xTU_Field Orchestration FY10 Participant Guide

8/7/2019 xTU_Field Orchestration FY10 Participant Guide

1/79

Welcome toxTU / Field Orchestration FY10


2/79

2

Microsoft Confidential - For Internal UseOnly - Do Not Distribute Outside of

Microsoft 2007 Microsoft Corporation. All rights reserved.Microsoft, Internet Explorer, and Windows are either registered trademarks or trademarks of Microsoft

Corporation in the United States and/or other countries.The names of actual companies and products mentioned herein may be the trademarks of their

respective owners.THE CONTENTS OF THIS PACKAGE ARE FOR INFORMATIONAL AND TRAINING PURPOSES ONLY

AND ARE PROVIDED "AS IS" WITHOUT WARRANTY OF ANY KIND, WHETHER EXPRESS ORIMPLIED, INCLUDING BUT NOT LIMITED TO THE IMPLIED WARRANTIES OFMERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, AND NON-INFRINGEMENT.

No part of the text or software included in this training package may be reproduced or transmitted in anyform or by any means, electronic or mechanical, including photocopying, recording, or anyinformation storage and retrieval system, without permission from Microsoft. Because Microsoftmust respond to changing market conditions, it should not be interpreted to be a commitment on thepart of Microsoft, and Microsoft cannot guarantee the accuracy of any information presented after thedate of publication. The names of actual companies and products mentioned herein may be thetrademarks of their respective owners.

To obtain authorization for uses other than those specified above, please visit the Microsoft CopyrightPermissions Web page at http://www.microsoft.com/about/legal/permissions This content is proprietary and confidential, and is intended only for users described in the content

provided in this document. This content and information is provided to you under a Non-DisclosureAgreement and cannot be distributed. Copying, disclosing all or any portion of the content and/or information included in this document is strictly prohibited.
http://www.microsoft.com/about/legal/permissionshttp://www.microsoft.com/about/legal/permissions


3/79

Opening


4/79

4

Facilitator Introduction

Name:Experience with Microsoft:Something interesting:

Teacher, student, reporter

My role for this workshop:Facilitate and guide the dialogue and discussionSupport you in sharing best practicesHelping you to increase awareness of self and teamMake it personal and practical for youCapture the results / agreements -> follow up +30 + 120


5/79

Principles of Engagement Open, tell the truth Take great notes

especially when youhear something youdont agree with (that

doesnt resonate with you) You are Now Here or

you are NoWhere

Involvement EverybodyParticipates

If needed :Time Out / ParkingLot

Dont make assumptions ask Questions

Dont take thingspersonally(Subjective) Opinions

vs (Objective) Facts Pragmatic (Im)possibilities Confidential


6/79

1. Starting Our Journey


7/79

How people change


8/798

Activity: Your Current Situation

In your personal handbook, please answer thefollowing questions individually:

Where am I currently with my business?Where am I heading ?Am I aware of all the possibilities ?

Am I consciously making decisions or following my habits ?Is my current behavior supporting me in achieving my goal?What is my perception of my customers, solutions (productsand services), partners and colleagues?What is the impact of the current business situation onmy ability to succeed?How well am I using the systems , tools , and processes thatare relevant to my job?

Debrief

Points to Consider & Reflect Upon


9/799

Team Formation and Introductions


10/7910

Activity: Team Formation and IntroductionsIndividually please answer the following questions:

Key challenges in working together effectively / orchestrationI am here in this workshop because (expectations)

In your teams decide on the key challenges andexpectations

As a team please answer these questions:Who are we?What do we see as our role(s)?What do we want?What are we measured on? Which results are we striving for?Why are we here?What do we have to give to the other teams / roles?

Write your answers on a Flip ChartBe ready to present as a teamDebrief


11/79


12/7912

OurRoadmap


13/79

What is in it for you?


14/79

2. Orchestration and Teamwork

Working together effectively


15/79

15

Activity: Definition of Orchestration

In teams, discuss andanswer the questionsin your personalhandbook aroundorchestration:

What? (components)

Why? (result)Who? (roles)When? (timing)Where? (place)

How? (approach)For whom? (benefit)Be ready to discussDebrief


16/79

16

Working in Teams

T.E.A.M.?


