IT Services Vision Portfolio Business Plan

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IT Services Vision and Portfolio

Planning

Service OfferingBusiness Plan

Version 1.0 _

Dated: January, 2002

Prepared By:

Company Confidential



East Region Strategy Services IT Services Vision and Portfolio Planning Business Plan

Table of ContentsSection I. Business Plan Summary.........................................................................................

1 Eecutive Summary...............................................................................................................

! Service Strategy.....................................................................................................................2. Service !efinition...........................................................................................................2.2 Vision.............................................................................................................................2." Value Proposition...........................................................................................................2.# Validation$ Customer Response and Results.................................................................2.% Program &anagement....................................................................................................

" Service O#erations.................................................................................................................". Target &ar'et.................................................................................................................".2 Customer Engagement.................................................................................................."." Sales Engagement.........................................................................................................".# Service Readiness.........................................................................................................".% (inancials.......................................................................................................................

$ %ctions and &et Ste#s.........................................................................................................Section II. Business Plan 'etails.............................................................................................

1 Strategic %nalysis.................................................................................................................... Customer Environment....................................................................................................2 Case Company Environment.........................................................................................." Partner Environment.....................................................................................................# Competitive Environment..............................................................................................% &ar'et Si)e and *pportunity.........................................................................................+ Service !ifferentiation..................................................................................................

! Service Engagement............................................................................................................2. !efinition and Value Proposition...................................................................................2.2 Service !elivera,les.....................................................................................................

2." Team Structure.............................................................................................................2.# Engagement Process...................................................................................................2.% Engagement Collateral and Templates.........................................................................2.+ Service !elivery Readiness.........................................................................................

" Sales Process.......................................................................................................................

$ Partner Engagement............................................................................................................

( Communication....................................................................................................................%. Program *ffice.............................................................................................................%.2 Performance &anagement...........................................................................................

) *is+s......................................................................................................................................

, -inancial Plan.......................................................................................................................-. Service Readiness and &anagement Cost..................................................................-.2 Engagement Pricing.....................................................................................................

Eecution Plan....................................................................................................................... "/0+/01/ !ay &ilestones..............................................................................................2 Prereuisites to &ove (or3ard......................................................................................" Pro4ect Plan..................................................................................................................

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Business Plan IT Services Vision and Portfolio Planning East Region Strategy Services

Section I. Business Plan Summary

1 Eecutive Summary

T9e purpose of t9is document is to formali)e t9e ,usiness plan and ta'e t9e necessarysteps in e:ecuting and professionali)ing t9e IT Services Vision and Portfolio service for

East Region. Section provides t9e summary of t9e ,usiness plan details in Section II.

T9e tangi,le results from previous engagements around IT Services Vision andTec9nology Roadmap; competitive pressure in our accounts from IB& and S6P; anddesire to improve customer satisfaction and develop strategic relations9ips 9ave led tousing <IT Services Vision and Portfolio Planning= service as one of t9e t3o <go0to0mar'et=account strategies across sales and services.

IT Services Vision and Portfolio Planning service develops a strategic plan and agovernance frame3or' for a fle:i,le IT arc9itecture for provisioning and maintaining ITServices; ma:imi)ing fle:i,ility and speed for t9e ,usiness 39ile optimi)ing lifetime costof IT services. T9e strategic plan includes

>uiding principles for IT Services portfolio and lifecycle management

Evaluation of current arc9itecture and practices; and vision of ena,ling arc9itecturefor IT Services portfolio to support ,usiness and IT strategies.

Tec9nology roadmap for ena,ling arc9itecture and suggested ne:t steps

T9e sales team also su,mits proposals to 9elp e:ecute on t9e strategic plan.

T9e typical duration for t9e engagement is #0+ 3ee's 3it9 .% (TEs; 3it9 averageinternal cost of ?-/;///.

T9e results from t9is service are$

@uic'er adoption and deployment of our tec9nologies Aincrease product sales and9elp in t9e E6 Ane3 and rene3als process

Increased client satisfaction ,y 9elping t9em to ,etter understand t9eir environmentand 9o3 to improve on it

6n IT roadmap t9at is actiona,le to t9e client and 9elps in account planning for CaseCompany. T9is 9elps foster closer relations9ips ,et3een Case Company and t9eclient; ,y addressing t9eir 'ey ,usiness issues.

(ollo30up services t9at 9elps t9e client move to t9e end state vision suc9 as ESCand various <go0to0mar'et= solutions and services

T9e sales organi)ation 3ants to perform t9is service for most of >S& and large C6Saccounts. In t9e second semester of (/"; to drive s9ort0term o,4ectives; t9e team3ants to target customers 39o are <some39at satisfiedDdissatisfied= or 3it9 ne3 orrene3al E6 opportunities. It reuires scaling up; formali)ing and professionali)ing t9eservice in terms of content; process and delivery capacity. e also need to prepare oursales teams 3it9 conte:tual understanding and 4o, aids to close t9e opportunities.

