IT Services Vision and Portfolio

Planning
Service Offering
Business Plan
Version 1.0
_
Dated: January, 2002
Prepared By:
Company Confidential
East Region Strategy Services IT Services Vision and Portfolio Planning Business Plan
Table of Contents
Section I. Business Plan Summary.........................................................................................
1 Eecutive Summary...............................................................................................................
! Service Strategy.....................................................................................................................
2. Service !efinition...........................................................................................................
2.2 Vision.............................................................................................................................
2." Value Proposition...........................................................................................................
2.# Validation$ Customer Response and Results.................................................................
2.% Program &anagement....................................................................................................
" Service O#erations.................................................................................................................
". Target &ar'et.................................................................................................................
".2 Customer Engagement..................................................................................................
"." Sales Engagement.........................................................................................................
".# Service Readiness.........................................................................................................
".% (inancials.......................................................................................................................
$ %ctions and &et Ste#s.........................................................................................................
Section II. Business Plan 'etails.............................................................................................
1 Strategic %nalysis...................................................................................................................
. Customer Environment...................................................................................................
.2 Case Company Environment.........................................................................................
." Partner Environment....................................................................................................
.# Competitive Environment.............................................................................................
.% &ar'et Si)e and *pportunity........................................................................................
.+ Service !ifferentiation..................................................................................................
! Service Engagement............................................................................................................
2. !efinition and Value Proposition...................................................................................
2.2 Service !elivera,les.....................................................................................................
2." Team Structure.............................................................................................................
2.# Engagement Process...................................................................................................
2.% Engagement Collateral and Templates.........................................................................
2.+ Service !elivery Readiness.........................................................................................
" Sales Process.......................................................................................................................
$ Partner Engagement............................................................................................................
( Communication....................................................................................................................
%. Program *ffice.............................................................................................................
%.2 Performance &anagement...........................................................................................
) *is+s......................................................................................................................................
, -inancial Plan.......................................................................................................................
-. Service Readiness and &anagement Cost..................................................................
-.2 Engagement Pricing.....................................................................................................
. Eecution Plan......................................................................................................................
.. "/0+/01/ !ay &ilestones.............................................................................................
..2 Prere2uisites to &ove (or3ard.....................................................................................
.." Pro4ect Plan..................................................................................................................
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Section I. Business Plan Summary
1 Eecutive Summary
T9e purpose of t9is document is to formali)e t9e ,usiness plan and ta'e t9e necessary
steps in e:ecuting and professionali)ing t9e IT Services Vision and Portfolio service for
East Region. Section provides t9e summary of t9e ,usiness plan details in Section II.
T9e tangi,le results from previous engagements around IT Services Vision and
Tec9nology Roadmap; competitive pressure in our accounts from IB& and S6P; and
desire to improve customer satisfaction and develop strategic relations9ips 9ave led to
using <IT Services Vision and Portfolio Planning= service as one of t9e t3o <go0to0mar'et=
account strategies across sales and services.
IT Services Vision and Portfolio Planning service develops a strategic plan and a
governance frame3or' for a fle:i,le IT arc9itecture for provisioning and maintaining IT
Services; ma:imi)ing fle:i,ility and speed for t9e ,usiness 39ile optimi)ing lifetime cost
of IT services. T9e strategic plan includes
>uiding principles for IT Services portfolio and lifecycle management
Evaluation of current arc9itecture and practices; and vision of ena,ling arc9itecture
for IT Services portfolio to support ,usiness and IT strategies.
Tec9nology roadmap for ena,ling arc9itecture and suggested ne:t steps
T9e sales team also su,mits proposals to 9elp e:ecute on t9e strategic plan.
T9e typical duration for t9e engagement is #0+ 3ee's 3it9 .% (TEs; 3it9 average
internal cost of ?-/;///.
T9e results from t9is service are$
@uic'er adoption and deployment of our tec9nologies Aincrease product sales and
9elp in t9e E6 Ane3 and rene3alsB processB
Increased client satisfaction ,y 9elping t9em to ,etter understand t9eir environment
and 9o3 to improve on it
6n IT roadmap t9at is actiona,le to t9e client and 9elps in account planning for Case
Company. T9is 9elps foster closer relations9ips ,et3een Case Company and t9e
client; ,y addressing t9eir 'ey ,usiness issues.
(ollo30up services t9at 9elps t9e client move to t9e end state vision suc9 as ESC
and various <go0to0mar'et= solutions and services
T9e sales organi)ation 3ants to perform t9is service for most of >S& and large C6S
accounts. In t9e second semester of (C/"; to drive s9ort0term o,4ectives; t9e team
3ants to target customers 39o are <some39at satisfiedDdissatisfied= or 3it9 ne3 or
rene3al E6 opportunities. It re2uires scaling up; formali)ing and professionali)ing t9e
service in terms of content; process and delivery capacity. Ee also need to prepare our
sales teams 3it9 conte:tual understanding and 4o, aids to close t9e opportunities.
6 program office 9as ,een esta,lis9ed to formali)e and professionali)e t9e service. It 3ill
manage communication and content from readiness to results across East region. It is
recommended t9at 3e 9ave a SE6T team for # strategy consultants dedicated to
delivering t9is service in t9e region. 6fter t9e initial p9ase of engagements and
professionali)ation; 3e 3ill train partners to e:pand t9e delivery capacity and reac9 in our
customer ,ase.
6n investment of ?++;/// covers t9e cost of + engagements in ne:t % mont9s of (C/"
and development of repository0,ased tool; sales collateral and service delivery guide F
re2uired to succeed and scale. Eac9 district 3it9 one account and a glo,al account 3ill
,e support t9roug9 t9is engagement.
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! Service Strategy
2. Service !efinition
IT Services Vision and Portfolio Planning service defines a fle:i,le IT arc9itecture for
provisioning and maintaining IT Services; ma:imi)ing fle:i,ility and speed for t9e
,usiness 39ile optimi)ing lifetime cost of IT services.
