Mobilizing the Organization

8/6/2019 Mobilizing the Organization

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MOBILIZING THE ORGANIZATION:

TACTICAL EXECUTION

PRESENTED BY:

JOGESHWAR KR.SHUKLAHIMANSHU GOEL

KANIKA CHAUDHARY

JAYA GANDHI


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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 reflectchanges in thinking about the

business model?

E-Business Roadmap

Vision &Strategy

BlueprintPlanning

TacticalExecution

AdoptionManagement


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E-Business Tactical Execution

Technology and

Application

Capabilities

Organizational

Capabilities and

Limitations

e-Business

Blueprint

Tactical e-Project

Management

Architecture and

Implementation

Plan

e-Business

Infostructure

Adoption

Management

e-Business

Development

Measurement

for Evergreen

Strategy


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Tactical e-Project Management

Transition to e-Business needs tightly coordinated approach

Caveat: Traditional app execution characterized by number of groupsworking 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


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Process Overview

Define and

Organize the

Project

Execution and

Close DownPlan the Project

Establish project

team

Determine project

objective

Assemble the

project definition

document

Get project

approval

Develop work

breakdown

structure

Develop project

schedule

Gather detailed

project

requirements

Analyze resources

Prepare cost

analysis

Collect project

status data

Complete project

closing activities

Planning and

Managing

Projects

Conduct post

project review

Maintain, Monitor

and Control


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The Intangibles: Continuous Project

Communication

A project communication plan necessary for aproject to function like a well-oiled machine

to keep mgmt, customers, and team members

informed of projects status and milestones at riskof being missed

Identifies all persons concerned with the projectand develops follow-up activities to keep them

involved Assigns communication responsibilities and

process for keeping everyone informed


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e-Development Process

www.ebstrategy.com7 -

Opportunity

Generation

Solution

Evaluation

Customer

Requirements

Resource

Mobilization

Scope/

Feasibility

Requirements

Prototyping

e-Process

RedesignImplementation

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 everydaylife 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 customers perspective Trying to reduce pain for themselves


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Solution Evaluation: How Can We

Alleviate the Customer Pain?

Element Questions

What Which customer processes are involved?

What is wrong?

What is the opportunity in terms of customer problems,

competitive pressures, internal inefficiencies, lack of newfeatures 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?


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Getting Detailed Requirements Right

Successful e-business strategies fueled by deep understanding ofthe customer processes and pain points

Lack of attention at this step will cause problems downstream thatresult 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


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Getting Detailed Requirements Right

Detailed

Requirements

Specifications

Front endPrototyping

To AvoidSurprises

Scope &

Priorities

Requirements

Prototyping

& Elicitation

Customer

Priorities

Market Trends

Purchase/Interaction

Occasion

Competitor

Benchmarking

Market Research

Customer Pain

Customer Anger

Buyer Behavior

Functional Needs

Systems Economics


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Setting Scope

Determining scope and narrowing focus first, most important stepin project

Understanding scope essential to managing its development

Requires communication with customer to ensure correct

interpretation of the defined need and unambiguous wording of theresponsive requirement

Scope of many e-business projects fuzzy

Partition big problems into manageable chunks when scope toograndiose 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


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Garnering Resources: Mobilize,

Mobilize,and MobilizeResource mobilization

Define project mgmtteam, resources, andtime line

Step 1: Organize projectteams

Step 2: Resource planning andallocation

Firms allocate resources forupfront activities, asstrategy formulation

But underestimate for

downstream activities

Internal

Staff &

Consultants

Strategy

Formulation

Production Rollout,

Maintain, Enhance

and Change Effort

Infrastructure

(Tools, Apps,

Software)

New

Application

Development

Supplier/

Partner

Integration

Well-budgeted bymost enterprises

Costs underbudgetedby 20% to 40%

Costs underbudgetedby 50% to 100%

Business

Strategy

Blueprint Planning& Project

Management

Prototype

Implementation


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E-process Redesign

Identify the major processes (e.g., OrderFulfillment) 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 thecustomer order?)

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 customerexpectations?

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 dependencyimpacting the smooth flow of the process? What-if we removed/modified it?

Diagram the entire process into a high-level map.

Identify Core

Business

Processes

Define

Customers

& Process

Outcomes

Create

Detailed

Process Map


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Web Development: Prototype

Validation and Implementation

Detailed requirements prototyping

Detailed architecture designApplication development

Quality assurance and testing

Field testingRelease management


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Application Service Providers

IT managers seeking development solutions to relieve stress of toofew 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 dont

require highly customized software solutions Startup companies

Large corporations because of time-to-market issues, lack ofdevelopment resources, and a desire to lower maintenance costs


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Infostructure Management

Production infostructure

least understood areas of e-

business

How to provide always-on-

service and performance? Hosted models require

emphasis on infostructure

mgmt

Very much like urban

planning


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Internet Data Centers

Internet creates unpredictable load on networkservices Newly introduced software can be ten times as

popular as predicted

New data-driven apps can increase storage system usebeyond all projections

Data centers need adequate capacity available for24x7x365, while minimizing capital outlay

Enter collocation firms Exodus, Jam Cracker, Loud Cloud

Group a companys apps together on dedicatedservers in state-of-the-art NOCs


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Capacity Planning

Online customer impatient

Predicting demand levels for network services difficult

Complexity of todays networks make it difficult to isolate thedriving force of demand for a particular service

Continuous, ongoing capacity planning process necessary Assess current physical infrastructures capacity

Measure and monitor traffic regularly to verify business model

Use business model for long-range scenario planning

In capacity planning, dont think just Web transactions

Think about how rich content affects capacity


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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


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Availability

Availability is accessibility of e-businessoperation: 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


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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 planfor addressing each one

September 11, 2001


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Adoption Management

Three behavioral responses to overcome when introducingchanges: Denial, Anger or Acceptance

Successful adoption needs Communication plan

Transition mgmt plan

Samsonite had conversion problems when implementing its newfinancial, 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, processesintegrated, add on technologies implemented

State 3: New tools and processes become almost second nature tousers; synergy of people, processes and technology


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Measurement for Learning and

Improvement

How does a company know it is doing well postimplementation?

What are some key measures important to a new

e-business process What should my company measure?

Risk

Financial

Loyalty

Fulfillment

Customer satisfaction


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Documents

Mobilizing the Organization