6 program office 9as ,een esta,lis9ed to formali)e and professionali)e t9e service. It 3ill

manage communication and content from readiness to results across East region. It isrecommended t9at 3e 9ave a S6T team for # strategy consultants dedicated todelivering t9is service in t9e region. 6fter t9e initial p9ase of engagements andprofessionali)ation; 3e 3ill train partners to e:pand t9e delivery capacity and reac9 in our customer ,ase.

6n investment of ?++;/// covers t9e cost of + engagements in ne:t % mont9s of (/"and development of repository0,ased tool; sales collateral and service delivery guide Freuired to succeed and scale. Eac9 district 3it9 one account and a glo,al account 3ill,e support t9roug9 t9is engagement.

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! Service Strategy

2. Service !efinition

IT Services Vision and Portfolio Planning service defines a fle:i,le IT arc9itecture forprovisioning and maintaining IT Services; ma:imi)ing fle:i,ility and speed for t9e,usiness 39ile optimi)ing lifetime cost of IT services.

T9e strategic plan provided as a delivera,le includes


Evaluation of current arc9itecture and practices

Ena,ling arc9itecture for IT Services portfolio and practices to support ,usiness andIT strategies and reuirements

Constraints and ris's

Tec9nology roadmap for ena,ling arc9itecture

Suggested ne:t steps

T9e sales team su,mits proposals as operating plans to reali)e t9e strategic plan.

2.2 Vision

T9e strategic plan and governance frame3or' developed t9roug9 IT Services Vision andPortfolio Planning service 3ill ena,le$

Customers to reduce comple:ity and optimi)e IT Services for t9e ,usiness;ma:imi)ing fle:i,ility; speed and value to ,usiness 39ile reducing t9e overall cost ofproviding IT Services

Case Company to understand t9e customerGs ,usiness and IT environment andarticulate Case Company value; improving customer satisfaction; ,uilding strategicrelations9ip; and driving revenue over time

2." Value PropositionValue to Customers&any IT organi)ations 9ave inadeuate governance processes; limited <s9ared=infrastructure; ineffective sunset policies; and difficulty in 4ustifying and planning coreinfrastructure maintenance. T9is 9as resulted in redundancy; 9ig9 implementation andmaintenance cost; and increased comple:ity in responding to c9anging ,usiness needs.

T9e IT Services Vision and Portfolio Planning service is designed to provide ITmanagement$

!etailed assessment D vie3 on t9eir overall IT Services portfolio; includinginfrastructure; applications; operational support and management processes

Roadmap 3it9 prioriti)ed initiatives to simplify IT environment; and improve fle:i,ility

and speed in delivering services to t9e ,usiness 7ifecycle governance to ma:imi)e t9e value; and reduce t9e cost of c9ange and

maintenance

Value to Case Com#any and Partnerse compete 3it9 IB& for leaders9ip and IT Services platform and tec9nologies. T9eproduct or >T&0,ased approac9 could 3or' 39en competing at t9at levelH it does notarticulate Case Company value and does not position us as a platform ,eyond coredes'top and infrastructure elements. Customers 9ave consistently commented t9at 3edonGt understand t9eir ,usiness. T9e IT Services Vision and Portfolio planning service

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Provides an effective 3ay to get to understand t9e client ,usiness ,etter and developa closer relations9ip

elps accelerate t9e adoption and deployment of Case Company products Dtec9nologies at t9e client F increase future sales ,y ensuring t9at t9ey deploy andget value out of t9eir e:isting purc9ases

Identifies ne3 opportunities or areas of improvement at client

&a'es sales effort easier in ne3 product sales; signing and rene3ing of E6; ESCs

and services engagements

Partners can reali)e similar ,enefits ,y differentiating t9emselves and aligning 3it9 t9eircustomers strategically.

2.# Validation$ Customer Response and Results

T9e follo3ing recent engagement delivered tangi,le results after t9e strategic plan 3it9tec9nology roadmap 3as provided$

6rro3 Electronics

6ppro: # 3ee's of strategic consulting engagement translated in .5ET adoption3it9 ?%//;/// in products and ?1/;/// in services revenue

>omem,ers; an ISV

7ess t9an 2 3ee's of strategic investment resulted in complete product

reengineering ,ased on .5ET 3it9 ?#//;/// in services revenue to 9elpimplement t9e plan

7" Communications

6ppro:. # 3ee's of strategic planning ,ro'e t9e <ice= in t9e account. e are no3as'ed to perform detailed analysis for one of t9e 'ey ,usiness units and developa ,usiness case for 6ctive !irectory and core infrastructure initiatives.

T9e sale teams 9as struc' a c9ord 3it9 CI*s and senior IT managers in >S& and C6S

accounts in discussing ,usiness0driven IT Services Vision and Portfolio management.Tom Joedding said; <*f t9e &a4or accounts 39o 3e approac9ed 3it9 t9is concept; 3eare for relative to ta'ing t9e discussions to t9e ne:t step.=

T9e East Region sales management agreed to use t9is service as a fundamental <go0to0mar'et= strategy to improve customer satisfaction and drive adoption of Case Companytec9nologies in >S&; C6S and selected &B accounts.

2.% Program &anagement

Sales and Services teams are tig9tly integrated for consistent message; delivery andfollo30on actions; driving tangi,le results. 6 program office is esta,lis9ed toprofessionali)e t9e sales and delivery processes and to monitor and communicateresults. T9e program is 4ointly managed ,y Tom Joedding ASales and 5itin B9atiaAServices.

