Docstoc

Using Architectural Skills to Increase Solution Adoption Success Rates

Document Sample
Using Architectural Skills to Increase Solution Adoption Success Rates Powered By Docstoc
					September 28, 2009

Jim Wilt Chief Software Architect Metrics Reporting, Inc.

Session Objectives and Takeaways
(Why This Matters)
Session Objective(s):
Increased value to your stakeholder-trusted advisor relationship Assist stakeholders to properly align technology to their strategic business goals

Key Takeaways:
Four architectural practices/timeless strategy tools to position solutions for success Titanium Rules of Adoption

Really, from the Trenches

Have You Ever Built a Technological Wonder…
Only to have it unappreciated or under utilized?

Stakeholders are Always Right

Right?

The Perfect Disaster

The key is to help stakeholders assume responsibility and take ownership

Vendor/Product

Stakeholder/ Organization

#1 Communicate using the
Do unto others as they'd like done unto them

Rule

#2 Lead and Educate, Warts and All

Lead and Educate, Warts and All: Case Study

Lead and Educate, Warts and All: Case Study
$200K more in details
Architecture first Governance first Stakeholder ownership

#3 NABC
Need
Approach

Benefit
Considerations

NABC: Case Study
Greenfield Microsoft Platform (BizTalk) replaces Legacy Platform (WebSphere) for Integration (EDI)

ABC

You Need a cost effective integration platform

N BC
Our Approach is to recommended a less costly platform and invest in your development team who admittedly will have to undergo a transition hurdle

NA C
The Benefit is a 75% recurring cost reduction and an elevated, brighter development team who can extend their new skills toward increased value in other solution development efforts

NAB
Alternative Considerations: Keep the existing integration platform (too costly, must eliminate head-count) Custom develop each Integration (not
a timely, repeatable, or extensible approach)

NABC
Need Approach Benefit Considerations

NABC

You Need a cost effective integration platform
Our Approach is to recommended a less costly platform & invest in your development team who admittedly will have to undergo a transition hurdle The Benefit is a 75% recurring cost reduction and an elevated, brighter development team who can extend their new skills toward increased value in other solution development efforts Alternative Considerations are to keep the existing integration platform (too costly, must eliminate head-count) or to custom develop each Integration (not a timely, repeatable, or extensible approach)

Should fit on One Page

#4 Strategy Map
Norton and Kaplan

Strategy Map: Case Study

Sports franchise wishes to facilitate season ticket customers resale of unused tickets to fans to take advantage of secondary sales at the stadium

Strategy Map: Case Study
Perspective
Owner (Financial)

Objectives

Metrics

Initiatives

Fan (Customer)

Game (Operations)

Employee Learning & Growth

Strategy Map: Case Study
Perspective
Owner (Financial)

Objectives

Metrics

Initiatives

Fan (Customer)

Game (Operations)

Employee Learning & Growth

Tech Readiness

Tech & Tools Training Regulatory Awareness Tech Acquisitions

Train IT Team to Build/Support

Identify Ticket Website Vendors

Infrastructure, Syste ms Ready Strategic Awareness

What capabilities and tools do our employees need to help them execute our strategy? What kind of culture, teamwork, and alignment?

Strategy Map: Case Study
Perspective
Owner (Financial)

Objectives

Metrics

Initiatives

Fan (Customer)

Tickets posted for Resale Game (Operations)

Ticket Vendor Integrations Implement Customer Interface/Promotion

Ticket Resale Process

Tickets Resold

Employee Learning & Growth

Tech Readiness

Tech & Tools Training Regulatory Awareness Tech Acquisitions

Train IT Team to Build/Support

Identify Ticket Website Vendors

Infrastructure, Syste ms Ready Strategic Awareness

To satisfy our customers, at what processes must we excel?

Strategy Map: Case Study
Perspective
Owner (Financial)
Empty Seat Count Fan (Customer) VIP for a Day Promotion Season Ticket Holder Incentives Promotion

Objectives

Metrics

Initiatives

Reduce No-Shows

Increased Fan Loyalty

Grow Fan Base

# Season Ticket Holders

Fan Site Feedback
Tickets posted for Resale Game (Operations) Ticket Vendor Integrations Implement Customer Interface/Promotion

Ticket Resale Process

Tickets Resold

Employee Learning & Growth

Tech Readiness

Tech & Tools Training Regulatory Awareness Tech Acquisitions

Train IT Team to Build/Support

Identify Ticket Website Vendors

Infrastructure, Systems Ready Strategic Awareness

Who are our targeted customers, and what is our value proposition in serving them?

Strategy Map: Case Study
Perspective
Owner (Financial)

Objectives Increase Stadium Revenue Increase Licensing Revenue

Metrics
Stadium Revenue Market Value

Initiatives

Empty Seat Count Fan (Customer)

VIP for a Day Promotion Season Ticket Holder Incentives Promotion

Reduce No-Shows

Increased Fan Loyalty

Grow Fan Base

# Season Ticket Holders

Fan Site Feedback
Tickets posted for Resale Game (Operations) Ticket Vendor Integrations Implement Customer Interface/Promotion

Ticket Resale Process

Tickets Resold

Employee Learning & Growth

Tech Readiness

Tech & Tools Training Regulatory Awareness Tech Acquisitions

Train IT Team to Build/Support

Identify Ticket Website Vendors

Infrastructure, Systems Ready Strategic Awareness

What Financial Steps are needed to ensure the execution of our strategy?

Strategy Map
Perspective
Owner (Financial)

Objectives Increase Stadium Revenue Increase Licensing Revenue

Metrics
Stadium Revenue Market Value

Should fit on Initiatives One Page

Empty Seat Count Fan (Customer)

VIP for a Day Promotion Season Ticket Holder Incentives Promotion

Reduce No-Shows

Increased Fan Loyalty

Grow Fan Base

# Season Ticket Holders

Fan Site Feedback
Tickets posted for Resale Game (Operations) Ticket Vendor Integrations Implement Customer Interface/Promotion

Ticket Resale Process

Tickets Resold

Employee Learning & Growth

Tech Readiness

Tech & Tools Training Regulatory Awareness Tech Acquisitions

Train IT Team to Build/Support

Identify Ticket Website Vendors

Infrastructure, Systems Ready Strategic Awareness

Titanium Rules of Adoption
Promotion of technology gains you nothing - business problems are solved by people not technology
Time is best spent addressing business problems using generic terminology establishing customer ownership of the problem and the solution Educate, educate, educate, and one more, educate (problem solving first, then technology) Adoption comes in small portions, but grows quickly

References
Tony Alessandra and Michael J. O'Connor, The Platinum Rule: Discover the Four Basic Business Personalities and How They Can Lead You to Success, Grand Central Publishing (February 1, 1998)

Carlson and William W. Wilmot, Innovation: The Five Disciplines for Creating What Customers Want, Crown Business (August 8, 2006)

Robert S. Kaplan and David P. Norton, Having Trouble with Your Strategy? Then Map It, Harvard Business Review (January 15, 2009)

Your Experiences, Questions

A Better Metric…
Try these tools and concepts
In a few months, evaluate their effectiveness

Please Email me and let me know your results
jim.wilt@metricsreporting.com

Resources
www.microsoft.com/teched
Sessions On-Demand & Community

www.microsoft.com/learning
Microsoft Certification & Training Resources

http://microsoft.com/technet
Resources for IT Professionals

http://microsoft.com/msdn
Resources for Developers

www.microsoft.com/learning Microsoft Certification and Training Resources

© 2009 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.


				
DOCUMENT INFO
Shared By:
Tags:
Stats:
views:252
posted:10/4/2009
language:English
pages:33