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Software%20Engineering%20Operation%20Application%20Services%20Business%20Plan

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Application Services Business Plan Fast Track Business Plan v.2 May 18, 1998 This version includes the following revisions since the 4/29 Management review: – PowerPoint PPT presentation

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Title: Software%20Engineering%20Operation%20Application%20Services%20Business%20Plan


1
Software Engineering OperationApplication
Services Business Plan
  • Fast Track Business Plan v.2
  • May 18, 1998
  • This version includes the following revisions
    since the 4/29 Management review
  • A revised segmentation model (same information)
    (pg. 9-11)
  • Fine tuning of the service offerings (pg. 21-23)
  • Adjustment on 3 Year Objectives (pg. 32)
  • New forecasting scenarios (pg. 36-38)
  • New sales assumptions and guidelines (pg. 43)
  • Sales and marketing success tracking indicators
    (pg. 44)

2
Contents
  • Customer Needs and Challenges......3-7
  • Segmentation....................................8-
    16
  • Offer Services.............................17-30
  • Goals, Financials Resources.......31-40
  • Required Issues and Actions...........41-48
  • Appendix of Misc.. Slides................49-66
  • Contributors
  • Gary Gujral, Joe Martinez, Helmut Bentsche, Terry
    Ash, Donnie Foster, Matt ODonnell, Michael
    Dautel, Mike McGarry, Satish Varma (TCS)
  • Business Plan written by
  • Jeri Crittenden, Consultant

3
Customer Needs Challenges
4
F1000 Top Service Initiatives - 97
of Respondents
Customers resources and skills are stretched
across a wide range of initiatives, technologies,
and implementation timelines.
Source Dataquest end-user budget survey , 7/97
as quoted in Y2K Market Analysis
5
Client Needs and Application Services
Key needs where customers look to application
developers, systems integrators and outsources.
Services Needs
New development Achieve competitive advantage,
accelerate TTM, increase profits, obtain new
skills, accelerate BPR efforts Data warehouse and
mining Business performance customer needs
analysis improvements Emerging Internet
Change customer and supplier business models,
accelerate TTM. technology Integrate with
legacy environments. Package Implementation Integr
ate business functions, improve TTM
functionality. Management Transitioning
Conversions, migrations, re-hosting,
transformation to new architectures for
performance, capability or cost improvements Year
2000 Services Assess problem, obtain resources,
convert or replace Retooling Teach staff new
processes, technologies, methodologies
Support Application help desk, 24X7
troubleshooting Maintenance Fix bugs, reduce
costs, improve operational performance or
productivity, shift of internal resources to
new development
Integrate w/ current environments
6
IT Staffing Dilemma
Finding retaining skilled resources has become
a major IT challenge
Competition with providers for resources
Service provider as a solution to resource
shortage
Service provider as a competitor for resources
  • Recruiting network
  • Skills database
  • Subcontractors
  • Offshore
  • Colleges
  • Retention

Staffing Recruiting
  • Methodologies
  • Processes tools
  • Service delivery model
  • Management training
  • Certification
  • Career paths
  • Interviews
  • Skills tests
  • Mentoring
  • Project knowledge transfer

Training Reskilling
Skills Transfer Assessment
Three most important elements of the staffing
dilemma
Source Gartner Group 1997 from Deloitte Touche
survey of 1400 CIOs WW
7
Competitive LandscapeMany Players
New Development Andersen Consulting Gap Gemini
Sogeti MCI Systemhouse Cambridge Technology
Group
Package Management Andersen Consulting EDS Pric
e Waterhouse CSC
Full Service EDS IBM Global Services CSC Perot
Systems SAIC Unisys
Staff Augmentation Computer Horizons Keane Comp
uter Task Group Accustaff
Offshore IMR CBSI HCL America Mastech Syntel
Infosys
Year 2000 Gap Gemini Ciber Inc. Cognizant
Technology Solutions IBM Global
Services Computer Horizons Compuware Data
Dimensions Mastech IMR Keane
Transitioning MCI Systemhouse Lockheed
Martin Andersen Consulting GE
Capital Entex Vanstar PKS
Legacy Maintenance Keane Coopers
Lybrand Andersen Consulting Cap Gemini
America IMR
Source Gartner Group, 7/97
IDC Top Providers, 1997
8
Segmentation
9
Application Services Segmentation Approach
SWEOs target segment for application services --
Value Seekers --enterprises aggressively
applying technology for new or improved business
capabilities - and are resource constrained.
Segment F
Segment E
Segment D
Segment B
Segment C
Segment A
Early adopter
Value seekers
Cost conscious
  • Wants help to apply technology
  • Lower risk
  • TTM - Increase speed of implementation
  • New functionality for competitive advantage

Deployment Capability The Gap
  • Implement beta /emerging technologies
  • Proof of concept technology does what is promised
  • Focus on cost savings and improved operations
  • Free in-house IS to work on strategic initiatives