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sample proposals. T9e sales team needs to 9ave sufficient ,ac'ground on IT Services;,usiness alignment and IT governance. It needs to understand t9e comple:ity 3it9in ITorgani)ation and impact on t9e ,usiness.

T9e education sessions are ,eing planned for t9e sales teams in ,uilding t9e necessaryfoundation.

In addition to providing sales tools suc9 as 4o, aids; presentations; sample delivera,lesand proposals; t9e service 3ill also include a demo tool to 9elp customers <visuali)e= t9e

delivera,le; process and on0going management frame3or'.

".# Service Readiness

T9e strategy consultants 3it9 e:posure or e:perience in follo3ing areas deliver t9eengagement$

various aspects of IT ,usiness suc9 as infrastructure; applications and support services

,usiness analysis; including strategic and ,usiness process analysis

value measurement; including financial and non0financial value analysis

T9is service is provided on as needed ,asis; as a pre0cursor to an ESCDESE proposal; or

as a first delivera,le in an ESCDESE engagement. In ot9er 3ords; practically all strategyconsultants s9ould ,e a,le to deliver t9is service. e 3ill use a funnel approac9 inmaintaining t9e pipeline of ualified consultants; aligned 3it9 service demand andsu,seuent ESC engagements.

e 9ave small pool of ualified consultants 39o 9ave delivered t9is service. T9e pool3ill ,e e:panded 3it9 additional senior or principal0level consultants 3it9 ,road industryand tec9nology e:perience.

e 9ave a set of delivera,les; data collection template and engagement frame3or' to9elp consultants to prepare and e:ecute. 6dditional training to gain ,usiness0orienteds'ills are ,eing planned.

In order to professionali)e t9e service and scale it to all si)e of customers and partners;

in addition to consulting s'ills and templates; 3e also plan to 9ave a repository0,asedmodeling and analysis tool to e:pedite data collection; ,uild <39at0if= scenarios andimplement a frame3or' for IT to manage lifecycle.

Initially; 3e e:pect to 9ave 02 consultants from eac9 district location; 3it9 a total of a,out%0+ people. It provides t9e capa,ility to e:ecute #0+ engagements simultaneously acrosst9e region. T9e team 3ill include mem,ers from Premier services.

".% (inancials

T9e client engagements are paid ,y BI( andDor ,y customers. 6s in t9e past; 3e 3illcontinue to develop additional collateral; templates and ,est practices t9roug9 t9eseengagements.

T9e sales organi)ation is 3illing to BI( service engagements for 'ey accounts 39ere 3e9ave customer satisfaction issues or 9ave a large revenue potential.

6 typical engagement; not including ,usiness development and professionali)ing cost;reuires ?-/;/// in BI(.

In order to professionali)e and scale t9e service delivery; 3e need to develop salesmaterial; service delivery guides; tools and additional delivery capacity.

e recommend a financial investment in (/" to develop necessary collateral and tools;and to 9ave a small S6T team to 9elp in ,usiness development and su,seuent

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engagement. e e:pect to ,e self0sufficient t9roug9 client engagements to fund cost ofproviding and maintaining service.

&inimal core team$

Program &anager D Service 6rc9itect

" Consultants

!eveloper A(TE; using ,enc9 resources

6dditional consultants 3ill ,e added as needed ,ased on demand.

BI( needed to support t9e core team

# people L % mont9s M -%D9r N ?%+/;///

Travel e:penses N ?%+;///

Total cost / )1)000

$ %ctions and &et Ste#s

2anagement %ctions

. (unding approval of ?++;/// for t9e core team

2. 6ssignment of " strategy consultants to t9e core team

Program 2anagement

". Esta,lis9 program office and 3e, site

#. !evelop detailed pro4ect plan

Sales Process

%. Educate sales teams on concepts and service positioning+. Select accounts

Service Engagement Process

-. (ormali)e e:isting engagement material Atemplates; process; delivera,les

. Prepare additional consultants for engagements

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Section II. Business Plan 'etails

1 Strategic %nalysis

. Customer Environment

In most organi)ations; IT 9as ,een a vie3ed as a cost of doing ,usiness. It means t9einvestments in IT are typically pro4ect0,ased; 3it9 little to none overall arc9itectureplanning and governance. T9e tec9nology selection and arc9itectures are driven ,yindividual pro4ects and individual preferences; resulting in redundancy; 9ig9implementation and maintenance cost; and increased comple:ity in responding toc9anging ,usiness needs.

In order to transform IT organi)ation from a reactive; support and cost0driven organi)ationto a pro0active; responsive and ,usiness0driven organi)ation; IT management needs tounderstand and manage IT as a services ,usiness. T9e follo3ing ta,le articulates t9eCI*Gs and IT management o,4ectives; 3e and ot9er analysts 9ear consistently.