17/79

Team LifecycleFour stages of team development

Source: Bruce Tuckman, 1965

Progression is impacted by coaching from Team Leader


18/79

18

Working in Teams


19/79

19

Working in Teams


20/79

Summary: Orchestrate (or be orchestrated)

ConnectingIndividualsIdeasInformation

AnywhereWith each other

Based on common process /communicationAll roles are critical

Design and manage a team?Establish Value and Culture, Guiding

Principles?Create a broader network?

Leverage knowledge and insight, for yourself and team members?

Draw out the talent and creativityof the team?

Coordinate all the individualelements?

Create value?Ensure the success of the overall

process?

Orchestration: Orchestrator, how would you


21/79


22/79

22

3. How people operate

Your Mindset: Is it ready to attract success?


23/79

23

What is our current situation?What is our current situation?Where would we like to be?Where would we like to be?

How to close the gap?How to close the gap?

Where would we like to be?Where would we like to be?What is our current situation?What is our current situation?

How to close the gap?How to close the gap?


24/79

24

Control and Influence


25/79

25

Our Operating System


26/79

26

How the brain learns

NeuronsNeurons

SynapticSynapticConnectionsConnections


27/79

27

Activity your beliefs

Individually capture in your personal handbook whatever word comes to mind first when you say / see /hear

Be ready to discussDebrief :What do our Beliefs have to do with Orchestrationand Business and Personal Success?


28/79


29/79

Feedback from Survey and Interviews


30/79

5. One Microsoft in the Sales Environment


31/79

31

What is selling all about?


32/79

32

What is on every sales personsmind?What is my quota for this year?

Where am I currently?What to do to close the gap?Where am I selling?What is my sales territory?Where is the real potential?

What am I selling?

Which solutions (combination of products and services)?How do I realize a breakthrough at that one account?Can I find the right problem / possibility to address?Can I establish contact / a relationship with the right person atthe right time?

Will these opportunities help me to make my numbers?Which are my most important opportunities?Am I really in the position I think I am?Am I really set up to win?

How am I selling? Do I have resources available to support me?

Are there people inside or outside our company who can helpme?

How do I prioritize my work in all those areas?


33/79

Your Working Environment YourAccountabilities

uild customer relationships Deliver the Quota Maximize resources

Partner EcosystemTeam Orchestration

Customer Opportunity prioritization

Limited resources

Trust

Account / Opportunity coverage strategy

Drive net new revenueFill the pipeline

Renew the EAs

Maintain 120% adjusted Pipeline coverage

Deployment

Solution Selling

count Planningstomer Understandingople ready businessll beyond IT into LOBcome relevant at the executive levelcrosoft Optimizationntify Customer ROI

nditions of Satisfaction


34/79

Where are you using / investing your time?

What am I doing?

With whom do I schedule meetings / appointments?How much time have I used in the previous 4 weeks for:

pro-active demand generation?Opportunity acceleration?Deployment?

How much time will I use for the above in the next 4weeks?

How is that related to what I am trying to achieve?

Why am I doing this? Who is the best person to dothis?How am I doing it?What can I do differently without disturbing theoutput?

What am I doin toda to influence tomorrow?


35/79

35

Sales work


36/79

36

Partners

Customers

Solutions

One Microsoft


37/79


38/79

38

Sales Process Rhythm

Pipeline Analysis

Gap

Quota Owner

ManageOpportunities

Sales Execution

Update Pipeline

Customer Explorer / GSX

Opportunity Creation

Account Planning

0% 10% 20% 40% 60% 80% 100%

Gap SizeGap TimingGap Closure

Customer AssessmentPeople Ready Business

Broadening Customer RelationshipsConditions of SatisfactionRealizing Integrated Platform Value(Infrastructure) OptimizationPartner Pipeline ManagementOpportunities Prioritization / OwnershipResource Alignment (Orchestration)

All Opportunities EnteredCorrect by MSSP Step

Customer Explorer / GSX

MSSP PainPower VisionValueControl

Sponsor Letter Evaluation PlanCustomer Engagement Solution


39/79


40/79

Customer Assessment


41/79

Customer AssessmentDepartment Business driversCustomer

PainsCustomer Possibilities

BusinessInitiatives

Critical SuccessFactors/Capabilities

What do wehave to offer?

PotentialOpportunity

Who may beinterested?

Which partner could beinvolved?

Facts Meaning Remedy SelectionCriteria

Our Solution How much is init for us?

Who is our Sponsor /Power?


42/79

42

Partner Engagement Levels


43/79

43

Conditions of Satisfaction

Are your customers / partners satisfied aboutthe way you work with them?

Which conditions will satisfy them?

