Tài liệu E-business 2.0: Roadmap for Success - Chapter 14 pptx

Roadmap to Tactical ExecutionE-Business design and software projects must be closely intertwined – e-Business requires well integrated processes that are built on software, not traditi

Mobilizing the

Organization: Tactical Execution

Chapter Fourteen

This chapter’s focus: Execution

– How, What and When

Fast turnaround of e-business projects will separate

winners from also-rans

– Financial costs of delays or mismanagement huge

– Lost opportunity costs of being late to market even higher– Kmart and example of bad e-business execution

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

Tactical Execution

Adoption Management

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

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

Process Overview

Define and Organize the Project

Execution and Close Down Plan 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

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

e-Process

Maintenance/

Support

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?

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

Detailed Requirements Specifications

Getting Detailed Requirements Right

Front end Prototyping

To Avoid Surprises

Scope & Priorities

Requirements Prototyping

& Elicitation

Customer Priorities

Market Trends

Purchase/Interaction

Occasion

Competitor Benchmarking

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,

Consultants

Strategy Formulation

Production Rollout, Maintain, Enhance and Change Effort

Infrastructure (Tools, Apps, Software)

New Application Development

Supplier/ Partner Integration

Well-budgeted by most enterprises Costs underbudgeted

by 20% to 40%

Costs underbudgeted

Business Strategy

Blueprint Planning

& Project Management

Prototype Implementation

E-process Redesign

• 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?)

• 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?”

• 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

Managing Outsourced Web Development

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

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, LoudCloud

– 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

• 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 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

– 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?

Key Take-Aways

Technology changes, but NOT

and strategy

behavior

Automate

Transactions

Process Change

Top Line Growth

Bottom Line

Sustainability

E-Business Evolution in

Corporations

E-Business

Strategies, Inc.

www.ebstrategy.com

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