MOBILIZING THE ORGANIZATION: TACTICAL EXECUTION

PRESENTED BY:

JOGESHWAR KR.SHUKLA HIMANSHU GOEL KANIKA CHAUDHARY JAYA GANDHI

Roadmap to Tactical Execution

E-Business design and software projects must be closely intertwined
e-Business requires well integrated processes that are built on software, not traditional foundation of people Do the tactical efforts support the business model? Do the tactical efforts reflect changes in thinking about the business model?

E-Business Roadmap
Vision & Strategy

Blueprint Planning

Tactical Execution

Adoption Management

E-Business Tactical Execution

e-Business Blueprint e-Business Development

Technology and Application Capabilities

Tactical e-Project Management Architecture and Implementation Plan

e-Business Infostructure

Adoption Management

Organizational Capabilities and Limitations

Measurement for Evergreen Strategy

Tactical e-Project Management

Transition to e-Business needs tightly coordinated approach
Caveat: Traditional app execution characterized by number of groups working on various aspects of an issue but not talking

e-Project mgmt to bring order to chaos Different from traditional project mgmt because of new challenges

Speed Resources Requirements Release cycles Technology

Process Overview
Planning and Managing Projects
Define and Organize the Project

Plan the Project

Execution and Close Down

Determine project objective

Gather detailed project requirements Develop work breakdown structure Develop project schedule

Collect project status data

Get project approval

Maintain, Monitor and Control

Establish project team Assemble the project definition document

Complete project closing activities

Analyze resources

Conduct post project review

Prepare cost analysis

The Intangibles: Continuous Project Communication

A project communication plan necessary for a project to function like a well-oiled machine
to keep mgmt, customers, and team members informed of project s status and milestones at risk of being missed Identifies all persons concerned with the project and develops follow-up activities to keep them involved Assigns communication responsibilities and process for keeping everyone informed

e-Development Process
Opportunity Generation Solution Evaluation Customer Requirements

Resource Mobilization

Scope/ Feasibility

Requirements Prototyping

e-Process Redesign

Implementation
7-

Maintenance/ Support
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Opportunity Generation: What Customer Pain Are We Solving?

Projects must be built around opportunities for addressing customer needs
Classify: Pain killer or vitamin? Most significant opportunities also simple: transactions in everyday life that could be simplified Opportunities for relieving customer pain may be collected passively, but firms should also generate opportunities actively

Many ways to identify opportunities

Annual mgmt brainstorming retreat Let employees develop opportunities Strategic document outlining opportunities: slots Survey of customers by consulting firm

Few execs take customer s perspective

Trying to reduce pain for themselves

Solution Evaluation: How Can We Alleviate the Customer Pain?

Element What Questions Which customer processes are involved? What is wrong? What is the opportunity in terms of customer problems, competitive pressures, internal inefficiencies, lack of new features in products, or unmanageable complexity in processes? Where/When Where do we observe the problem? Are there any service or infrastructure implications? Under what conditions do we observe the problem? How big How big is the problem/opportunity? What is the cost of these problems in terms of lost revenue, expenses, speed, or morale? How will we measure it? Will the solution require the customer to change process or culture?

Getting Detailed Requirements Right

Successful e-business strategies fueled by deep understanding of the customer processes and pain points
Lack of attention at this step will cause problems downstream that result in project derailment.

Failed strategies fueled by a lack of ability to see below the surface

Technology changes quickly but underlying customer needs do not

Categories of customer requirements

Strategic, forward thinking that market has not asked for yet Customer-driven, requested requirements Technology-driven Feature complete requirements to add bells and whistles

Getting Detailed Requirements Right

Market Trends Purchase/Interaction Occasion Competitor Benchmarking Market Research Customer Priorities Requirements Prototyping & Elicitation Detailed Requirements Specifications Scope & Priorities Front end Prototyping To Avoid Surprises

Customer Pain

Customer Anger

Buyer Behavior

Functional Needs

Systems Economics

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Setting Scope
Determining scope and narrowing focus first, most important step in project
Understanding scope essential to managing its development Requires communication with customer to ensure correct interpretation of the defined need and unambiguous wording of the responsive requirement Scope of many e-business projects fuzzy

Partition big problems into manageable chunks when scope too grandiose to overcome resistance
Keeps team focused and interested Achieve early victories to sustain momentum Realize achievements and internalize at faster rate