Which clear expectations did you set with yourprimary contacts about the way you work together? How have you documented and shared theseexpectations with the account / partner team andthe customer / partner? How will you explicitly confirm your progress

with the customer / partner and keep them


44/79

6. Roles and Responsibilities

Who is supposed to do what according to the model?


45/79

45

Some Microsoft Sales RolesAccount ManagerInside Account Manager

Solution Sales ProfessionalAccount Technology SpecialistLicensing Sales Specialist

Technology SolutionsProfessional

Partner Account ManagerMCS-Engagement ManagerMCS-Services ExecutiveMCS-Technical Account Manager

EPG Director / LeadSTU Manager / LeadPTU Manager / LeadATU Manager / Lead

What is the essence of thatrole (designed to do)?

What is the person in thatrole expected to do? (roleguide)

What is the person in thatrole doing in reality ?

Is there a gap ? Are therecertain things that shouldbe done that are not doneby that person?

Is someone else doingthose things, or are theynot done at all?


46/79

46

DoDo

HaveHave

BeBe}}


47/79

47

A i i O S lf Vi


48/79

48

Activity: Our Self ViewGroup by teamAnswer the following questions individually in your personal

handbook:Who are we as team?What do we see as our role(s)? (Be)

What do we want?What are we measured on?Which results are we striving for? (Have)

Why are we here?Why do we exist in the organization?Who and how can we serve?What do we have to offer / give to other teams? (Give)

Discuss at your table and update your answers in the worksheet

We are We want We are here to to others

Be ready to present as a teamDebrief


49/79

49

7. Expectations

Know what is expected of you and what you expectfrom others

O Mi f d d


50/79

One Microsoft - expanded

PrioritizationGrowth

People

Pains

Products

Customer

campaigns

Partner Selection andSegmentation

Partner Business Plan =PBP

Partner Sales Plan =PSP

Partner PipelineManagement

PersonalAgenda

BusinessAgenda

Upgrades

References

Deployment

EA Renewals

ISV SI

LAR

(Infrastructure)Optimization

Realizing IntegratedPlatform Value

People Ready Business

BroadeningCustomer

Relationships


ServicesIntegration Premier ITAP /

ESCConsulting

Customer Understanding

CPE


H t f ll t ti


51/79

51

How to successfully manage expectations

expectatio n Noun

1. the state of expectingor of being expected2. something looked forwardto, whether feared or hoped for 3. belief that someone shouldbehave in a particular way

A ti it E t ti


52/79

52

Activity: Expectations

Take a look at the work done in the previous module, focus on the

column what do we want. Copy that column into the first column of the expectations worksheet.Have = Results

Decide who can contribute to what you want(put the name of the team / role in the 2nd column)

Decide what you expect from them, as specific as possibleDo = ActivitiesBe = Knowledge, skills, capabilities

Do this for as many expectations as possibleSelect the most important expectations and write a few statementslike:

If will the result willbe for

Be ready to present as a teamOther teams: Listen , make notes, questions to understand, dont have toaccept

Debrief


53/79

8. Making it Personal

Individual Assessment

A ti it S lf l i


54/79

54

Activity: Self analysis

Draw your hand in your personal handbookFill in the fingers with the words belowRelaxMake notes, no judgment, no discussion(in silence):

Thumb: what are your strengths ?Index finger: what is your vision for the future?Middle finger: what do you strongly dislike ?Ring finger: What do you love? What is your

passion ?Pinky: What is your weakness? Where is stillroom for improvement ?

Debrief with the room

Debrief


55/79

55

Debrief

What did you experience?What does this tell about you?How does this relate to orchestration?

StrengthsVisionDislikesPassionRoom for Improvement


56/79

Activity: Roles and Expectations


57/79

57

Activity: Roles and Expectations

Answer the following questions individually in yourpersonal handbook:

What is the essence of my role?What am I expected to do?What am I doing in reality?

Is there a gap? Are there certain things that I should bedoing in my role which I am not doing (enough)?Is someone else doing those things, or are they not done atall ?What are some clear dos for me? (C=continue, S=start)

What are some clear donts for me (Stop)?Open, honest, no discussion, no decision


58/79

Often after a training / workshop


59/79

59

Often after a training / workshop

Great storyHad fun (although it hurts sometimes)Enthusiasm all overNow what?