T9e strategic plan provided as a delivera,le includes
>uiding principles for IT Services portfolio and lifecycle management
Evaluation of current arc9itecture and practices
Ena,ling arc9itecture for IT Services portfolio and practices to support ,usiness and
IT strategies and re2uirements
Constraints and ris's
Tec9nology roadmap for ena,ling arc9itecture
Suggested ne:t steps
T9e sales team su,mits proposals as operating plans to reali)e t9e strategic plan.
2.2 Vision
T9e strategic plan and governance frame3or' developed t9roug9 IT Services Vision and
Portfolio Planning service 3ill ena,le$
Customers to reduce comple:ity and optimi)e IT Services for t9e ,usiness;
ma:imi)ing fle:i,ility; speed and value to ,usiness 39ile reducing t9e overall cost of
providing IT Services
Case Company to understand t9e customerGs ,usiness and IT environment and
articulate Case Company value; improving customer satisfaction; ,uilding strategic
relations9ip; and driving revenue over time
2." Value Proposition
Value to Customers
&any IT organi)ations 9ave inade2uate governance processes; limited <s9ared=
infrastructure; ineffective sunset policies; and difficulty in 4ustifying and planning core
infrastructure maintenance. T9is 9as resulted in redundancy; 9ig9 implementation and
maintenance cost; and increased comple:ity in responding to c9anging ,usiness needs.
T9e IT Services Vision and Portfolio Planning service is designed to provide IT
management$
!etailed assessment D vie3 on t9eir overall IT Services portfolio; including
infrastructure; applications; operational support and management processes
Roadmap 3it9 prioriti)ed initiatives to simplify IT environment; and improve fle:i,ility
and speed in delivering services to t9e ,usiness
7ifecycle governance to ma:imi)e t9e value; and reduce t9e cost of c9ange and
maintenance
Value to Case Com#any and Partners
Ee compete 3it9 IB& for leaders9ip and IT Services platform and tec9nologies. T9e
product or >T&0,ased approac9 could 3or' 39en competing at t9at levelH it does not
articulate Case Company value and does not position us as a platform ,eyond core
des'top and infrastructure elements. Customers 9ave consistently commented t9at 3e
donGt understand t9eir ,usiness. T9e IT Services Vision and Portfolio planning service
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Provides an effective 3ay to get to understand t9e client ,usiness ,etter and develop
a closer relations9ip
Ielps accelerate t9e adoption and deployment of Case Company products D
tec9nologies at t9e client F increase future sales ,y ensuring t9at t9ey deploy and
get value out of t9eir e:isting purc9ases
Identifies ne3 opportunities or areas of improvement at client
&a'es sales effort easier in ne3 product sales; signing and rene3ing of E6; ESCs
and services engagements
Partners can reali)e similar ,enefits ,y differentiating t9emselves and aligning 3it9 t9eir
customers strategically.
2.# Validation$ Customer Response and Results
T9e follo3ing recent engagement delivered tangi,le results after t9e strategic plan 3it9
tec9nology roadmap 3as provided$
6rro3 Electronics
6ppro: # 3ee's of strategic consulting engagement translated in .5ET adoption
3it9 ?%//;/// in products and ?1/;/// in services revenue
>omem,ers; an ISV
7ess t9an 2 3ee's of strategic investment resulted in complete product
reengineering ,ased on .5ET 3it9 ?#//;/// in services revenue to 9elp
implement t9e plan
7" Communications
6ppro:. # 3ee's of strategic planning ,ro'e t9e <ice= in t9e account. Ee are no3
as'ed to perform detailed analysis for one of t9e 'ey ,usiness units and develop
a ,usiness case for 6ctive !irectory and core infrastructure initiatives.
T9e sale teams 9as struc' a c9ord 3it9 CI*s and senior IT managers in >S& and C6S
accounts in discussing ,usiness0driven IT Services Vision and Portfolio management.
Tom Joedding said; <*f t9e . &a4or accounts 39o 3e approac9ed 3it9 t9is concept; 3e
are . for . relative to ta'ing t9e discussions to t9e ne:t step.=
T9e East Region sales management agreed to use t9is service as a fundamental <go0to0
mar'et= strategy to improve customer satisfaction and drive adoption of Case Company
tec9nologies in >S&; C6S and selected &B accounts.
2.% Program &anagement
Sales and Services teams are tig9tly integrated for consistent message; delivery and
follo30on actions; driving tangi,le results. 6 program office is esta,lis9ed to
professionali)e t9e sales and delivery processes and to monitor and communicate
results. T9e program is 4ointly managed ,y Tom Joedding ASalesB and 5itin B9atia
AServicesB.
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" Service O#erations
". Target &ar'et
6ll >S& and large C6S accounts are potential target accounts for t9is service. *nce 3e
9ave professionali)ed t9e service and trained our partners; 3e s9ould ,e a,le to e:pand
t9e mar'et to all accounts; include &B accounts.
In East region; t9ere are a,out -" >S& accounts responsi,le for appro:. ?"-/ million in
revenue. 6ppro: %/K of t9em 9ave E6. T9ere are over ;/// C6S accounts 3it9 ?#%/
million in revenue and appro: #"K 9ave E6s.
To create a measura,le impact in remainder of (C/" t9e follo3ing accounts in >S& and
C6S space are ,eing targeted$
. Customers 3it9 <some39at satisfied= or <some39at dissatisfied= surveys; appro:.
2/K of t9e accounts representing ?// million in revenue
2. Customers 3it9 potential E6DESE and E6 rene3al opportunities in ne:t 2
mont9s; appro:. 2/K of t9e accounts representing ?%/ million in revenue
Ee e:pect to engage 20% accounts in t9e second semester of (C/".
".2 Customer Engagement
T9e target audience for t9e service is CI*; VP of Information Services; C(* Aparticularly
39en IT reports to C(*B or !irector; IT Strategy planning and arc9itecture.