Low or no Gap
High Gap
Routine/standardized
Emerging technology
New Solutions
Stage of Technology Integration in Marketplace
10
Services for the Target SegmentFocus Which
Needs? Which Services?
Where can SWEO - Add the most value to solving
customers business problems - Earn profit
(premium price) - Set direction for future
growth - Leverage our strengths experience -
Establish credibility - Position w/ channel
competitors
Early adopters
Cost conscious
  • Value seekers
  • Wants help to apply technology
  • Lower risk
  • TTM - Increase speed of implementation
  • New functionality for competitive advantage
  • Possible Services to Meet Needs....
  • New development
  • Data warehouse and mining
  • Emerging internet technology integration
  • Package Implementation Management
  • Transitioning
  • Year 2000 Services
  • Retooling
  • Support
  • Maintenance

New Solutions
11
Services Mapping to the Target Segment
  • SWEO Primary Application Services
  • Address urgent business needs
  • Add significant value for premium
  • Leverage India expertise
  • Differentiate on lowering risk and TTM
  • Align w/ ISBU role

Early adopters
Cost conscious
  • Value seekers
  • Help apply technology
  • Manage risk
  • TTM - Increase speed of implementation
  • New functionality for competitive advantage

Key Customer Services to Meet Needs.... New
development Emerging internet technology
integration Secondary Services Transitioning
Year 2000 Services Retooling
Support Maintenance
Integrate with existing/legacy environments
New Solutions
12
Competition How Differentiate?
Vendors Value Propositions Resources, skills at
low cost Improve processing efficiencies,
manage costs Management expertise moving into
technology Integrate anything New /existing
technology know-how to use/ manage it
SWEO Target
Offshore Co.
IT Outsourcers
Mgmt Consultants
SIs/AC/ ISSC
Product Vendors
Different value for services over time
Help apply technology, increase speed of
implementation
Provide cost savings and to free in-house IS
Emerging technologies
13
SWEO Internet Focus
Application Services helps drive HP emerging
software into the....
Internet Solution Landscape
Use ISBU SSG software for depth of integration
with enterprise legacy operations, applications,
and databases
Internal publishing Collaboration, workflow
Internal business- to-business apps.
Home pages Dynamic Web pages Business-to cons
umer apps.
Access Collaboration Transaction
SWEO Target for Internet Solutions
Intranet Internet
ISBU Emerging Solutions
Source SWEO modified from International Data
Corporation 1997
14
SWEOs Target Client
Our strategic business initiatives require more
IS resources with the right skill set and
experience than we have or can reasonably hire
and train in the next 1-2 years.
  • IS has a significant delivery gap they are
    lacking 50 person years of development
    capability and are in pain.Gap may be due to
    numerous reasons
  • Lacking IS resources and skills to manage
    business unit demands for applications to achieve
    strategic/competitive advantage
  • Backlog of application revisions for new
    capabilities or performance improvements
  • Year 2000 projects have consumed resources
  • Organizations undergoing business initiatives to
    take advantage of emerging internet technologies
    - but concerned about implementation risk
  • Concerned about loss of control through
    outsourcing

15
Target Opportunity - Checklist
  • Primary Criteria
  • Customers in SWEO targeted, named enterprise
    accounts
  • Focus on financial services market with FSBU
    EAO
  • Major delivery gap 50 man years of development
  • Skills gap for emerging technologies
  • IT methodologies and tools dated - struggling
    with move to new technologies
  • Planning to use internet and open systems (UNIX)
    NT technologies to improve business to
    business or business to consumer performance
  • Better than 50 chance to evolve from a
    projects-to-alliance relationship
  • Open to or exploring India resources
  • SWEO is NOT Targeting
  • Stand alone Year 2000 projects
  • Stand alone maintenance projects

16
Target Opportunity - Checklist
Target Account s
Current Environment
Primary Criteria
Additional Qualifiers
High degree of custom S/W development (COBOL
M/Fs)
Financial Services (98)
  • HP relationship at IT LOB
  • Open to or exploring India for resource
  • Possible to use SSG S/W products
  • Dated IT Infrastructure Processes
  • No entrenched SI or Outsourcer - or not
    satisfied with current partners

Delivery Gap 50 man years
Skills Gap in newer technologies
Using IT for competitive advantage
  • Legacy to......
  • Internet/
  • Emerging
  • UNIX
  • NT

