-2005
  • Customer: <Confidential>Sector: Telecommunications
  • Function: Operations
  • Type of project: Commercial management; Operations management; Usability
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The customer wanted to analyse the impact that handset usability (and later applications usability as well) had on user perception of mobile services, as well as user satisfaction with handsets and applications. Following the initial project, a subsequent analysis allowed the assessment of the economic impact of usability on customer spending on services, handsets and applications.
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Mobile operator process map
  • Company: PwC ConsultingDate: 2004
  • Customer: <Confidential>Sector: Telecommunications
  • Function: Organization and Processes
  • Type of project: Process reengineering
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The customer wished to redefine its process map, as part of a global initiative to implement process management within the company. Although there existed a previous process map, the customer needed to make it more solid, making sure that all business areas were supported, that responsabilities were well defined and that the model was aligned with best practices in terms of process design.
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Input-output model for telecommunications sector
  • Company: PwC ConsultingDate: 2003
  • Customer: C.M.T.Sector: Telecommunications / Public Administration
  • Function: Regulation
  • Type of project: Finance; Regulation; Strategy
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The customer wanted to create an intrasectorial model that allowed the analysis of mutual dependencies among player in the telecommunications sector, in terms of communications services trading (an input-output model as defined by Wassiliy Leontief). The scope of the project included the design and development of a support tool to calculate the model results.
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Network maintenance processes reengineering
  • Company: PwC ConsultingDate: 2002
  • Customer: <Confidential>Sector: Telecommunications
  • Function: Organization and Processes
  • Type of project: Process reengineering
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The customer, a fixed telephony operator in Spain, was embarked in the reengineering of all its key business processes; as part of that reengineering effort first a process review and reengineering methodology was defined, and then it was applied to increase the efficiency of many processes, particularly those related to network operations and maintenance.
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Operating and support processes map
  • Company: Deloitte ConsultingDate: 2000-2001
  • Customer: <Confidential>Sector: Telecommunications
  • Function: Organization and Processes
  • Type of project: Process reengineering
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The customer was a new provider of telecommunication services, focused on providing contents for mobile services; it needed to define and apply operational and support processes that would allow the company to scale up as soon as possible its operations in the markets in which it was present, as well as defining organizational responsibilities. The project included the implementation of the new processes in each country where the customer was present.
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Incremental costs model impact analysis
  • Company: Deloitte ConsultingDate: 1999
  • Customer: <Confidential>Sector: Telecommunications
  • Function: Regulation / Management control
  • Type of project: Finance; Regulation; Strategy
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The customer, a fixed telephony operator in Spain, was worried by the impact of the possible introduction by the regulator of a long run incremental costing methodology to calculate the cost of regulated services. Thus, it required an in-depth analysis of these incremental costing models, that allowed the operator to understand them and determine which were the main parameters that had the greatest impact on the model results.
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Strategic plan for a telecommunications operator
  • Company: Deloitte ConsultingDate: 1998
  • Customer: <Confidential>Sector: Telecommunications
  • Function: Strategic planning
  • Type of project: Strategy
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The customer was a new entrant in the fixed telephony sector in Spain, and wanted to define its Strategic Plan for the following 10 years. This required the creation of estimation models for the capacity and deployment costs for the access, backbone, switching, data, audiovisual services, intelligent network, and public telephony networks, and also for the corresponding supporting information systems.
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Study on the Public Numbering Plan
  • Company: TellingDate: 1995
  • Customer: D. G. TelecomunicacionesSector:Telecommunications / Public Administration
  • Function: Regulation
  • Type of project: Regulation
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The customer, the Spanish Telecommunications administration, had to reform the access and usage of the public telephone numbering space after the liberalization of telecommunications services that by then was taking place in Spain. The result of this study was the first step towards the replacement of the traditional numbering schema, that suppressed the provincial numbering prefixes and increased numbering capacity almost ten-fold.
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