Turn into practice, make it realIndividual levelAgreed Guidelines / Governance modelAccount planningOpportunity planning

Quota AchievementReinforcement

Stop Reflect ProAct

Critical Success Factors


60/79

60

Critical Success Factors

The things that must go right, or you must have(e.g. resources) for you to be able to achieve yourGoal / Objective, to manifest your Plan

If these CSFs arent met success will be difficult

and failure is inevitable The shopping list for you to discuss with your

management and to commit to as individualmembers

Activity: Develop your plans


61/79

61

Activity: Develop your plansPreparation in teams

What will you as a team commit to doing differentlyin order to fill the pipeline, close the deals and deploy thesolutions in a way that will satisfy customers, partners,Microsoft and yourselves?What effect does this change have on the team, the business(contribute to local goals or address local challenges),customers, partners or the individual contributors?CSFs (focus on your own team):

Any specific gaps in capacity, skills, knowledge you haveobserved in your own team?What is needed in order to deliver the above and toaddress possible gaps?

Capture your answers on the worksheetsUpdate the other worksheets when neededBe prepared to present the full set of worksheets as ateam

S


62/79

SummaryKnow where you are with your business

PrioritizationWhere is the growth potential?where is the pain/possibility?)Solution understanding (which pains can we solve, possibilities can wehelp to manifest?)

Where are the short term/closable opportunities?Which resources can you leverage

Make sure the right person does the right work, at the right time,for the right accounts / solutions (products and services) /partners

Demand GenerationOpportunity AccelerationDeployment

Do you have a plan how to achieve your quota?What is our res onsibilit in this rocess?


63/79

What can / ill o do in order


64/79

64

What can / will you do in orderto:

Use your valuable time on what reallymatters?

Have fun, both personal and professional?Improve your Quota Achievement?Increase your success rate?Broaden and deepen your customerrelationship?

Further develop your customer, partner,solution understanding?

Cooperate better with colleagues?Increase predictability (forecast)?Break through your comfort zone ?

Activity: Personal Plan


65/79

65

Activity: Personal Plan

Open your laptop and outlookPlease look through all your notes,especially the reflection pages

Ask yourself, what is the significance to me of allthat I have written down

Write an email to your manager and the facilitatorPlease answer the questions on the next pageWhen you are ready with your answers, hit the sendbutton

Questions for Personal Plan


66/79

66

Questions for Personal Plan

1. What will I do differently after this workshop?2 things I haven't done (regularly) that I will START doing(regularly)2 things I currently do that I will CONTINUE doing (andencourage others to do)2 things that I occasionally do, that may becounterproductive, that I will STOP doing

2. What changed in my mindset in these 2 days?3. What do I and my team need to make this work?4. What do I explicitly expect from my management?


67/79

Appendix

How people change


68/79

How people changeCurrent Situation:

Unaware /Unimportant ?

Relapse /Relapse /RecycleRecycleNewNewBehavior =Behavior =New Results?New Results?

Awarene ss and Personal Importance

Ambivalence, Mixed Feelings

Specific Action

Maintenance

Source: James Prochaska


69/79

MSSP Foundation View


70/79

70

VerifiableOutcomes

Sales Cycle

Objective

Sales CycleStage

Validat

potent i l

opportu&ity

identif potent i

lsponsor

ual ify/ea d

opportunit y

evelop ustomer

requireme&ts

s tabl ish ponsor

relat ionshi p

resent olut ion

hich xceeds

ustomer eeds

Demonstra e

capabil i t to

xceed ustomer

requirements

onductnegotiat i

ns and inal ize

contract

inal izedeployme

t plan&execute

Generat

awarene s and

-requalif i

dprospec s

Final iz upport

,la n xecute

&

onitorprogress

SupportDeployCloseProof SolutionDevelopQualifyProspectDemand

Generation

MSSP: Microsoft Solution Sales Process

ualified rospects

/QP S QPgenerated

o te nt ia l S po ns or I de nt if ie d p on so r L et te r A gr ee dUpon v al ua ti on P la n

Agreed r el im in ar y S ol ut io n A gr ee d e rb al A pp ro va l R ec ei ve digned

Documents

eployed roducts

solutions

SupportReview

completed

MSSP Foundation ViewAlignment with the Customer

Buying Stage

nidentifiedneeds e te rm in e n ee ds

valuate Options

esolveconcern

s

Impleme&t

Monitor

easureROI

electSolution

Customer Buying Process

CustomerAssessment


71/79

Customer Assessment

BusinessDrivers

Competition

Regulatory Change

Economy

PainsPains

Business Partners

Suppliers

Customers

Society

Technology

Internal / Operational

Financial Markets

PossibilitiesPossibilities

$$$$$$ TimeTimeAUC/BAU

BusinessInitiatives

LOBLOBSolutionsSolutions

InfrastructureInfrastructure

Critical Success Factors/Capabilities

ITITProjectsProjects

OptimizationOptimization


72/79

Appendix: Key MSSP concepts

Solution Selling Principles (PPVVC)


73/79

Solution Selling Principles ( PPVVC )

What high priority pain has theprospect admitted to you and what is itcosting them today?