Roadmap 3it9 prioriti)ed initiatives to simplify IT environment; and improve fle:i,ilityand speed in delivering services to t9e ,usiness

7ifecycle governance to ma:imi)e t9e value; and reduce t9e cost of c9ange and

maintenance

6lt9oug9 many customers vie3 IB&; S6P and Case Company as t9eir strategictec9nology providers; t9ere is no clear definition and direction 39ere and 9o3 toma:imi)e t9e value provided ,y t9ese companies; particularly 39ere t9ere is a perceivedoverlap in solutions provided ,y t9ese vendors. T9is service 3ill 9elp customers

understand and define t9e role of t9eir strategic partners clearly; optimi)ing acuisitioncosts; value and relations9ips.

.2 Case Company Environment

Traditionally; and in many cases even today; our sales and services approac9 9as ,eenaround products or tec9nologies. It 9as 3or'ed in t9e past due to sufficient <innovative=appeal of t9e products; e:panding mar'et ,ase; fragmented competition; and pro4ect0,ased ,uying pattern. 5o3; due to t9e maturity of many tec9nologies; mar'et saturation;IB& in t9e enterprise space; and concentration of ,usiness processes around core ERP

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and CR& applications application; 3e need to ta'e a 9olistic and long0term vie3 indeveloping and e:ecuting account strategies.

e 9ave scored poorly in customer surveys$

Customers do not ,elieve 3e understand t9eir ,usiness

5eit9er propose or 9elp t9em implement solutions to t9eir pro,lems

7icensing does not matc9 deployment plans

Considered arrogant

T9e follo3ing ta,le articulates our o,4ectives for us to position ourselves in t9e enterprisespace.

T9e IT Services Vision and Portfolio Planning service is designed to provide CaseCompany sales and service team$

Effective 3ay to get engaged and develop traction at ne3 clients

ay to get to understand t9e client ,usiness ,etter and develop a closer relations9ip

elp accelerate t9e adoption and deployment of Case Company products Dtec9nologies at t9e client F increase future sales ,y ensuring t9at t9ey deploy andget value out of t9eir e:isting purc9ases

Identify ne3 opportunities or areas of improvement at client

&a'e sales effort easier in ne3 product sales; signing and rene3ing of E6; ESCs

and services engagements

." Partner Environment

In >S& and large C6S accounts; 3e generally 9ave a national or a regional partnerproviding IT outsourcing and consulting services. &ost of C6S and &B space areprimarily served ,y regional and local partners. e must ma'e sure our partners areeually euipped in satisfying customers and creating opportunities for t9emselves andCase Company.

&ost of our partners; particularly regional and local partners; provide pro4ect0 or solution0level consulting services. 7arge; national partners in outsourcing ,usiness provideinfrastructure support services and are una,le to influence t9e infrastructure roadmap

and tec9nology directions.

In order to create ne3 opportunities; ,uild strategic relations9ips and differentiatet9emselves; partners need to provide services similar to IT Services Vision and Portfolioplanning.

*nce 3e 9ave professionali)ed t9e sales and service delivery; 3e 3ill select and trainpartners from t9e current pool of <go0to0mar'et= infrastructure and applicationdevelopment partners.

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.# Competitive Environment

T9e direct and indirect competition of t9is service falls into follo3ing categories$

BusinessDIT management consulting companies suc9 as >artner; η 6T JearneyAE!S and ot9ers

Tec9nologies and services providers suc9 as IB&; *racle; S6P

*utsourcing and services companies suc9 as 6ccenture; CSC; E!S

IT consulting companies suc9 as Vis6lign; Ra)orfis9; Immediant

BusinessDIT management consulting companies provide guidance and 9elp ITorgani)ations develop a ,road IT strategy and enterprise arc9itectures. T9esecompanies do not provide t9e services to implement t9e strategyH t9erefore t9ey 9avelimited <operational= understanding and e:perience in underlying tec9nologies andpractices. T9e strategy services are generally very ,road or 9ig90level; and may notrecommend specific tec9nologies or products. T9e services around enterprisearc9itecture tend to ,e uite comple: and long. IT Services Vision and Portfolio planningservice provides end0to0end; practical strategic roadmap and governance in very s9ortperiod of time.

Tec9nology and Services providers; IB& in particular; are similar to Case Company in

terms of t9eir portfolio of products and services. If t9ey are participating in defining t9e ITstrategic direction and tec9nology roadmap; t9ey 3ill include t9eir products andtec9nologies as an end0game. IB& 9as done a good 4o, in mar'eting and positioningvarious IB& tec9nologies as a platform. T9e outsourcing deals t9roug9 IB& >lo,alServices are structured to provide incentives to use IB& products. IB& may not providea service similar to IT Services Vision and Portfolio Planning. !ue to relations9ips;services contracts and a ,road collection of tec9nologiesH t9ey are a,le to influence t9estrategy. e need to get strategic and demonstrate Case Company value as 39ole.T9e IT Services Vision and Portfolio Planning service can 9elp us defend and e:pandCase Company platform.

*utsourcing and Services companies provide ,usiness consulting t9roug9 t9eirmanagement consulting practice focusing on ,usiness strategy and initiatives. T9e IT

consulting practice provides mostly pro4ect0 or solution0,ased services. Business0ITalignment and tec9nology selection are considered 3it9in t9e scope of t9e reuiredsolution. *utsourcing services provide infrastructure support services and are una,le toinfluence t9e infrastructure roadmap and tec9nology directions directly. &any of t9eseservices companies are our national partners. e can use our services as a complement tot9eir services; improving our success in t9e accounts.