Typically; t9e strategic plan is delivered in four A#B to si: A+B 3ee's. E9en t9e scope is
large re2uiring more t9an + 3ee's; interim plans Afor a ,usiness unit or preliminary
presentationB are delivered every # 3ee's.
T9e delivery team consists of four A#B core roles provided ,y one or more consultants
depending upon t9e scope and individual s'ills. T9e roles are$
ProgramDPro4ect &anager
Business 6nalyst
Tec9nical 6rc9itectD6nalyst
Strategy ConsultantD6dvisor
T9e strategic plan Adelivera,leB 3ill include t9e assessment of t9e current IT services;
inter0dependencies; alignment 3it9 ,usiness and IT o,4ectives; recommendations for
guiding or governing principles; vision of IT services ,ased on ,usiness needs; road map
for reali)ing t9e vision; lifecycle planning for foundation tec9nologies; and suggested ne:t
steps.
Separate proposalAsB may ,e provided for t9e suggested ne:t steps.
T9e engagement may also include implementing a repository0,ased management tool for
on0going analysis; tune0up and governance.
"." Sales Engagement
T9e sales team includes mem,ers of t9e account virtual team; suc9 as; sales
management; account e:ecutives; tec9nology specialists; service e:ecutives; and
engagement managers.
In order to ,uild long0term strategic relations9ip and properly position; 2ualify and close
t9e service opportunity; t9e sales team needs more t9an solution selling 4o, aids and
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sample proposals. T9e sales team needs to 9ave sufficient ,ac'ground on IT Services;
,usiness alignment and IT governance. It needs to understand t9e comple:ity 3it9in IT
organi)ation and impact on t9e ,usiness.
T9e education sessions are ,eing planned for t9e sales teams in ,uilding t9e necessary
foundation.
In addition to providing sales tools suc9 as 4o, aids; presentations; sample delivera,les
and proposals; t9e service 3ill also include a demo tool to 9elp customers <visuali)e= t9e
delivera,le; process and on0going management frame3or'.
".# Service Readiness
T9e strategy consultants 3it9 e:posure or e:perience in follo3ing areas deliver t9e
engagement$
various aspects of IT ,usiness suc9 as infrastructure; applications and support services
,usiness analysis; including strategic and ,usiness process analysis
value measurement; including financial and non0financial value analysis
T9is service is provided on as needed ,asis; as a pre0cursor to an ESCDESE proposal; or
as a first delivera,le in an ESCDESE engagement. In ot9er 3ords; practically all strategy
consultants s9ould ,e a,le to deliver t9is service. Ee 3ill use a funnel approac9 in
maintaining t9e pipeline of 2ualified consultants; aligned 3it9 service demand and
su,se2uent ESC engagements.
Ee 9ave small pool of 2ualified consultants 39o 9ave delivered t9is service. T9e pool
3ill ,e e:panded 3it9 additional senior or principal0level consultants 3it9 ,road industry
and tec9nology e:perience.
Ee 9ave a set of delivera,les; data collection template and engagement frame3or' to
9elp consultants to prepare and e:ecute. 6dditional training to gain ,usiness0oriented
s'ills are ,eing planned.
In order to professionali)e t9e service and scale it to all si)e of customers and partners;
in addition to consulting s'ills and templates; 3e also plan to 9ave a repository0,ased
modeling and analysis tool to e:pedite data collection; ,uild <39at0if= scenarios and
implement a frame3or' for IT to manage lifecycle.
Initially; 3e e:pect to 9ave 02 consultants from eac9 district location; 3it9 a total of a,out
%0+ people. It provides t9e capa,ility to e:ecute #0+ engagements simultaneously across
t9e region. T9e team 3ill include mem,ers from Premier services.
".% (inancials
T9e client engagements are paid ,y BI( andDor ,y customers. 6s in t9e past; 3e 3ill
continue to develop additional collateral; templates and ,est practices t9roug9 t9ese
engagements.
T9e sales organi)ation is 3illing to BI( service engagements for 'ey accounts 39ere 3e
9ave customer satisfaction issues or 9ave a large revenue potential.
6 typical engagement; not including ,usiness development and professionali)ing cost;
re2uires ?-/;/// in BI(.
In order to professionali)e and scale t9e service delivery; 3e need to develop sales
material; service delivery guides; tools and additional delivery capacity.
Ee recommend a financial investment in (C/" to develop necessary collateral and tools;
and to 9ave a small SE6T team to 9elp in ,usiness development and su,se2uent
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engagement. Ee e:pect to ,e self0sufficient t9roug9 client engagements to fund cost of
providing and maintaining service.
&inimal core team$
Program &anager D Service 6rc9itect
" Consultants
!eveloper A(TEB; using ,enc9 resources
6dditional consultants 3ill ,e added as needed ,ased on demand.
BI( needed to support t9e core team
# people L % mont9s M -%D9r N ?%+/;///
Travel e:penses N ?%+;///
Total cost / 0)1)1000
$ %ctions and &et Ste#s
2anagement %ctions
. (unding approval of ?++;/// for t9e core team
2. 6ssignment of " strategy consultants to t9e core team
Program 2anagement
". Esta,lis9 program office and 3e, site
#. !evelop detailed pro4ect plan
Sales Process
%. Educate sales teams on concepts and service positioning
+. Select accounts
Service Engagement Process
-. (ormali)e e:isting engagement material Atemplates; process; delivera,lesB
.. Prepare additional consultants for engagements
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Section II. Business Plan 'etails
1 Strategic %nalysis
. Customer Environment
In most organi)ations; IT 9as ,een a vie3ed as a cost of doing ,usiness. It means t9e
investments in IT are typically pro4ect0,ased; 3it9 little to none overall arc9itecture
planning and governance. T9e tec9nology selection and arc9itectures are driven ,y
individual pro4ects and individual preferences; resulting in redundancy; 9ig9
implementation and maintenance cost; and increased comple:ity in responding to
c9anging ,usiness needs.