Legislative or Industry pressure (deregulation)
High probability for long-term S/W partnership
No Standalone Y2K or Maintenance projects
17
Offer Services
18
SWEO Offer
Our Application Services Alliance Program (ASAP),
offers an approach to strategic application
development that reduces risk and accelerates
solutions deployment when compared to staff
augmentation, project based contracts, or
outsourcing alternatives.
Partnership
HP-Quality Application Development Services
Knowledge Transfer
ASAP
Access to large pool of skilled resources
Deep knowledge of HPs technologies
19
Key Differentiation
ASAP is a collaborative approach that allows the
client to maintain contol of strategic
applications, provides access to large pool of
skilled resources, and reduces per project
start-up time and risks.
ASAP (IT Extension Approach)
IT Outsourcing
Resource Augmentation
  • Requires Customer management oversight as the
    prime
  • High per project start-up time
  • Customer must find skilled resources
  • Increases on-site infrastrucutre costs
  • Ranges from bodies to SI projects
  • TM to Fixed price
  • Joint Project Office primes
  • Manage multiple project streams
  • Provides access to very large quantities of
    skilled resources
  • Global, off-site resource infrastructure
  • Consistent application of tools methods
  • Deliverables based pricing
  • Vendor primes and contols
  • Long specification bidding process for 5-10
    year outsource contract
  • Vendor buys assets
  • Continue on-site infrastructure costs
  • Fixed price with renegotiations

20
Services-to-Alliance Strategy
What were after Clients we can engage 2-3
times and evolve to a multi-year Alliance
3
  • Customer
  • Business
  • Drivers
  • Changing business models
  • Competitive advantage
  • Multiple strategic application projects

2
Project 1
  • Alliance
  • 3 year relationship
  • Minimum 50 man years of resources annually
  • 10 million annual revenue minimum

Application Services
Supporting Services we do these in support of
application development engagements Platform
Transitions Code Conversions (Y2K) Application
Support
  • 2-4M annual minimum per project to get started
  • 2-3 projects that lead to alliance within 2 years

21
ASAP Services
SWEOs primary service focus is strategic
application development. We provide three
complementary services to support the delivery of
the strategic application. For all four service
areas, integrating internet and newer
technologies into existing environments is a
major focus and significant part of our value
added.
ASAP Methodology
Strategic Application Development Deployment
Internet Enabled
Legislative, Year 2000, Euro 02
Application Platform Migrations
Application Enhancements
22
ASAP Methodology
  • Establishes and manages joint Client-HP software
    development alliance and project office
  • Establishes a process to meet business priorities
  • Provides rigorous project management and
    processes to manage software engineering
    resources on multiple project streams
    simultaneously
  • Provides on-site design and large-scale
    (hundreds) off-site software engineering resource
    ramp and management
  • Establishes a distributed, physical environment
    for quality software development and support
  • Implements a communication equipment
    infrastructure
  • Applies integrated process management (i.e.
    forecasting, production planning, quality,
    documentation, etc.)
  • Applies clients tools and methodologies as
    required - or HPs
  • Implements appropriate practices (re-use,tools
    use)
  • Provides for knowledge transfer

ASAP Methodology
Strategic Application Development Deployment
Internet Enabled
Legislative, Year 2000
Application Platform Migrations
Application Enhancements
23
Strategic Application Development Related
Services
  • Application Development Service - Application
    design, development and deployment for HP and NT
    platforms
  • Application Transition Service - Application and
    platform migrations from any current mainframe or
    server environment
  • Application Compliance Service - Assessment and
    code conversions for legislated situations like
    Year 2000 or Euro currency, during Application
    Development or Transition Services
  • Application Enhancements Services - Continued
    support for developed or re-hosted applications

ASAP Methodology
Strategic Application Development Deployment
Internet Enabled
Legislative, Year 2000
Application Platform Migrations
Application Enhancements
24
ASAP Methodologies Tools
.....Form the foundation for quality application
initiatives
  • Methodologies
  • IT Extensions (ASAP)
  • Project Management (Focus PM)
  • Software Development (CPLC)
  • Migrations
  • Year 2000
  • Application Enhancements
  • Quality
  • Tools
  • Project Management tools
  • Software estimation tools
  • Software defect tracking tools
  • ISO 9000 based software process definitions
  • SEI based process improvement methods
  • Knowledge management

Documenting each...
25
MigrationMethodology
Example.....
Customer Site HP Site Customer Site
  • Application Analysis
  • Environment Investigation
  • Alternatives Analysis
  • Establishing Project Objectives Scope
  • Developing Project Estimates Plans
  • Tools Specification
  • Application Migration Tools
  • Data Conversion Tools
  • Environment Conversion Tools
  • Tools Testing
  • DB Conversion
  • Pilot Migration
  • Program Conversion
  • Unit Testing
  • Integration Testing
  • System Testing
  • Documentation
  • Functional Verification
  • Interface Development Testing
  • Stress Testing
  • Performance Tuning
  • Installation
  • User Training
  • Maintenance Support

Deliverables Activities
  • Migration Guide
  • Implementation Proposal
  • Tools
  • Migrated Pilot Application
  • Migrated Code
  • Data Migration Tools
  • Environment Migration Tools
  • Test Results
  • Final System