PP ainain

PP ower ower

VVisionision

VValuealue

CControlontrol

Who do you believe is the Power Sponsorand why? Can we gain access andinfluence?

What vision did you create for the Prospect? Is vision differentiated toward us?

Has the prospect identified enough valueto compel them to move ahead now?

Who is column A and who is controlling thebuying process? Has the prospect agreed toyour draft joint Evaluation Plan?

SolutionSales

P

P P V VC Opportunity Reference Guide


74/79

q Power sponsor not identifiedq Potential Power sponsor identifiedq Buying process understoodq Sponsor granted access to Power

P o w e r

Sales Professional cant describe need, reasons, or pain

Sales Professional knows their needsSales Professional knows reasons / symptomsSales Professional knows their painCustomer knows their needsCustomer knows reasons / symptomsCustomer knows their painPain / reasons documented to customer

Customer agreed or modified

P a i n

Sponsor

Vision not created, or competitors visionVision created in product termsDifferentiated vision created in situational termsDifferentiated vision documented with letter

Differentiated vision agreed upon or modified V i s i o n

V a l u e

Value not identifiedCustomer wants solution, not quantifiedCustomer identifies valueCustomer states the valueCustomer performs value justificationJoint value justification conductedCustomer agrees that value meets financial

criteria required to take action

q No documentationq Sponsor letter sentq Sponsor letter agreed upon

C o n t r o l

Power Sponsor

q q q q q q q q

q q q q q q

q q

q q q q q

q q q q q

q q q q q q q

q

q

q q q q q q q

q

q

q Power Sponsor agreed to exploreq Power Sponsor agreed to evaluation planq Power Sponsor agreed to proposalq Power sponsor agreed to purchase

q q Power letter / Evaluation Plan sentq Power Sponsor letter agreed uponq Evaluation Plan modified / agreed uponq Pre-proposal review conductedq Evaluation Plan completed

q Sponsor Pain?

q Reasons?q Other impacted?

q Cost of pain?q High priority?

q Power Sponsor Pain?

q Reasons?q Other impacted?q Cost of pain?q High priority?

q Sponsor name? Title? Relationship/influence Power?

q Potential Power Sponsor? Title?q How gain access? Proof required?q Technical approval? Who? Title?q Financial approval? Who? Title?

q Sponsor vision?

q Who created?q Can we meet?q Can differentiate?q Can p rove? How?

q Power Sp. vision?

q Who created?q Can we meet?q Can differentiate?q Can prove? How?

q Sponsor sees value? Emotional terms? Financialterms?q Power Sponsor sees value? Emotional terms? Financial?q Organization sees value?q ROI/Payback?q Meets financial guidelines? Budget approved?q Financial approval process?

Questions

q Who helped define needs and vision?q Who is column A? Do we need to reengineer vision?q What is timing of implementation?q What is formal & informal buying process?q Evaluation plans completed?q Success criteria know and agreed to?

pp y

Potential Sponsor Communication Example


75/79

Mrs. Cristina Di RoccoMarketing Director, ABC Company12 Covent Street, London, WC2E

Mrs. Di Rocco,

Thank you for your interest in Microsoft. The purpose of this letter is to summarize myunderstanding of our meeting and our action plan. Based our discussion, you and I discovered that your primary critical issue that you are trying to resolve is the challenge of attracting new customers and distribution channels.

You and I explored the following reasons for the difficulty:

long delays between running promotions and measuring the results difficulty in determining where to place promotional emphasis diverse group of customers & distributors which adds complexity to developing effective promotions

You indicated that if you had the following capabilities you could better attract new customers and distribution channels: you felt that you needed a way that when offering promotions, to be able to analyze results and measure the effectiveness

of a promotion on a daily basis in order to make adjustments in time to improve results, and also when deciding upon running promotions, you wanted to be able to project the effectiveness and develop promotions with

high potential for return by customer and distributor types, and when developing promotions, you needed a way to group types of distributors or customers together, combine these

groupings based seasonal trends, geographical location, inventory levels, buying habits, etc. to use as a basis for campaigns. When we ended the conversation, you stated that you wanted to take a serious look at Microsoft and said if we succeed

in proving that we can help you gain these capabilities, you will introduce me to Michel Druart, your Sales Director. Youmentioned Michel is not happy with the lack of positive impact that promotions have on ABCs revenue streams.