IT Consulting companies are conventional consulting companies providing infrastructureor application development services. T9ey do not offer portfolio0,ased services; 9encet9ey compete at a pro4ect level. &any of t9ese companies are our partners. *ur strategyservices could 9elp t9em in t9e same 3ay t9ese services 9elp us.

.% &ar'et Si)e and *pportunity

To sustain and gro3 revenue over time; customers need to deploy our tec9nologiesfreuently and ,roadly. It means 3e need to ,e strategic and 9elp customers

Onderstand t9e alignment ,et3een ,usiness and IT Services;

Provision and maintain IT Services; ma:imi)ing fle:i,ility and speed for t9e ,usiness39ile optimi)ing lifetime cost of IT services

6ll >S& and large C6S accounts are potential target accounts for t9is service. *nce 3e9ave professionali)ed t9e service and trained our partners; 3e s9ould ,e a,le to e:pandt9e mar'et to all accounts; include &B accounts.

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In East region; t9ere are a,out -" >S& accounts responsi,le for appro:. ?"-/ million inrevenue. 6ppro: %/K of t9em 9ave E6. T9ere are over ;/// C6S accounts 3it9 ?#%/million in revenue and appro: #"K 9ave E6s.

E% 2etrics Total 3

of %ccts3 of %cctson E%

4 of %cctson E%

>lo,al + % "K

Strategic //K

&a4or ++ " %K

Corporate - #- #2K

Total Enter#rise 1150 (1( $"."4

To create a measura,le impact in remainder of (/" t9e follo3ing accounts in >S& andC6S space are ,eing targeted$

. Customers 3it9 <some39at satisfied= or <some39at dissatisfied= surveys; appro:.2/K of t9e accounts representing ?// million in revenue

2. Customers 3it9 potential E6DESE and E6 rene3al opportunities in ne:t 2mont9s; appro:. 2/K of t9e accounts representing ?%/ million in revenue

e e:pect to engage 20% accounts in t9e second semester of (/".

6 typical engagement may ta'e #0+ 3ee's. 6fter providing t9is service; some customersmay 3ant to engage an Enterprise Strategy Consultant AESC to 9elp e:ecute andmaintain t9e plan. 6 %/K conversion rate for / 'ey >S& accounts amounts to additional?2 million in services revenue.

.+ Service !ifferentiation

Case Company 9as t9e ,est 'no3ledge of t9e Case Company products and tec9nologiesand 9o3 t9ey interface 3it9 ot9er tec9nologies. e are also a,le to develop <practical=

,est practices t9roug9 early e:perience in implementing tec9nologies.IT Services Vision and Portfolio Planning service ta'es an iterative approac9 anddevelops actiona,le plans in a s9ort period of time A#0+ 3ee's; avoiding analysis0paralysis.

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CreditedSegment

6uota

Strategic 1/;2#2

2a7or 2;#/"Cor#orate #%2;-#

2E 8ic "/+;%+

2E Ot9er "2;%-

:rand Total 11)"($0




! Service Engagement

2. !efinition and Value Proposition

IT Services Vision and Portfolio Planning service defines a fle:i,le IT arc9itecture forprovisioning and maintaining IT Services; ma:imi)ing fle:i,ility and speed for t9e,usiness 39ile optimi)ing lifetime cost of IT services.

T9e strategic plan provided as a delivera,le includes


Evaluation of current arc9itecture and practices

Ena,ling arc9itecture for IT Services portfolio and practices to support ,usiness andIT strategies and reuirements

Constraints and ris's

Tec9nology roadmap for ena,ling arc9itecture

Suggested ne:t steps

Typically; t9e strategic plan is delivered in four A# to si: A+ 3ee's. 9en t9e scope islarge reuiring more t9an + 3ee's; interim plans Afor a ,usiness unit or preliminary

presentation are delivered every # 3ee's.

T9e sales team su,mits proposals as operating plans to reali)e t9e strategic plan.

T9e target audience for t9e service is CI*; VP of Information Services; C(* Aparticularly39en IT reports to C(* or !irector; IT Strategy planning and arc9itecture.

Value Pro#osition

T9e strategic plan and governance frame3or' developed t9roug9 IT Services Vision andPortfolio Planning service 3ill ena,le$

Customers to reduce comple:ity and optimi)e IT Services for t9e ,usiness;ma:imi)ing fle:i,ility; speed and value to ,usiness 39ile reducing t9e overall cost ofproviding IT Services

Case Company to understand t9e customerGs ,usiness and IT environment andarticulate Case Company value; improving customer satisfaction; ,uilding strategicrelations9ip; and driving revenue over time

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Roadmap 3it9 prioriti)ed initiatives to simplify IT environment; and improve fle:i,ility

and speed in delivering services to t9e ,usiness

7ifecycle governance to ma:imi)e t9e value; and reduce t9e cost of c9ange andmaintenance