In order to transform IT organi)ation from a reactive; support and cost0driven organi)ation
to a pro0active; responsive and ,usiness0driven organi)ation; IT management needs to
understand and manage IT as a services ,usiness. T9e follo3ing ta,le articulates t9e
CI*Gs and IT management o,4ectives; 3e and ot9er analysts 9ear consistently.
T9e IT Services Vision and Portfolio Planning service is designed to provide IT
management$
!etailed assessment D vie3 on t9eir overall IT Services portfolio; including
infrastructure; applications; operational support and management processes
Roadmap 3it9 prioriti)ed initiatives to simplify IT environment; and improve fle:i,ility
and speed in delivering services to t9e ,usiness
7ifecycle governance to ma:imi)e t9e value; and reduce t9e cost of c9ange and
maintenance
6lt9oug9 many customers vie3 IB&; S6P and Case Company as t9eir strategic
tec9nology providers; t9ere is no clear definition and direction 39ere and 9o3 to
ma:imi)e t9e value provided ,y t9ese companies; particularly 39ere t9ere is a perceived
overlap in solutions provided ,y t9ese vendors. T9is service 3ill 9elp customers
understand and define t9e role of t9eir strategic partners clearly; optimi)ing ac2uisition
costs; value and relations9ips.
.2 Case Company Environment
Traditionally; and in many cases even today; our sales and services approac9 9as ,een
around products or tec9nologies. It 9as 3or'ed in t9e past due to sufficient <innovative=
appeal of t9e products; e:panding mar'et ,ase; fragmented competition; and pro4ect0
,ased ,uying pattern. 5o3; due to t9e maturity of many tec9nologies; mar'et saturation;
IB& in t9e enterprise space; and concentration of ,usiness processes around core ERP
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and CR& applications application; 3e need to ta'e a 9olistic and long0term vie3 in
developing and e:ecuting account strategies.
Ee 9ave scored poorly in customer surveys$
Customers do not ,elieve 3e understand t9eir ,usiness
5eit9er propose or 9elp t9em implement solutions to t9eir pro,lems
7icensing does not matc9 deployment plans
Considered arrogant
T9e follo3ing ta,le articulates our o,4ectives for us to position ourselves in t9e enterprise
space.
T9e IT Services Vision and Portfolio Planning service is designed to provide Case
Company sales and service team$
Effective 3ay to get engaged and develop traction at ne3 clients
Eay to get to understand t9e client ,usiness ,etter and develop a closer relations9ip
Ielp accelerate t9e adoption and deployment of Case Company products D
tec9nologies at t9e client F increase future sales ,y ensuring t9at t9ey deploy and
get value out of t9eir e:isting purc9ases
Identify ne3 opportunities or areas of improvement at client
&a'e sales effort easier in ne3 product sales; signing and rene3ing of E6; ESCs
and services engagements
." Partner Environment
In >S& and large C6S accounts; 3e generally 9ave a national or a regional partner
providing IT outsourcing and consulting services. &ost of C6S and &B space are
primarily served ,y regional and local partners. Ee must ma'e sure our partners are
e2ually e2uipped in satisfying customers and creating opportunities for t9emselves and
Case Company.
&ost of our partners; particularly regional and local partners; provide pro4ect0 or solution0
level consulting services. 7arge; national partners in outsourcing ,usiness provide
infrastructure support services and are una,le to influence t9e infrastructure roadmap
and tec9nology directions.
In order to create ne3 opportunities; ,uild strategic relations9ips and differentiate
t9emselves; partners need to provide services similar to IT Services Vision and Portfolio
planning.
*nce 3e 9ave professionali)ed t9e sales and service delivery; 3e 3ill select and train
partners from t9e current pool of <go0to0mar'et= infrastructure and application
development partners.
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.# Competitive Environment
T9e direct and indirect competition of t9is service falls into follo3ing categories$
BusinessDIT management consulting companies suc9 as >artner; &eta; 6T Jearney
AE!SB and ot9ers
Tec9nologies and services providers suc9 as IB&; *racle; S6P
*utsourcing and services companies suc9 as 6ccenture; CSC; E!S
IT consulting companies suc9 as Vis6lign; Ra)orfis9; Immediant
BusinessDIT management consulting companies provide guidance and 9elp IT
organi)ations develop a ,road IT strategy and enterprise arc9itectures. T9ese
companies do not provide t9e services to implement t9e strategyH t9erefore t9ey 9ave
limited <operational= understanding and e:perience in underlying tec9nologies and
practices. T9e strategy services are generally very ,road or 9ig90level; and may not
recommend specific tec9nologies or products. T9e services around enterprise
arc9itecture tend to ,e 2uite comple: and long. IT Services Vision and Portfolio planning
service provides end0to0end; practical strategic roadmap and governance in very s9ort
period of time.
Tec9nology and Services providers; IB& in particular; are similar to Case Company in
terms of t9eir portfolio of products and services. If t9ey are participating in defining t9e IT
strategic direction and tec9nology roadmap; t9ey 3ill include t9eir products and
tec9nologies as an end0game. IB& 9as done a good 4o, in mar'eting and positioning
various IB& tec9nologies as a platform. T9e outsourcing deals t9roug9 IB& >lo,al
Services are structured to provide incentives to use IB& products. IB& may not provide
a service similar to IT Services Vision and Portfolio Planning. !ue to relations9ips;
services contracts and a ,road collection of tec9nologiesH t9ey are a,le to influence t9e
strategy. Ee need to get strategic and demonstrate Case Company value as 39ole.
T9e IT Services Vision and Portfolio Planning service can 9elp us defend and e:pand
Case Company platform.
