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Microsoft Motion workshop. Starbucks. Industry. High. Medium. Emphasis. Low. Service Expertise. Quality. Speed. Convenience. Fashion. Selection. Ambiance. Price. Location. Starbucks – Reinventing the Coffee Shop. Deploying. Envisioning. Stabilising. Planning. Developing. - PowerPoint PPT Presentation
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Mike [email protected]
Microsoft Motion workshop
Starbucks – Reinventing the Coffee Shop
Quality
Speed
Conve
nienc
e
Fashio
n
Selecti
on
Ambianc
ePric
e
Loca
tion
Service
Expert
ise
High
Medium
Low
Emph
asis
Starbucks Industry
Microsoft Motion in an IT context
Motion REJ MSF DSI
Envisioning
Plann
ing
Developing
StabilisingDeploying
Target Fund Develop Operate
Advances In Management Tools
Analysis: Customer Satisfaction Levels are Static
Q4 1994
Q4 1995
Q4 1996
Q4 1997
Q4 1998
Q4 1999
Q4 2000
Q4 2001
Q4 2002
Q4 2003
Finance/Insurance 74.8 74.1 74.5 74.6 74.4 73.9 74.4 73.3 73.8 74.7
CommercialBanks
74 74 72 71 70 68 70 72 74 75
Wachovia 75 73 71 74 68 68 66 72 73 76
Bank of America 68 67 65 61 62 61 63 68 70 74
Bank One 75 74 69 70 68 66 70 66 70 70
Wells Fargo 69 71 65 62 67 65 67 66 69 68
'So what was the value of ten years of investment in systems and processes?' Jack Calhoun, CEO Accelare
Analysis: Productivity Investments Don’t Often Deliver
$60k
$80k
$100k
$120k
$130k $140k $150k $160kInvestment per Employee (Total Assets / # of Employees)
Valu
e-Ad
d pe
r Em
ploy
ee(P
rofit
/ #
of E
mpl
oyee
s)
Gross Value Added Per Employee
20022001
2000
1998
1999
1997
1996
1995
19941993
'You can see the computer age everywhere these days, except in the productivity statistics.'Robert Solow (Nobel laureate in economics), 1999
Analysis: IT is a major obstacle to change
51%
Which items represent significant obstacles for your firm to improve the customer experience it delivers?Trying to change employee behaviour
Getting alignment across the organisation
Implementing technologyDesigning usable interfaces for
customersUnderstanding customer needs
Defining a customer experience strategyTrying to change customer behaviour
Measuring customer experienceGaining executive commitment
Identifying target customers
60%57%
49%43%
37%31%31%
21%17%
35 North American financial services firms with annual revenues of $500m. Source: Forrester Research, Inc. 2006
'CEOs see IT as the single biggest inhibitor for change in their business' (Source: Gartner Survey, November 2005) – quoted by Marc van Eeke
Analysis: flexibility vital to achieve other goals effectively
Go-in, Go-up, Go-out and Only Then… Go-down
Enterprise Integration Hub
Web Svcs
Business services
Seg
men
tatio
n
Cus
tom
er A
dmin
Age
nt A
dmin
Cam
paig
n M
gt
Com
mis
sion
Sal
es M
gt
Con
tact
Mgt
Adv
iser
tool
s
Doc
umen
t Mgt
.
Con
tent
Mgt
Web Svcs
Web Svcs
Externalweb services
B2B
Web Svcs
Infrastructure servicesO
utpu
ts
Sec
urity
Pro
cess
Mgt
Wor
kflo
w
Dia
ry M
gr
Bus
ines
s R
ules
Ops
Mgm
t
Web Svcs
Common presentation logic
DevicesVoice Wireless Mail
Defining the business
Defining the business
1. Business capabilities are stable
2. Capabilities that don’t add value can be eliminated
3. IT is a powerful agent for transformational change
Web servicesSOAMotion
Mike [email protected]
What is Microsoft Motion?