26
ASAP ExpertiseDeep technical expertise and
critical resources to support strategic
initiatives
  • HP Emerging Technologies
  • Open Pix Security Change Engine
  • Future....
  • Languages
  • COBOL FORTRAN
  • C C
  • Java OracleForms
  • Basic VB
  • PASCAL PowerBuilder
  • Proprietary languages
  • Platforms
  • HP-UX MPE/iX
  • MVS/CICS
  • Windows NT Windows 95
  • Databases
  • DB2 Oracle
  • Informix Sybase
  • SQLServer Ingress
  • Allbase Image
  • IMS IDMS
  • Case Tools
  • Oracle IEW
  • ParadigmPlus

Need to be able to describe depth...
27
HP/ SWEO Contributions Summary
  • Partnership
  • Multi-year commitment
  • Account Team local presence relations
  • Lower risk
  • Reliable partner
  • HP-Quality Application Development Services
  • Multi-vendor experience
  • Globally distributed S/W development
    methodologies
  • Global support
  • Knowledge Transfer
  • For application of emerging technologies
  • Two-way for processes, tools, methodologies

ASAP
  • Deep knowledge of HPs technologies
  • HP R D Alliances
  • Broad deep technology base
  • Access to large pool of skilled resources
  • Software Competence Center
  • Rapid ramp of skilled resources
  • Global communications infrastructure

28
Market PositioningPerception and reality we are
after....
  • HP technologies competence
  • Large scale Project Management experience
  • Large pool skilled resources
  • Global distributed SW Engg

SWEO ASAP
TTM Ability High Med Low
Integrator
Offshore company
High Med Low Risk
  • Management systems
  • Global infrastructure
  • HP - reliability experience

29
Customer Examples
Need to find the optimum balance to premium price
Valueometer
State Farm - Falcon
M/F
HP 3000
Ability to ramp resources
Technology competence
  • Claims Processing Migration
  • Deadline 10 day close
  • Needed 130 COBOL developers in 2-3 months
  • GM 33,NOP 21.9 completed ahead of schedule

30
Projects SummaryWhere we are....
31
Goals, Financials Resources
32
Statement of Purpose
  • SWEO Purpose is to provide software engineering,
    enterprise infrastructure integration and custom
    support. We team with
  • the Internet Software Business Unit (ISBU)
    product and operation groups to bring software
    products to market to help create a profitable
    software business for HP, and
  • EAO organizations to help build a strategic
    presence in targeted enterprise accounts.
  • SWEO Vision is to be a global, premier provider
    of strategic internet enterprise solutions
    enabled by HP software products.
  • The ASAP purpose is to help build HPs strategic
    presence in our target accounts. Well do this by
    providing application services that support our
    clients business needs for competitive
    advantage. We will focus on
  • helping our clients achieve better time to market
    and functionality on new or redesigned enterprise
    applications,
  • reducing the risk of the transition to newer or
    emerging technologies
  • and integrating existing environments with
    emerging internet/e-business software and
    solutions.

33
Three Year Objectives1998 - 2000
  • Objectives
  • Build multi-year (3 year minimum) annuity revenue
    application alliances with a portfolio of
    clients.
  • Become a preferred software engineering partner
    to targeted clients for integrating HP internet
    SW and emerging technologies into existing
    environments.
  • Key Strategies
  • Focus on implementing ASAP and supporting
    methodologies.
  • Target Financial Services in 1998, and two
    additional industries by 2000.
  • Develop a team with competencies in delivering
    premium software engineering services (emerging
    technologies TTM functionality, re-use).
  • Leverage the India competency center for large
    scale, skilled resources.
  • Goals / Performance Tracking
  • Evolve application services delivery to 50
    internet/emerging technology development and
    integration services by 2000.
  • Earn a top three position (HP, IBM, ?) as a
    hardware vendor that provides internet
    integration and development services.
  • Build annuity revenue via 1 new client alliance
    in 1998, 2 in 1999 and 3 in 2000.
  • Continuously evolve our value added to be able to
    premium price services to achieve a minimum 40
    overall profit margin annually 1998-2000.
  • Achieve resource utilization rate of 85 in 1999.
  • Achieve Application Services 98-01
  • orders of US 20M, 32M, 58M, 76M
  • revenue of US 15M, 27M, 52M, 73M.