*utsourcing and Services companies provide ,usiness consulting t9roug9 t9eir
management consulting practice focusing on ,usiness strategy and initiatives. T9e IT
consulting practice provides mostly pro4ect0 or solution0,ased services. Business0IT
alignment and tec9nology selection are considered 3it9in t9e scope of t9e re2uired
solution. *utsourcing services provide infrastructure support services and are una,le to
influence t9e infrastructure roadmap and tec9nology directions directly. &any of t9ese
services companies are our national partners. Ee can use our services as a complement to
t9eir services; improving our success in t9e accounts.
IT Consulting companies are conventional consulting companies providing infrastructure
or application development services. T9ey do not offer portfolio0,ased services; 9ence
t9ey compete at a pro4ect level. &any of t9ese companies are our partners. *ur strategy
services could 9elp t9em in t9e same 3ay t9ese services 9elp us.
.% &ar'et Si)e and *pportunity
To sustain and gro3 revenue over time; customers need to deploy our tec9nologies
fre2uently and ,roadly. It means 3e need to ,e strategic and 9elp customers
Onderstand t9e alignment ,et3een ,usiness and IT Services;
Provision and maintain IT Services; ma:imi)ing fle:i,ility and speed for t9e ,usiness
39ile optimi)ing lifetime cost of IT services
6ll >S& and large C6S accounts are potential target accounts for t9is service. *nce 3e
9ave professionali)ed t9e service and trained our partners; 3e s9ould ,e a,le to e:pand
t9e mar'et to all accounts; include &B accounts.
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In East region; t9ere are a,out -" >S& accounts responsi,le for appro:. ?"-/ million in
revenue. 6ppro: %/K of t9em 9ave E6. T9ere are over ;/// C6S accounts 3it9 ?#%/
million in revenue and appro: #"K 9ave E6s.
E% 2etrics
Total 3
of %ccts
3 of %ccts
on E%
4 of %ccts
on E%
>lo,al + % ."K
Strategic //K
&a4or ++ ". %.K
Corporate - #- #2K
Total Enter#rise 1150 (1( $"."4
To create a measura,le impact in remainder of (C/" t9e follo3ing accounts in >S& and
C6S space are ,eing targeted$
. Customers 3it9 <some39at satisfied= or <some39at dissatisfied= surveys; appro:.
2/K of t9e accounts representing ?// million in revenue
2. Customers 3it9 potential E6DESE and E6 rene3al opportunities in ne:t 2
mont9s; appro:. 2/K of t9e accounts representing ?%/ million in revenue
Ee e:pect to engage 20% accounts in t9e second semester of (C/".
6 typical engagement may ta'e #0+ 3ee's. 6fter providing t9is service; some customers
may 3ant to engage an Enterprise Strategy Consultant AESCB to 9elp e:ecute and
maintain t9e plan. 6 %/K conversion rate for / 'ey >S& accounts amounts to additional
?2 million in services revenue.
.+ Service !ifferentiation
Case Company 9as t9e ,est 'no3ledge of t9e Case Company products and tec9nologies
and 9o3 t9ey interface 3it9 ot9er tec9nologies. Ee are also a,le to develop <practical=
,est practices t9roug9 early e:perience in implementing tec9nologies.
IT Services Vision and Portfolio Planning service ta'es an iterative approac9 and
develops actiona,le plans in a s9ort period of time A#0+ 3ee'sB; avoiding analysis0
paralysis.
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Credited
Segment
6uota
Strategic 1/;2#2
2a7or 2.;#/"
Cor#orate #%2;-#.
2E 8ic "/+;%+
2E Ot9er "2;%.-
:rand Total 111)"1($0
Business Plan IT Services Vision and Portfolio Planning East Region Strategy Services
! Service Engagement
2. !efinition and Value Proposition
IT Services Vision and Portfolio Planning service defines a fle:i,le IT arc9itecture for
provisioning and maintaining IT Services; ma:imi)ing fle:i,ility and speed for t9e
,usiness 39ile optimi)ing lifetime cost of IT services.
T9e strategic plan provided as a delivera,le includes
>uiding principles for IT Services portfolio and lifecycle management
Evaluation of current arc9itecture and practices
Ena,ling arc9itecture for IT Services portfolio and practices to support ,usiness and
IT strategies and re2uirements
Constraints and ris's
Tec9nology roadmap for ena,ling arc9itecture
Suggested ne:t steps
Typically; t9e strategic plan is delivered in four A#B to si: A+B 3ee's. E9en t9e scope is
large re2uiring more t9an + 3ee's; interim plans Afor a ,usiness unit or preliminary
presentationB are delivered every # 3ee's.
T9e sales team su,mits proposals as operating plans to reali)e t9e strategic plan.
T9e target audience for t9e service is CI*; VP of Information Services; C(* Aparticularly
39en IT reports to C(*B or !irector; IT Strategy planning and arc9itecture.