(or Case Company and partners; t9e service

Provides an effective 3ay to get to understand t9e client ,usiness ,etter and developa closer relations9ip

elps accelerate t9e adoption and deployment of Case Company products Dtec9nologies at t9e client F increase future sales ,y ensuring t9at t9ey deploy andget value out of t9eir e:isting purc9ases

Identifies ne3 opportunities or areas of improvement at client

&a'es sales effort easier in ne3 product sales; signing and rene3ing of E6; ESCsand services engagements

2.2 Service !elivera,les

. 6 strategic plan ,ased on ,usiness and IT o,4ectives >uiding principles for IT arc9itecture and lifecycle management Evaluation of current arc9itecture and practices Ena,ling arc9itecture and practices to support ,usiness and IT strategies

and reuirements Constraints and ris's F ,usiness; IT governance; development and

deployment Tec9nology roadmap for ena,ling arc9itecture

Recommendations

2. *perating plans for pro4ects or initiatives under3ay

Osing iterative approac9; define 9ig90level arc9itecture and tec9nologyroadmap

ig90level pro4ect plans

". 6 frame3or' for maintaining and analy)ing IT arc9itecture components.

2." Team Structure

T9e follo3ing roles ma'e up t9e engagement team. T9e actual num,er of consultantsmay vary depending upon t9eir s'ills and scope of t9e engagement.

Case Com#any or Partner Core *oles

Program 2anager Responsi,le for overall coordination; management andcommunication 3it9 pro4ect team and sta'e9olders

Business %nalyst Responsi,le for gat9ering and analy)ing ,usinessreuirement and impact

Tec9nical%rc9itect;%nalyst

Responsi,le for gat9ering and analy)ing IT servicesand practices; and providing guidance in definingsolution map

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Strategy Consultant Responsi,le for providing guidance and leading t9eoverarc9ing strategic planning

Client Core *oles

Pro7ect S#onsor Responsi,le for monitoring t9e pro4ect and 3or'ing 3it9t9e e:tended team in ensuring pro4ect success.Removes all road,loc's

Pro7ect Coordinator Responsi,le for all pro4ect logistics; procurement;

internal communications; and sc9edulingBusiness 2anagers Responsi,le for providing t9e ,usiness conte:t for t9epro4ect and approves ,aseline reuirements

IT 2anagers Responsi,le for providing IT conte:t for t9e pro4ect andensuring t9e strategic plan is aligned 3it9 stateddirection and t9e environment

IT %rc9itects orSystems %nalysts

Responsi,le for providing information a,outdevelopment; arc9itecture and operations areas

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2.# Engagement Process

T9e follo3ing ta,le outlines t9e overall engagement process.

P9ases <ey %ctivities In#ut Outcome Ty#ical'uratio

Prepare • Team 6ssem,ly

• Provide c9ec'list of information

needed to t9e customer

• Revie3 customer profile and

ot9er documents

• !evelop detailed pro4ect plan

• Customi)e frame3or'Dmodel; if

necessary

• Statement of or'

• Pre0engagement

c9ec'0list

• Customer Profile

s9eet

• Sample pro4ect plan

• Sample presentation

• Customer Profile

• Intervie3 list

• Pro4ect Plan

• Jic'0off presentation

• Pro4ect repository

• Communication plan

• 02

3ee's

Jic'off • Revie3 scope; delivera,les; ris's

and pro4ect plan

• Sc9edule intervie3s and ne:t

steps

• Jic'0off presentation • Pro4ect success

factors

• day

Situation 6ssessment

• Onderstand ,usiness issues;

strategies and impact

•

Onderstand 'ey ,usinessactivities in0place or reuired

• Onderstand current IT

arc9itecture; practices; issues;constraints and o,4ectives

• !efine IT services ,uilding ,loc's

and dependencies

• Business 6nalysis

template

•

6pplications template• Infrastructure

template

• *perations

assessment template

• Services model

• Intervie3 notes

• Completed

assessment s9eets• Current state IT

Service &ap Acolorcoded

• 20"

3ee's

Strategic 6nalysis

• 6naly)e t9e situation for gaps

and opportunities

• 6rticulate value statements

• !evelop potential scenarios for

vision and roadmap

• 6ssessment s9eets

• IT Services &ap

• *pportunities

• Business Strategy

• Jey initiatives

• 3ee

Solution!efinition

• !efine guiding principles and

c9aracteristics of t9e IT Servicesarc9itecture

• &ap tec9nologies in use to IT

services

• Business assessment

•IT assessment andreuirements

• IT Service Vision

•Current Vs Potentialstate analysis

• 20"

days

StrategicPlanning

• @uantify impact

• !evelop a strategic plan

including roadmap and guidingprinciples

• Recommend actions

• • • 3ee

!ocumentation

• Prepare e:ecutive presentation

and strategic plan document

• • !elivera,les

• Suggested ne:t steps

• 3ee

6ctions • Prepare proposal for ne:t steps

• (ollo3 up on ot9er actions

• • Results •

C*5(I!E5TI67. 0+0 8anuary 2//2




2.% Engagement Collateral and Templates

T9e follo3ing documents and templates 3ill ,e developed to formali)e t9e engagementprocess and professionali)e t9e service.