34
May 98 REVENUE Forecast(US000)
98 99 00 01 3,000 150 750
150 1,000? -0- 5,050 3,000 5,000 10,000
15,000 3,000 5,000 10,000 15,000 6,000 10,0
00 20,000 30,000 11,050 10,000 20,000 30,00
0
Current Customers Americas -State Farm ICAT
-AllTel migration -Ford -Disa Europe Japan Sub
total Funnel -State Farm Alliance -AllTel
Alliance Subtotal Total
Americas SERC annual revenue forecast goal for
SF AllTtel Alliances is 5M, 12M, 20M, 20M
respectively. The writer of the business plan is
taking a more conservative view.
35
Project Size Scenarios
The Perfect World
Alliance 3 years 50 man years / year
Alliance Medium Small Assessment Annual
Revenue 5.5M 4.0M 2.0M 200K (3 Mo.) COGS
_at_60 3.3M 2.4M 1.2M 0.18 On-site Project
Director 1 1 (Proj Mgr) 1(Proj Mgr) Project
Admin 1 1 Clerical 1 On-site - From
India Project Mgr 1 1 1 1 Technical
Leads 2 2 1 2 Software Eng 1 1 Off-shore Projec
t Managers 2 2 1 Technical Leads 4 3 1 Programmers
38 26 10 Profit _at_ 40 2.2 1.6M 0.8M
0.12 Total H/C 50 36 16 4
36
ASAP Forecast Scenarios
  • The following forecasts are provided as a way of
    opening the discussions with each SERC to
    determine what is possible.
  • There are three forecast scenarios
  • Aggressive
  • Stretch
  • of SWEO SCALE
  • The forecasts will be reviewed with each SERC
    Manager and goals will be set by the Management
    team.
  • Each team will be asked to develop a bottom-up
    forecast using current sales leads in the sales
    cycle for forecasting.
  • Each team should consider and work towards
    validating
  • What are the sales cycle phase time frames?
  • What are the percentages to be used for tracking
    between the phases?
  • What are the project sizes we are seeing in the
    regions?

37
ASAP Forecast Scenarios
38
(No Transcript)
39
Global Deployment
Americas USA Canada Mexico Brazil ROA Europe Ger
many/Austria/Switz UK France Scandinavia Italy Ibe
ria Eastern Europe Benelux Japan AAA
98 99 00 Build Grow Grow Opportunistically
only Build Grow Grow Build
Grow Grow Opportunistically only Build
Grow Grow
99 Country strategy should be determined by
leverage of target accounts we have done projects
in as well as the types of solutions.
99 add 1 country
99 add 2-3 countries
40
Business DevelopmentMinimum Resource
Considerations
Americas Europe Japan 98 99 98
99 98 99 BD 2 2 2 2
1 1 Solutions Architect 3 3 2
2 1 1 Project Managers 3
3 2 1 1 1 India
Technical Scope Proposal Support 4
6 4 4 2 2 Program
Marketing 1 for Global Projects Project Managers
for each SERC on board in advance of project
start dates. India US based Project Team per
revenue targets 1998 194 1999 370
Business Development
Assumptions 1 BD/SA for every 8-10 Proposals
(Not all qualified leads make it to proposal
stage) Cupertino Marketing provides Program
Marketing Director 1 PM for every 1 small and 1
medium projects
41
Example Business Development Data
  • Canada Government Y2K bid
  • Approximately 270 hours of presales for proposal
    development
  • Cost about 24,000 for SERC (88 avg. HC hourly
    cost)
  • Assume about 3X that cost for HP (field
    resources, proposal marketing team, etc.)
  • State Farm Alliance effort
  • January through March about 600 hours (Donnie,
    Terry, Darryl, Mike)
  • Will require about another 3 months of 3 FTE for
    1500 hours
  • Total about 2100 hours to evolve to an Alliance
    over 6 months or 185,000
  • Assumptions
  • State Farm is a mature HP client. This effort
    could double for accounts with no HP project
    oriented experience (to 4000 hours)
  • SWEO gains experience after 3-5 Alliance
    proposals and reduces costs to 3 FTE for 3 months

42
Required Issues Actions
43
Sales Assumptions Guidelines
  • Assumptions
  • Sales cycle for small and medium projects is 3
    months from qualified lead through proposal
    acceptance to project start date.
  • Alliance pre-sales is 6 months.
  • Assume must complete at least 2 projects to
    pursue Alliance in order to establish credibility
    of performance, build relationship, and prove
    value.
  • Guidelines
  • SERC SBMs need to be able to find the balance on
    project sizes
  • Only targeting small projects (2M range) wont
    leverage India SW center.
  • Only targeting killer projects 6M require a
    long sales cycle and higher risk if we fail to
    develop a project
  • Best target is to start with 2-4M project size
    starting points and continue to sell into the
    account for the follow-on projects.
  • If the account doesnt have the ability to grow
    to Alliance status (50 man years of
    resources/year 10M of revenue/year) in three
    years, dont pursue.
  • Note The assumptions and guidelines need to be
    tested for each region.

44
Sales Marketing Success Tracking Indicators
  • Qualified leads - ability to get field to sell
    SWEO capabilities and pull SWEO in.
  • Orders -ability to consistently build annuity
    stream that meets or exceeds the SCALE forecast
  • Revenue - ability to achieve SCALE revenue
    targets. Forecast assumptions 25 of order in
    quarter booked 50 in 2nd quarter 25 in 3rd
    quarter.
  • IP/Value - our value for creative solutions using
    internet and emerging technologies, ability to
    resource large development projects, ability to
    manage down risk of using offshore resources for
    TTM and implementing new technology. Our IP value
    for pricing purposes should be in the 20 range.
  • Profit Margin - Target is 40 minimum, in
    addition to the IP value.
  • Utilization rate - Target overall utilization
    rate for project resources is 85.
  • Sales Cycle percentage monitoring (see following
    page) - track how many contacts it takes to find
    qualified customers, propose, close, and conduct
    subsequent projects. See initial target
    percentages on following page.)