Value Pro#osition
T9e strategic plan and governance frame3or' developed t9roug9 IT Services Vision and
Portfolio Planning service 3ill ena,le$
Customers to reduce comple:ity and optimi)e IT Services for t9e ,usiness;
ma:imi)ing fle:i,ility; speed and value to ,usiness 39ile reducing t9e overall cost of
providing IT Services
Case Company to understand t9e customerGs ,usiness and IT environment and
articulate Case Company value; improving customer satisfaction; ,uilding strategic
relations9ip; and driving revenue over time
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East Region Strategy Services IT Services Vision and Portfolio Planning Business Plan
T9e IT Services Vision and Portfolio Planning service is designed to provide IT
management$
!etailed assessment D vie3 on t9eir overall IT Services portfolio; including
infrastructure; applications; operational support and management processes
Roadmap 3it9 prioriti)ed initiatives to simplify IT environment; and improve fle:i,ility
and speed in delivering services to t9e ,usiness
7ifecycle governance to ma:imi)e t9e value; and reduce t9e cost of c9ange and
maintenance
(or Case Company and partners; t9e service
Provides an effective 3ay to get to understand t9e client ,usiness ,etter and develop
a closer relations9ip
Ielps accelerate t9e adoption and deployment of Case Company products D
tec9nologies at t9e client F increase future sales ,y ensuring t9at t9ey deploy and
get value out of t9eir e:isting purc9ases
Identifies ne3 opportunities or areas of improvement at client
&a'es sales effort easier in ne3 product sales; signing and rene3ing of E6; ESCs
and services engagements
2.2 Service !elivera,les
. 6 strategic plan ,ased on ,usiness and IT o,4ectives
>uiding principles for IT arc9itecture and lifecycle management
Evaluation of current arc9itecture and practices
Ena,ling arc9itecture and practices to support ,usiness and IT strategies
and re2uirements
Constraints and ris's F ,usiness; IT governance; development and
deployment
Tec9nology roadmap for ena,ling arc9itecture
Recommendations
2. *perating plans for pro4ects or initiatives under3ay
Osing iterative approac9; define 9ig90level arc9itecture and tec9nology
roadmap
Iig90level pro4ect plans
". 6 frame3or' for maintaining and analy)ing IT arc9itecture components.
2." Team Structure
T9e follo3ing roles ma'e up t9e engagement team. T9e actual num,er of consultants
may vary depending upon t9eir s'ills and scope of t9e engagement.
Case Com#any or Partner Core *oles
Program 2anager Responsi,le for overall coordination; management and
communication 3it9 pro4ect team and sta'e9olders
Business %nalyst Responsi,le for gat9ering and analy)ing ,usiness
re2uirement and impact
Tec9nical
%rc9itect;%nalyst
Responsi,le for gat9ering and analy)ing IT services
and practices; and providing guidance in defining
solution map
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Business Plan IT Services Vision and Portfolio Planning East Region Strategy Services
Strategy Consultant Responsi,le for providing guidance and leading t9e
overarc9ing strategic planning
Client Core *oles
Pro7ect S#onsor Responsi,le for monitoring t9e pro4ect and 3or'ing 3it9
t9e e:tended team in ensuring pro4ect success.
Removes all road,loc's
Pro7ect Coordinator Responsi,le for all pro4ect logistics; procurement;
internal communications; and sc9eduling
Business 2anagers Responsi,le for providing t9e ,usiness conte:t for t9e
pro4ect and approves ,aseline re2uirements
IT 2anagers Responsi,le for providing IT conte:t for t9e pro4ect and
ensuring t9e strategic plan is aligned 3it9 stated
direction and t9e environment
IT %rc9itects or
Systems %nalysts
Responsi,le for providing information a,out
development; arc9itecture and operations areas
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C*5(I!E5TI67
East Region Strategy Services IT Services Vision and Portfolio Planning Business Plan
2.# Engagement Process
T9e follo3ing ta,le outlines t9e overall engagement process.
P9ases <ey %ctivities In#ut Outcome Ty#ical
'uration
Prepare
Team 6ssem,ly
Provide c9ec'list of information
needed to t9e customer
Revie3 customer profile and
ot9er documents
!evelop detailed pro4ect plan
Customi)e frame3or'Dmodel; if
necessary
Statement of Eor'
Pre0engagement
c9ec'0list
Customer Profile
s9eet
Sample pro4ect plan
Sample presentation
Customer Profile
Intervie3 list
Pro4ect Plan
Jic'0off presentation
Pro4ect repository
Communication plan
02
3ee's
Jic'off
Revie3 scope; delivera,les; ris's
and pro4ect plan
Sc9edule intervie3s and ne:t
steps
Jic'0off presentation Pro4ect success
factors
day
Situation
6ssessment
Onderstand ,usiness issues;
strategies and impact
Onderstand 'ey ,usiness
activities in0place or re2uired
Onderstand current IT
arc9itecture; practices; issues;
constraints and o,4ectives
!efine IT services ,uilding ,loc's
and dependencies
Business 6nalysis
template
6pplications template
Infrastructure
template
*perations
assessment template
Services model
Intervie3 notes
Completed
assessment s9eets
Current state IT
Service &ap Acolor
codedB
20"
3ee's
Strategic
6nalysis
6naly)e t9e situation for gaps
and opportunities
6rticulate value statements
!evelop potential scenarios for
vision and roadmap
6ssessment s9eets
IT Services &ap
*pportunities
Business Strategy
Jey initiatives
3ee'
Solution
!efinition
!efine guiding principles and
c9aracteristics of t9e IT Services
arc9itecture
&ap tec9nologies in use to IT
services
Business assessment
IT assessment and
re2uirements
IT Service Vision
Current Vs Potential
state analysis
20"
days
Strategic
Planning
@uantify impact
!evelop a strategic plan
including roadmap and guiding
principles
Recommend actions
3ee'
!ocumentat
ion
Prepare e:ecutive presentation
and strategic plan document
!elivera,les
Suggested ne:t steps
3ee'
6ctions
Prepare proposal for ne:t steps
(ollo3 up on ot9er actions
Results
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Business Plan IT Services Vision and Portfolio Planning East Region Strategy Services
2.% Engagement Collateral and Templates
T9e follo3ing documents and templates 3ill ,e developed to formali)e t9e engagement
process and professionali)e t9e service.
!ata collection and analysis templates
Intervie3 2uestions
!ata,ase repository and modeling tool
Sample delivera,les
Service delivery guide; ,ased on Service *ffering (rame3or'
Training material
Case studies
Some of t9ese documents are availa,le from prior engagements.
2.+ Service !elivery Readiness
T9e strategy consultants 3it9 e:posure or e:perience in follo3ing areas deliver t9e
engagement$
various aspects of IT ,usiness suc9 as infrastructure; applications and support services
,usiness analysis; including strategic and ,usiness process analysis
value measurement; including financial and non0financial value analysis
T9is service is provided on as needed ,asis; as a pre0cursor to an ESCDESE proposal; or
as a first delivera,le in an ESCDESE engagement. In ot9er 3ords; practically all strategy
consultants s9ould ,e a,le to deliver t9is service. Ee 3ill use a funnel approac9 in
maintaining t9e pipeline of 2ualified consultants; aligned 3it9 service demand and
su,se2uent ESC engagements.