Scope can be rigid or flexible

Garnering Resources: Mobilize, Mobilize, and Mobilize

Resource mobilization
Define project mgmt team, resources, and time line Step 1: Organize project teams Step 2: Resource planning and allocation
Firms allocate resources for upfront activities, as strategy formulation But underestimate for downstream activities
Strategy Formulation
Business Strategy Infrastructure Internal New (Tools, Apps, Application Staff & Software) Consultants Development Supplier/ Partner Integration

Blueprint Planning & Project Management

Prototype Implementation

Production Rollout, Maintain, Enhance and Change Effort

Well-budgeted by most enterprises

Costs underbudgeted by 20% to 40%

Costs underbudgeted by 50% to 100%

E-process Redesign
Identify Core Business Processes
Identify the major processes (e.g., Order Fulfillment) that provide value. Take the customer viewpoint. Identify key support processes (e.g., Content Management). Map processes across functional boundaries. Ask the What-If question (e.g., what if we changed the way we fulfilled the customer order?)

Define Customers & Process Outcomes

Identify key points of contact with the customer for each process. Identify customer pain associated with each key process. Identify process variations that influence final output (customer expectations). Ask Are final outputs relevant? Is the customer looking for something different? Ask What is preventing us from meeting or exceeding customer expectations?

Create Detailed Process Map

Identify the major activities or building blocks of each process. Identify all key inputs - information, data, or products - of each major activity. Ask which of these are absolutely critical to the process? Identify all key dependencies of each activity. Ask Is this dependency impacting the smooth flow of the process? What-if we removed/modified it? Diagram the entire process into a high-level map.

Web Development: Prototype Validation and Implementation

Detailed requirements prototyping Detailed architecture design Application development Quality assurance and testing Field testing Release management

Application Service Providers

IT managers seeking development solutions to relieve stress of too few qualified personnel to meet too many development needs Enter ASPs, ex. Corio, Breakaway, US Internetworking

Provide power of large app frameworks as ERP Maintain apps themselves Growth due to better delivery of apps via IP networks Offer everything from office essentials to massive apps Large servers host apps in data centers, accessed via VPN

Attractive for companies with rapidly changing IT needs that don t require highly customized software solutions
Startup companies Large corporations because of time-to-market issues, lack of development resources, and a desire to lower maintenance costs

Infostructure Management
Production infostructure least understood areas of ebusiness
How to provide always-onservice and performance? Hosted models require emphasis on infostructure mgmt Very much like urban planning

Internet Data Centers

Internet creates unpredictable load on network services
Newly introduced software can be ten times as popular as predicted New data-driven apps can increase storage system use beyond all projections

Data centers need adequate capacity available for 24x7x365, while minimizing capital outlay Enter collocation firms
Exodus, Jam Cracker, Loud Cloud Group a company s apps together on dedicated servers in state-of-the-art NOCs

Capacity Planning
Online customer impatient Predicting demand levels for network services difficult Complexity of today s networks make it difficult to isolate the driving force of demand for a particular service Continuous, ongoing capacity planning process necessary
Assess current physical infrastructure s capacity Measure and monitor traffic regularly to verify business model Use business model for long-range scenario planning

In capacity planning, don t think just Web transactions

Think about how rich content affects capacity

Scalability
Impacts both the # of simultaneous users that can be supported and the service-level performance that users experience Hardware scaling vs. Indirect techniques Lot of hardware capacity may not solve problems with rich multimedia content Caching and Replication necessary to solve these issues

Availability
Availability is accessibility of e-business operation: 24 hours a day, 7 days a week, 365 days a year Techniques for maximum uptime
Clustering and replication Process and business practices Monitoring service deployments

Modularity of infostructure critical to attaining continuous availability

Security and Risk Management

Prevention of security threats far easier and less costly than responding
Yahoo!, CNN, Amazon attacked in early 2000

Execs must pay attention to their companies network security Execs must understand what their firms development organizations and hosting vendors are doing to identify and solving potential security problems Security and disaster recovery plans go hand in hand
Important to think through various disaster scenarios and have a plan for addressing each one September 11, 2001

Adoption Management
Three behavioral responses to overcome when introducing changes: Denial, Anger or Acceptance Successful adoption needs
Communication plan Transition mgmt plan Samsonite had conversion problems when implementing its new financial, manufacturing, and distribution apps Key performance indicators

Large projects affect change in three stages

Stage 1: Jobs redefined, new procedures established, apps fine tuned, and users learn benefits Stage 2: New skills executed, business structure changes, processes integrated, add on technologies implemented State 3: New tools and processes become almost second nature to users; synergy of people, processes and technology

Measurement for Learning and Improvement

How does a company know it is doing well post implementation? What are some key measures important to a new e-business process What should my company measure?

Risk Financial Loyalty Fulfillment Customer satisfaction