45
Issue Sales Delivery Lifecycle
  • Leads - are everything. (EAO)
  • Closing high is critical. (Right solution -
    SBMs SAs)
  • Ruthlessly manage the timeframes down! (No
    slop)

Avg Time in Mo. 2 1 1 1 9-12
Phase target phase-to-phase
Sales Contacts
Qualified Leads (75)
Solution Proposal/SOW (50)
Selection (90)
Delivery (100)
New Projects (90)
Negotiate (75)
100 10 4 3 1 .75 .25 50 38
19 15 14 14
12
Targets C/F Q1 Q2 Q3 Q4
Ccurrent Ffuture
  • Funnel Management
  • track numbers percentages
  • types of projects (target segments/hit criteria?)
  • size of projects
  • watch for trends

46
Critical Success Factors
  • TEST the strategy - with field and with
    customers. Are we positioned properly? Is this a
    credible offer? Do customers believe we can
    deliver? Will they buy from us? Is this the right
    way to meet customers needs?.....etc.
  • Marketing and sales - focus to grow the lead
    pipeline in the target market. Shorten the sales
    cycle achieve repeat business
  • Hiring, training and retention of skilled
    resources
  • Making the Global development approach work -
    every time
  • Increase HP knowledge content and value
    (knowledge retention increase skills)
  • Leverage re-use
  • Developing synergies and smooth working
    relationships with other HP organizations to gain
    more of the services market
  • Careful not to get positioned as a body
    shop/staff augmentation for maintenance!!!!
    Mantra...we must add value.

47
Critical Follow-on Actions
  • SERCs
  • Recruitment of SAs, PMs
  • Assign focus SBMs on ASAP selling
  • Become Proposal Gurus Ability to efficiently
    create an incredible, credible marketing
    document
  • Target account planning with EAO FSBU
    (w/Marketing)
  • Systematic approach to begin reuse approaches
  • Assess how SERCs can retain more revenue
  • Cost tracking of Business Development
  • Marketing
  • Hire ASAP Program Manager
  • Work with FSBU and EAO to target the top 50 and
    next 50 - lead generation and account planning
  • Develop customer presentation
  • Plan develop collateral/sales tools
  • Continue work on business plan more detail
    around solutions opportunities and industries.
    Find the leverage points.
  • Teaming agreement with OSD
  • India Competence Center
  • Fine tune document methodologies areas of
    expertise
  • Lead/train on technology assessments for
    internet and emerging applications
  • Lead on identifying systematic approach for reuse
  • Office of Project Management
  • Knowledge Management Funnel, Proposal Project
    Tracking Databases

48
YIKES!! Action Timeline
SWEO Alignment
FSBU Alignment
Phase 3 TEST w/ 10
Phase 2 Field Training
Phase 1 Go-To-Market Strategies
Phase 4 Correct, launch
EAO Alignment
  • SERCs assign resources hiring process
  • Agree to target segments support ASAP
  • Teaming agreements
  • Target customers
  • Develop account plan
  • Plan sales training
  • Draft collateral
  • 1x1 training for target account reps
  • Provide customer presentation
  • Supporting sales tools
  • Sales contacts and qualification of first 10
    accounts
  • Feedback on message, collateral, etc.
  • Program adjustments
  • Launch contacts with the next 40 accounts
  • Track program results

May June July Roles Marketing/Ron Marke
ting Marketing Field Field SERC/BD
E BDE BDE BDE
Marketing Marketing
49
Fit with other SWEO Services
Use ASAP to form the foundation for targeted
solutions
Finance Telecom Other
  • Primary target is
  • Named target accounts - the SWEO target 50
    50- with sales
  • Work strategy w/FSBU EAO
  • Target clients enterprise HP accounts with a
    50 man-year IT gap.
  • Opportunity has internet possibilities
  • Leverage into
  • Emerging internet opportunities
  • Customer Service Delivery
  • Leverage into
  • Customer services via supply chain
  • Financial transactions
  • TBD

Phase 1 - 1998 Application Services Evolve to
a solution focus? Phase 2 - 1999 CSD???
(EBanking/Comm) Phase 3 - 1999 Supply Chain???
  • Next 50accounts
  • Telecom version of CSD
  • Customer Vendor supply chain services

Arrow direction indicates SWEO AD approach.
Dotted arows are secondary.
50
Appendix of Additional, Miscellaneous Slides
  • Customer Profiles
  • WIP on SWEO capabilities
  • Additional detail on ASAP services - customer
    presentation fodder..