Ee 9ave small pool of 2ualified consultants 39o 9ave delivered t9is service. T9e pool
3ill ,e e:panded 3it9 additional senior or principal0level consultants 3it9 ,road industry
and tec9nology e:perience.
In order to professionali)e t9e service and scale it to all si)e of customers and partners;
in addition to consulting s'ills and templates; 3e plan to 9ave a repository0,ased
modeling and analysis tool to e:pedite data collection; ,uild <39at0if= scenarios and
implement a frame3or' for IT to manage lifecycle.
Initially; 3e e:pect to 9ave 02 consultants from eac9 district location; 3it9 a total of a,out
%0+ people. It provides t9e capa,ility to e:ecute #0+ engagements simultaneously across
t9e region. T9e team 3ill include mem,ers from Premier services.
Plans
T9e follo3ing ne:t steps are planned to create sufficient capacity and professionali)e t9e
service$
Esta,lis9 a core designDdelivery team
Rationali)e and formali)e delivera,les and templates from prior engagements
!efine t9e data model for t9e repository and pilot t9e modeling tool in an
engagement
!evelop additional templates and document activities as t9ey occur in t9e ne:t
engagement
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C*5(I!E5TI67
East Region Strategy Services IT Services Vision and Portfolio Planning Business Plan
" Sales Process
P9ases <ey %ctivities In#ut Outcome Team
Sales
Readiness
Train sales teams in
,ac'ground concepts
Revie3 service o,4ectives and
delivera,les
8o, aids
Reference
material
Conte:tual
'no3ledge
6ccount E:ecs;
Service E:ecs;
E&s; TSs
Prospect
Revie3 accounts
Select accounts
Selection criteria
@ualification
c9ec'list
6ccount strategy
6ccount specific
interest creating
statement
6ccount and
Services E:ecs
@ualify
!iscuss t9e service and
e:pectations 3it9 CI*;
influencers and decision
ma'ers
Presentation
8o, aids

!evelop

Solution

Proof

Close

(ollo3 up
6ctions

T9e follo3ing ta,le outlines t9e sales process from sales readiness to follo3ing up on
ne:t steps suggested ,y t9e engagement.
Sales Collateral
T9e follo3ing documents and templates 3ill ,e developed to prepare sales teams and
formali)e t9e sales process.
Solution selling 4o, aids
Sample presentations; delivera,les and demos
Sample proposals and statement of 3or'
<S3im 7ane= documents
Case studies
Plans
T9e follo3ing ne:t steps are planned to create sufficient capacity and professionali)e t9e
service$
Sc9edule education sessions in eac9 district to educate sales teams on concepts
and service positioning
Select accounts
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Business Plan IT Services Vision and Portfolio Planning East Region Strategy Services
$ Partner Engagement
Partners
Ee 9ave partners at national; regional and local levels.
5ational partners; suc9 as 6ccenture; CSC; IP and BearingPoint.
<>o0To= or preferred regional and local partners for infrastructure and application
development pro4ects.
Case Company Services touc9 appro:. /K of our customer ,ase. 5ational partners are
involved in most of t9e large accounts 3e serve. Partners at regional and local levels
reac9 out and support 1/K of our customers.
Ee need to 3or' 3it9 our partners ,y 9elping t9em to 9elp us.
Engagement 2odels
Ee engage 3it9 partners in t3o 3ays.
8oint teams
Particularly 3it9 national partners suc9 as 6ccenture; CSC and IP.
E9ere partner is engaged 3it9 an account; suc9 as outsourcing situations
6ugment service delivery capacity 3it9 2ualified partners
Partner0led
Core roles are provided ,y t9e partner and partner is responsi,le for t9e delivery
Amostly in accounts 39ere 3e donGt 9ave direct presence F &E and some C6S
accountsB
Ee provide <domain e:pertise= or @6 function
Partner *eadiness
*nce 3e 9ave professionali)ed t9e sales and service delivery; 3e 3ill select and train
partners from t9e current pool of <go0to0mar'et= infrastructure and application
development partners.
E9ere 3e are 4ointly pursuing opportunities; suc9 as CSC at !uPont; 3e 3ill leverage
t9ese engagements to formali)e and pursue ot9er accounts. (or e:ample; !uPont
engagement involves developing a strategic plan and ,usiness case for Case Company
tec9nologies 39ere t9e infrastructure is outsourced to CSC. !uring t9e engagement; 3e
3ill analy)e t9e impact on !uPont and CSC. Ee s9ould ,e a,le to engage toget9er in
ot9er accounts in similar situations.
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East Region Strategy Services IT Services Vision and Portfolio Planning Business Plan
( Communication
%. Program *ffice
T9e service 9as many sta'e9olders in management; consulting and sales communities.
It is critical t9at rig9t information is availa,le to t9e rig9t people at t9e rig9t time 3it9 least
amount of effort.
6 program office to coordinate and support sales and services efforts is esta,lis9ed 3it9
appropriate management sponsors9ip. T9is office 3ill trac' t9e tas's; efforts on t9e
pilots; and ensure communications to all interested parties.
6 central 3e,site is ,eing esta,lis9ed as one information des' for sales; service;
engagement and program related information.
T9e program office site 3ill 9ave follo3ing areas$
Sales Process F 4o, aids; sample proposals; presentations; training material;
resources
Engagement Process F delivery guide; sample delivera,les; data collection and
analysis templates and tools; consulting resources
Communication Process F status of t9e pipe line and engagements; results from
t9e engagementsH service plans
Customer Engagement Eor' 6rea F pro4ect plans and 3or' products for eac9
engagement
>eneral announcements and lin's to ot9er reference material
T9e meetings 3it9 'ey sta'e9olders in sales and services management 3ill ,e 9eld on a
regular ,asis.