!ata collection and analysis templates

Intervie3 uestions

!ata,ase repository and modeling tool Sample delivera,les

Service delivery guide; ,ased on Service *ffering (rame3or'

Training material

Case studies

Some of t9ese documents are availa,le from prior engagements.

2.+ Service !elivery Readiness

T9e strategy consultants 3it9 e:posure or e:perience in follo3ing areas deliver t9eengagement$

various aspects of IT ,usiness suc9 as infrastructure; applications and support services

,usiness analysis; including strategic and ,usiness process analysis

value measurement; including financial and non0financial value analysis

T9is service is provided on as needed ,asis; as a pre0cursor to an ESCDESE proposal; or as a first delivera,le in an ESCDESE engagement. In ot9er 3ords; practically all strategyconsultants s9ould ,e a,le to deliver t9is service. e 3ill use a funnel approac9 inmaintaining t9e pipeline of ualified consultants; aligned 3it9 service demand andsu,seuent ESC engagements.

e 9ave small pool of ualified consultants 39o 9ave delivered t9is service. T9e pool3ill ,e e:panded 3it9 additional senior or principal0level consultants 3it9 ,road industryand tec9nology e:perience.

In order to professionali)e t9e service and scale it to all si)e of customers and partners;in addition to consulting s'ills and templates; 3e plan to 9ave a repository0,asedmodeling and analysis tool to e:pedite data collection; ,uild <39at0if= scenarios andimplement a frame3or' for IT to manage lifecycle.

Initially; 3e e:pect to 9ave 02 consultants from eac9 district location; 3it9 a total of a,out%0+ people. It provides t9e capa,ility to e:ecute #0+ engagements simultaneously acrosst9e region. T9e team 3ill include mem,ers from Premier services.

Plans

T9e follo3ing ne:t steps are planned to create sufficient capacity and professionali)e t9eservice$

Esta,lis9 a core designDdelivery team

Rationali)e and formali)e delivera,les and templates from prior engagements

!efine t9e data model for t9e repository and pilot t9e modeling tool in anengagement

!evelop additional templates and document activities as t9ey occur in t9e ne:tengagement

8anuary 2//2 0-0 C*5(I!E5TI67




" Sales Process

P9ases <ey %ctivities In#ut Outcome TeamSalesReadiness

• Train sales teams in

,ac'ground concepts• Revie3 service o,4ectives and

delivera,les

• 8o, aids

•Referencematerial

• Conte:tual

'no3ledge

• 6ccount E:ec

Service E:ecsE&s; TSs

Prospect • Revie3 accounts

• Select accounts

• Selection criteria

• @ualification

c9ec'list

• 6ccount strategy

• 6ccount specific

interest creatingstatement

• 6ccount and

Services E:ec

@ualify • !iscuss t9e service and

e:pectations 3it9 CI*;influencers and decisionma'ers

• Presentation

• 8o, aids

•

!evelop • • • •

Solution • • • •

Proof • • • •

Close • • • •

(ollo3 up 6ctions

• • • •

T9e follo3ing ta,le outlines t9e sales process from sales readiness to follo3ing up onne:t steps suggested ,y t9e engagement.

Sales Collateral

T9e follo3ing documents and templates 3ill ,e developed to prepare sales teams andformali)e t9e sales process.

Solution selling 4o, aids

Sample presentations; delivera,les and demos

Sample proposals and statement of 3or'

<S3im 7ane= documents

Case studies

Plans

T9e follo3ing ne:t steps are planned to create sufficient capacity and professionali)e t9eservice$

Sc9edule education sessions in eac9 district to educate sales teams on conceptsand service positioning

Select accounts

C*5(I!E5TI67. 00 8anuary 2//2




$ Partner Engagement

Partners

e 9ave partners at national; regional and local levels.

5ational partners; suc9 as 6ccenture; CSC; P and BearingPoint.

<>o0To= or preferred regional and local partners for infrastructure and applicationdevelopment pro4ects.

Case Company Services touc9 appro:. /K of our customer ,ase. 5ational partners areinvolved in most of t9e large accounts 3e serve. Partners at regional and local levelsreac9 out and support 1/K of our customers.

e need to 3or' 3it9 our partners ,y 9elping t9em to 9elp us.

Engagement 2odels

e engage 3it9 partners in t3o 3ays.

8oint teams

Particularly 3it9 national partners suc9 as 6ccenture; CSC and P.

9ere partner is engaged 3it9 an account; suc9 as outsourcing situations

6ugment service delivery capacity 3it9 ualified partners

Partner0led

Core roles are provided ,y t9e partner and partner is responsi,le for t9e deliveryAmostly in accounts 39ere 3e donGt 9ave direct presence F &E and some C6Saccounts

e provide <domain e:pertise= or @6 function

Partner *eadiness

*nce 3e 9ave professionali)ed t9e sales and service delivery; 3e 3ill select and trainpartners from t9e current pool of <go0to0mar'et= infrastructure and applicationdevelopment partners.