51
Current Capabilities
Need India input
  • Broad technical skill set in legacy and
    distributed systems environments
  • Have in-depth knowledge of HP technology
  • HP RD alliances
  • Access to source code
  • Experience in managing large software development
    projects
  • Ability to manage distributed development
    world-wide on/off-site India
  • Tools methodologies
  • For development, migration, Y2K
  • Can develop needed tools for the
    environment/situation
  • Additional capabilities
  • Have a global communications infrastructure
  • Provide access to scalable resources (hundreds of
    programmers)

52
Amadeus Reservation System Consortium
  • Situation
  • IBM Transaction Processing Facility environment
    (asssembly language high throughput operating
    system) Migration
  • 2500 TPS
  • 200,000 terminals over Europe managed by 2 TPF
    switches protocol conversion connected to backend
    systems
  • 200 IS personnel for maintenance
  • HP - used RD extension team in India for Unix
    and Network solution
  • Influenced RD to make changes to meet customer
    requirements
  • 4M (loss) 18 months completed project

53
State Farm
  • Overview
  • IT not able to meet LOB needs
  • TTM on products/services - Legislative issues
  • Y2K pressure - Rework-business
    updates/mainenance
  • 4000 IT employees 7 turnover
  • Post LOB research found needed 1000-1500
    resources to meet needs
  • Tried project based work - found the start-up
    time too high
  • Chose 4 partners IBM, HP, company in India, a
    local bodyshop
  • Projects
  • Claims Processing Systems
  • Needed 130 COBOL SW developers for HP 3000
    migration in 2-3 months
  • Closed the deal in 10 days
  • Finished ahead of schedule- project ran 1996
    through January 1997
  • 10M revenue?
  • Most profitable project to date for SWEO (50
    PM)
  • ICAT
  • Contract not signed interim order in place
  • GUI onto regional claims offices PCs
  • SF scrapping 6M worth of development that didnt
    work

54
Sarasin Bank
  • Tele-banking application?
  • Use object base to build 3 tier client/server?
  • Offered free development thought wed make lots
    of dollars
  • 2 year project - still going
  • ?
  • Environment?

Banco Bamerindus do Brasil
  • Mainframe to client/server reengineering using OO
    technology
  • No application development
  • 30M? Loss? Break-even?
  • Project canceled when customer ran out of money
    customer didnt use change management practices.

55
AllTel Information Services
  • Company sells a m/f version of the Virtuoso 2
    (V2) billing system for wireless services.
  • Current environment is a IBM m/f migrating to
    HP9000
  • Goal is to sell a marketable billing system WW.
  • Drivers are TTM, cost and business opportunity
  • Phase 1) 300K assessment complete 4/24
  • Phase 2) 3.5-4M migration to be proposed on
    4/24 start 5/15-6/1
  • Will perform a Y2K impact analysis as part of the
    project
  • Future strategy - propose a global version
    (GPS) localization services for the billing
    system toaster and maintenance.

56
ALLTEL
gt20M
IT Alliance
gt10M
Virtuoso II Competency Center
SW Development Support Maintenance
6M
Migration Phase
Intl Localization RD SW Development Support Maint
enance
Business Relationship
300K
Investigative and Pilot Phase
Migration SW Development Y2K
Migration Analysis
Orders and Revenue ()
HP CO and ALLTEL Strategic Alliance
57
Application Services Alliance Program (ASAP)
  • Internet Integration Service Elements
  • Assessment of internet and related technology for
    internal, business-to-business and
    consumer-to-business applications
  • Integration of internet and current environments
  • Secure networks design
  • Benefits
  • Risk management in the use of emerging
    technologies
  • Early review of emerging HP internet technologies
  • Access to resources trained in the technologies
    by the RD organizations
  • Implementation teams that support continuing HP
    development on released products

58
Application Services Alliance Program (ASAP)
  • Platform Migration Service Elements
  • Server consolidation
  • Re-hosting from mainframes
  • Applications redevelopment
  • Benefits
  • Knowledge and experience to port numerous
    applications from multiple environments to HP
    platforms
  • Performance improvements via new technology
  • Improved operations

59
Application Services Alliance Program (ASAP)
  • Application Enhancement Services
  • Software enhancements to address changing
    business needs and improve operations
  • Software enhancements to improve operations
  • Establish service level and reporting metrics
  • Benefits
  • Quickly address business unit needs
  • Improve software operations management
  • Access to resources with knowledge and experience
    in all platform and environments

60
Application Services Alliance Program (ASAP)
  • Year 2000 Services
  • Strategy Development (fix, update, replace)
  • Analysis
  • Conversion Pilot Tests
  • Implementation Compliance testing
  • Benefits
  • Methodologies and tools specific to the Year 2000
    problem
  • Ability to design tools for legacy environments
    or use a chosen vendors tools
  • Ramp resources to the project size
  • Access to large pool of COBOL resources