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Business Plan IT Services Vision and Portfolio Planning East Region Strategy Services
%.2 Performance &anagement
*ne of t9e Program *fficeGs primary responsi,ilities is to measure t9e success of t9e
offering and report ,ac' to management on its value and effectiveness. &etrics 3ill
include$
&ar'et penetration of offering A9o3 many 9ave ,een done and t9e pipelineB
!id customer satisfaction increase as a result of t9e engagement
!id t9e offering 9elp accelerate adoption of Case Company tec9nologies
!id t9e engagement identify any ne3 solutionDproduct sales opportunities at t9e
client
!id it 9elp to develop a more focused account plan for t9at client and develop a
closer relations9ip
!id t9e engagement identify and create any follo30on service activities
) *is+s
&anaging and coordination of 3idely distri,uted service delivery team
Commitment of management F resources Aconsultants; fundsB to effort
Io3 to measure success F metrics; etc. Trac'ing delivery and follo30up progress.
Surveys; etc.
6,ility for t9e 6RDSE to understand and properly sell t9e offering Aset e:pectations
correctly for allB
6,ility to develop pipeline to 3arrant investment
Team composition and enoug9 resources at appropriate time; to meet t9e forecasted
needs
Participation and Integration of ot9er service lines
, -inancial Plan
-. (C/" Service Readiness and Engagement Cost
In order to professionali)e and scale t9e service delivery; 3e need to develop sales
material; service delivery guides; tools and additional delivery capacity.
T9e sales team 3ill need training and assistance in ,usiness development.
T9e program office and itGs site needs to ,e maintained. 6ppropriate monitoring;
measurement and communication tools need to ,e defined and developed.
6s in t9e past; 3e 3ill continue to leverage engagements in developing additional
collateral; templates and ,est practices. T9is model; alt9oug9 cost0effective; may not
provide t9e necessary documents and professionalism in t9e timeframe for us to support
and scale sales activities and service capa,ilities.
In t9e second semester of (C/"; 3e need follo3ing resources to develop 'ey
delivera,les for us to ,e self0sufficient and scale in (C/#.
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6 Program &anager D Service 6rc9itect for managing t9e program office; arc9itecting t9e
overall service met9odology; delivera,les; repository0,ased modeling tool; and
supporting ,usiness development activities
*ne Strategy Consultant A(TEB for developing sales and service delivery collateral and
guides; e:tracting content and ,est practices from engagements; and training sales;
consultants and partners. Ee mig9t 9ave multiple consultants on t9e core team
delivering t9e serviceH 3e e:pect an over9ead of one (TE in formali)ing and
professionali)ing t9e service.
*ne !eveloper A(TEB for designing and developing a repository0,ased modeling and
analysis tool. T9is tool 3ill 9elp demonstrate vision and outcome during ,usiness
development; improve consistency in engagements; e:pedite data collection; ,uild <39at0
if= scenarios and implement a frame3or' for IT to manage lifecycle. Ee plan on using
availa,le ,enc9 in consulting services to develop t9e tool. T9e pro4ect plan and
specifications 3ill ,e structure 3it9 a set of one03ee' delivera,les; so anyone on t9e
,enc9 for a 3ee' can 9elp develop t9e tool.
T9e investment re2uired during t9e second semester of (C/" is$
=ours
Total 9ours availa,le A# (TEs for % mont9sB "1!00
Program &anagement AD2 (TEB #//
+ Engagements A+ 3ee's; .% (TEB 2;+/
Professionali)ing services; training +#/
Total service cost ? %+/;///
Travel e:penses ? %+;///
Total cost 0 )1)1000
It is assumed t9at additional engagements 3ill ,e paid t9roug9 BI( andDor ,y customers.
-.2 Engagement Pricing
6 typical engagement is e:pected to ta'e #0+ 3ee's 3it9 .% (TEs; 3it9 an estimated
internal cost of ?-/;///. T9e cost includes ?+";/// in consulting cost and ?-/;/// in
e:penses. 6n internal ,lend rate of ?-%D9our is assumed.
E:ternal AcustomerB cost is 9ig9er t9at ?-/;///; most li'ely close to ?//;///; ,ased on
t9e rates c9arged to t9e customer.
!epending upon t9e account and opportunity; t9e engagement may ,e paid t9roug9 BI(;
,y customer; or 3it9 a com,ination of internal and customer funds.
T9e actual duration of an engagement depends upon
*rgani)ational scope i.e. num,er of ,usiness units; num,er of ,usiness
functions 3it9in a ,usiness unit; and geograp9ic locations
IT comple:ity i.e. centrali)ed Vs. decentrali)ed IT organi)ation
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Business Plan IT Services Vision and Portfolio Planning East Region Strategy Services
. Eecution Plan
.. "/0+/01/ !ay &ilestones
T9e follo3ing diagram articulates t9e 'ey activities and milestones in ne:t "/ to 1/ days.
..2 Prere2uisites to &ove (or3ard
T9e follo3ing actions must occur for t9e plan to move for3ard in developing service
readiness and professionali)ing delivery.
6pproval of t9e ,usiness plan 3it9 funding
6llocation of consulting resources
.." Pro4ect Plan
T9e pro4ect plan 3ill ,e developed and placed on t9e Pro4ect Server
A9ttp$DDp/dfDuseastsvcsB for access ,y all team mem,ers. T9e access 3ill also ,e
availa,le t9roug9 program office 3e,site.
T9e follo3ing ta,le lists t9e 'ey activities and milestones in t9e pro4ect plan. T9is 3ill ,e
updated once t9e plan is approved and t9e core team is esta,lis9ed and
8anuary 2//2
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C*5(I!E5TI67