The basic module map
Customers Business partners
Customer-facing channel partners
IT providers Financial service providers
1. Develop product or service 2. Generate demand
5. Collaborate
3. Fulfil demand 4. Plan and manage the business
Financial service providers
Customer-facing channel partners
CustomersBusiness partners
IT providers
1. Develop product or service 2. Generate demand
5. Collaboration
3. Fulfil Demand 4. Plan and
manage the
enterprise
3.1 Provide Service
3.2 Advanced Planning
3.3 Procurement
3.4 Produce Product
3.5 Logistics
3.3.1 Sourcing and Supplier Contract Management
3.3.2 Purchasing Request Resources
Acquire/Purchase Resources
CreatePurchase
Requisitions
PurchaseDirect
Materials &Supplies
PurchaseIndirect
Materials
PurchaseOutsideVendor
Services
PurchaseCapitalGoods
ConsolidateApproved
Requisitionsby Supplier
CreatePurchase
Orders
Choose orDefault
Supplier forGoods
ManageRFI/RFQ/
RFPprocess
ManageOpen to
Buy/BlanketPOs
Verify/Negotiate
Price
ManageRequisition
ApprovaProcessl
PerformEncumbrance
Check
Track OpenPOs
Manage Suppliers
ManageSupplier
Relationships
TrackSupplier
Commitments
MaintainSupplierCatalog
ManagePurchase
ItemCatalog
CreateAuction Bids
ManageAutomaticReplenish-
ment
ManagePurchasing
Methods
Approve& ValidateContract
Payments
ManageBuyer
Performance
Provide SupplierSelf-Help
Module map – business capabilities
Level 53. Fulfill Demand 3.3 Procurement 3.3.2 Purchasing - Request Resources - Create Purchase Requisitions
Createpurchase
requisitions
Request Resources
The module map
Anatomy of a capability
StartStart
PeoplePeople
PlatformPlatform
ProcessProcess
Encapsulating a capability
Business Business architecturearchitecture
Mike [email protected]
How do you use Microsoft Motion?
Acquisition
6 SigmaBPRCorporate strategy
Why start a Motion project?
Automation
SOA
Problem-Solving
Incremental Change
Governance and Compliance
Core vs. Non-core
Consolidation
Sourcing
Business Architecture Motionproject
Module map
Phase 1Phase 1Establish project contextEstablish project contextGenerate Level 2+ capability mapGenerate Level 2+ capability map
Document project context & objectivesDocument project context & objectives
Assess capability performanceAssess capability performance
Gate 1Gate 1 – Go, or no-go? – Go, or no-go?
Motion Project – Phase 1
Deliver finalDeliver finalprojectprojectrecommendationsrecommendations
UnderstandUnderstand'as-is' business 'as-is' business architecturearchitecture
Check completeness of Check completeness of operational, environmental operational, environmental and financial framingand financial framing
Go/no-go?Go/no-go?
Phase 2Capture Business ArchitectureGather existing business and financial documentation
'Go In' – Map relevant Level 2+ capabilities
'Go Up' – Connect capability Levels 1 and 2
'Go Out' – Connect environmental capabilities
Gate 2: Check completeness
Off-Ramp
Motion project – phase 2
Deliver finalDeliver finalprojectprojectrecommendationsrecommendations
UnderstandUnderstand'as-is' business 'as-is' business architecturearchitecture
Check completeness of Check completeness of operational, environmental operational, environmental and financial framingand financial framing
Go/no-go?Go/no-go?
Phase 3Complete 'as-is' business architecture'Go Down' – Cross-reference capabilities to teams, business objectives and financials
Identify capability connectors
Identify service level expectations
Identify people, process and platform views
Workshop: Gate 3 – Understand Business Architecture
Off-Ramp
Motion project – phase 3
Deliver finalDeliver finalprojectprojectrecommendationsrecommendations
UnderstandUnderstand'as-is' business 'as-is' business architecturearchitecture
Check completeness of Check completeness of operational, environmental operational, environmental and financial framingand financial framing
Go/no-go?Go/no-go?
Phase 4Recommend Next StepsIdentify leverage points and impediments
Select appropriate improvement model
Develop next step recommendation
Identify project opportunities and risks
Deliver final project recommendation
Motion project – phase 4
Deliver finalDeliver finalprojectprojectrecommendationsrecommendations
UnderstandUnderstand'as-is' business 'as-is' business architecturearchitecture
Check completeness of Check completeness of operational, environmental operational, environmental and financial framingand financial framing
Go/no-go?Go/no-go?