I have arranged for Anne Legrand, one of our Solution Specialists, to give you a demonstration on Friday, March 15 of thespecific capabilities we discussed. Anne will also be able to describe how she has helped other Marketing Directors obtainpositive business results using Microsoft Business Intelligence. I am confident you will like what you see and introduceMicrosoft to the rest of your organization. Ill call you Monday to discuss this further.

Sincerely,William Hampton (Microsoft salesperson)

Qualification Principles1) PAIN / POSSIBILITY2) REASONS3) BUYING VISION4) AGREE TO EXPLORE5) ACCESS TO POWER

6) PROOF STEP

p p

Potential Sponsor Communication (Principles)


76/79

p ( p )

Pain / PossibilityReasons

Buying VisionAgreement to Explore

Negotiated access to PowerProof Step

Potential Power Sponsor Communication


77/79

Qualification Principles

Mr. Michel DruartSales Director, ABC Company12 Covent Street, London, WC2E

Mr. Druart,Thank you for meeting with Cristina and me earlier today. I believe the time was well spent for

both ABC and Microsoft. You confirmed your primary critical issue is a flat revenue stream.We also discussed the following:

Reasons for eroding revenue inability to attract new customers and distribution channels decrease in customer satisfaction high and increasing turnover rate of your sales force

Capabilities you said you needed You said that: if Cristina could target promotional campaigns with a high potential for return, and you had the capabilitieslisted below that you could increase revenues: that when executing campaigns, for marketing personnel to be able to target campaigns based on past history, combine it

with demographics and immediately upon launch, gather sales data and results, and when a customer or distributor issue is suspected, your staff could rapidly view and analyze data from carefully cleansed

satisfaction survey feedback, search for specific groups that have issues, quickly assess the cause of the issues thendesign and implement programs to address them, as well as

when a new seller starts in a territory, he or she could rapidly gather information regarding the customer or distributor,analyze the data, collaborate with experienced representatives and managers to develop sales plans and be promptedwith materials based on the type of customer or distributor thus making the sales calls more effective. You indicated thatwith these capabilities you would be able to meet your revenue objectives, and your Financial Director, Manfred, could meethis profit objectives.

Our next steps

When I told you I was confident Microsoft can help you integrate Business Intelligence solutions with your existing systems,you agreed to take a serious look at our ability to do so. Based on my knowledge to date, I am suggesting an evaluation planfor your further exploration of Microsoft. Look it over with Cristina, and I will call you Friday to get your thoughts.

Sincerely,William Hamptoncc: Cristina Di Rocco, ABC Company

1) PAIN / POSSIBILITY2) Reasons3) Buying vision4) Pain Chain5) Agreement to explore6) Evaluation Plan set-up

pExample

Potential Power Sponsor Communication


78/79

p(Principles)

Pain / PossibilityReasons

Buying VisionPain Chain elements

Agreement to exploreEvaluation Plan set-up

Proposed Evaluation Plan Example Mr. Michel Druart, page 2


79/79

p p

Phone interview Cristina Di Rocco (Marketing Director)

Phone interview Michel Druart (Sales Director)Phone interview Frida Lundgren (IT Director)Summarize findings to top management teamProve Office System capabilities to top mgmt. team

Perform detailed survey of current system environment andhigh level budget estimateSend Office System license agreement to legal

Implementation plan approval by IT DepartmentDevelop detailed proof of capabilitiesPresent preliminary solution and cost estimatePresent developed value propositionAgree on success criteriaGain legal approval (Terms & Conditions)

Review proposal rough draftPresent proposal for approval and sign contractsImplementation (Deployment) kickoff Measure Success Criteria

Event Week of Go/No Go

Jan 7 Complete

Jan 7 CompleteJan 14Jan 21Jan 28Feb 4

Feb 11

Feb 11Feb 11Feb 18Feb 25Feb 25Mar 4

Mar 18Mar 25Apr 10Ongoing

Billable

Yes

*

*

*

Yes

D R A F T

*

*