61
Application Services Alliance Program (ASAP)
  • Accelerate (the clients) benefits
  • Transform information systems into a competitive
    advantage - take on major initiatives and
    implement strategic IS programs faster knowing
    you have the knowledge and resource depth needed
  • Reduce the risk of integrating emerging
    technologies into existing environments
  • Gain access to technology experts skilled in
    multiple platforms, the newest development tools,
    and software development quality programs
  • Implement a development management process that
    will align and prioritize business units needs
  • Tap into a virtually unlimited resource that is
    experienced and focused on your environment.
  • Go Forward Faster

62
Year 2000Customer Need
  • Legacy systems were not designed for full 4-digit
    year representation
  • Systems may fail with the millennium date change
  • Failures will be in
  • Date arithmetic
  • Date comparisons
  • Sorting
  • Areas affected will include
  • File formats
  • User interfaces (screens and reports)
  • Program logic
  • Examples
  • Order fulfillment systems may not accept orders
    beyond Y2K
  • Expiry date for a new credit card may set as 1900
    vs. 2000, disallowing any transactions on the
    expired card

63
Year 2000 Methodology
Customer Site HP Site Customer
Site
Strategy Development
Analysis
Conversion
Implementation
  • Existing applications data
  • System Software
  • Updated applications data
  • Updated applications data
  • Selected applications data

manual inputs
Pre-analysis Toolkit Services
Analysis Toolkit Services
Conversion Toolkit Services
  • Retrofit production changes
  • Change user interfaces
  • Implement
  • Compliance Test

Repository
Risks to the business are assessed and an
enterprise-wide Y2K strategy is evolved and
documented.
Impact Analysis Report is generated and
strategies for resolution are finalized
Application software and other related items are
changed and tested
Updated application is made to function in a
live environment
64
Year 2000 Tools
  • Analysis
  • Scanners for languages like COBOL, C
  • Repository Loader to load cross reference data -
    attributes and relationships between various
    objects
  • CASEPAC repository with extensions to support
    XREF information
  • Special reporting tools on CASEPAC for Year 20000
    inpact analysis
  • Provision for storing into the repository, inputs
    regarding selection of date fields and
    identification of changes to be made
  • Analyzer to determine changes to user interface
    files
  • Load Modeule Analyzer to scan the load module and
    determine the language of each component program
  • Conversions
  • Conversion Tool (filter) based on compiler
    technology for carrying out changes to date
    variables. Affected variables and the changes
    will be automatically picked up from the
    repository
  • Tools for generating file conversion programs
  • Date Translation Tools for generating test data
    for simulating runs in the next century
  • Date Simulation Tools for simulating system dates
    of the next century
  • Data Comparator Tools for comparing data in
    corresponding output and I-O files before and
    after conversion

65
Year 2000 Experience Tools in HP Platform
  • Experience
  • MPE/UNIX/IBM mainframes and AS400
  • COBOL or C languages
  • Over 1 million lines of code (6-8 person years of
    effort minimum)
  • Strategic HP accounts
  • MPE/iX operating systems
  • Databases (IMAGE, IMAGE/SQL, ALLBASE/SQL)
  • Networking products
  • OpenVew client and WEB server products
  • Tools
  • Tools are based on parser and repository
    technology which makes development of Y2K tools
    for any language or platform possible
  • Current tools handle standard languages such as
    COBOL and C with embedded SQL
  • Tools for HP 3000 and HP 9000

66
Year 2000 Cababilities Summary
  • Capability for over 5000 person-years and 1
    billion lines of code
  • Proven methodology and processes
  • Support for any date strategy
  • Tool-based migration extensive tool set
    including HP3000 and HP9000 expertise
  • Access to HPs technology groups
  • Factory approach for maximum efficiency
  • Value additions language conversions,
    enhancements, performance tuning

Need HP projects vs. TCS
  • HP - WIN Project
  • HP WW Orders, Shipments and Invoices
  • HP9000 HP-UX
  • COBOL ORACLE SQL C PERL SHELLPJCL
  • 2607 programs
  • 463 datasets and flatfiles
  • 550,000 LOC
  • HP - OASYS Project
  • Impact analysis and conversion
  • HP3000 MPE COBOL VPLUS IMAGE BRW
  • 88 programs, 36 datasets
  • 165,000 LOC
  • Insurance Project
  • Impact analysis and conversion
  • IBM AS/400 ILE DB2/400 COBOL
  • 16 person years

67
Application Services HP Channel Alignment
New development Transitioning/Migration Offshore
capabilities Inter/Intra/Extranet Year 2000
Services Retooling Support Maintenance Data
warehouse and mining Package Implementation
Management Outsourcing - any all above
SWEO SWEO PSO SWEO SWEO PSO SWEO
limited SWEO limited, PSO Partner SWEO
limited PSO SWEO OSD OSD, SWEO supporting
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