9ere 3e are 4ointly pursuing opportunities; suc9 as CSC at !uPont; 3e 3ill leveraget9ese engagements to formali)e and pursue ot9er accounts. (or e:ample; !uPontengagement involves developing a strategic plan and ,usiness case for Case Companytec9nologies 39ere t9e infrastructure is outsourced to CSC. !uring t9e engagement; 3e3ill analy)e t9e impact on !uPont and CSC. e s9ould ,e a,le to engage toget9er inot9er accounts in similar situations.

8anuary 2//2 010 C*5(I!E5TI67




( Communication

%. Program *ffice

T9e service 9as many sta'e9olders in management; consulting and sales communities.It is critical t9at rig9t information is availa,le to t9e rig9t people at t9e rig9t time 3it9 leastamount of effort.

6 program office to coordinate and support sales and services efforts is esta,lis9ed 3it9appropriate management sponsors9ip. T9is office 3ill trac' t9e tas's; efforts on t9epilots; and ensure communications to all interested parties.

6 central 3e,site is ,eing esta,lis9ed as one information des' for sales; service;engagement and program related information.

T9e program office site 3ill 9ave follo3ing areas$

Sales Process F 4o, aids; sample proposals; presentations; training material;resources

Engagement Process F delivery guide; sample delivera,les; data collection andanalysis templates and tools; consulting resources

Communication Process F status of t9e pipe line and engagements; results from

t9e engagementsH service plans Customer Engagement or' 6rea F pro4ect plans and 3or' products for eac9

engagement

>eneral announcements and lin's to ot9er reference material

T9e meetings 3it9 'ey sta'e9olders in sales and services management 3ill ,e 9eld on aregular ,asis.

C*5(I!E5TI67. 02/0 8anuary 2//2




%.2 Performance &anagement

*ne of t9e Program *fficeGs primary responsi,ilities is to measure t9e success of t9eoffering and report ,ac' to management on its value and effectiveness. &etrics 3illinclude$

&ar'et penetration of offering A9o3 many 9ave ,een done and t9e pipeline

!id customer satisfaction increase as a result of t9e engagement

!id t9e offering 9elp accelerate adoption of Case Company tec9nologies

!id t9e engagement identify any ne3 solutionDproduct sales opportunities at t9eclient

!id it 9elp to develop a more focused account plan for t9at client and develop acloser relations9ip

!id t9e engagement identify and create any follo30on service activities

) *is+s

&anaging and coordination of 3idely distri,uted service delivery team Commitment of management F resources Aconsultants; funds to effort

o3 to measure success F metrics; etc. Trac'ing delivery and follo30up progress.Surveys; etc.

6,ility for t9e 6RDSE to understand and properly sell t9e offering Aset e:pectationscorrectly for all

6,ility to develop pipeline to 3arrant investment

Team composition and enoug9 resources at appropriate time; to meet t9e forecastedneeds

Participation and Integration of ot9er service lines

, -inancial Plan

-. (/" Service Readiness and Engagement Cost

In order to professionali)e and scale t9e service delivery; 3e need to develop salesmaterial; service delivery guides; tools and additional delivery capacity.

T9e sales team 3ill need training and assistance in ,usiness development.

T9e program office and itGs site needs to ,e maintained. 6ppropriate monitoring;measurement and communication tools need to ,e defined and developed.

6s in t9e past; 3e 3ill continue to leverage engagements in developing additionalcollateral; templates and ,est practices. T9is model; alt9oug9 cost0effective; may notprovide t9e necessary documents and professionalism in t9e timeframe for us to supportand scale sales activities and service capa,ilities.

In t9e second semester of (/"; 3e need follo3ing resources to develop 'eydelivera,les for us to ,e self0sufficient and scale in (/#.

8anuary 2//2 020 C*5(I!E5TI67




6 Program &anager D Service 6rc9itect for managing t9e program office; arc9itecting t9eoverall service met9odology; delivera,les; repository0,ased modeling tool; andsupporting ,usiness development activities

*ne Strategy Consultant A(TE for developing sales and service delivery collateral andguides; e:tracting content and ,est practices from engagements; and training sales;consultants and partners. e mig9t 9ave multiple consultants on t9e core teamdelivering t9e serviceH 3e e:pect an over9ead of one (TE in formali)ing and

professionali)ing t9e service.*ne !eveloper A(TE for designing and developing a repository0,ased modeling andanalysis tool. T9is tool 3ill 9elp demonstrate vision and outcome during ,usinessdevelopment; improve consistency in engagements; e:pedite data collection; ,uild <39at0if= scenarios and implement a frame3or' for IT to manage lifecycle. e plan on usingavaila,le ,enc9 in consulting services to develop t9e tool. T9e pro4ect plan andspecifications 3ill ,e structure 3it9 a set of one03ee' delivera,les; so anyone on t9e,enc9 for a 3ee' can 9elp develop t9e tool.

T9e investment reuired during t9e second semester of (/" is$

=ours

Total 9ours availa,le A# (TEs for % mont9s "!00

Program &anagement AD2 (TE #//

+ Engagements A+ 3ee's; .% (TE 2;+/

Professionali)ing services; training +#/

Total service cost ? %+/;///

Travel e:penses ? %+;///

Total cost )1)000

It is assumed t9at additional engagements 3ill ,e paid t9roug9 BI( andDor ,y customers.

-.2 Engagement Pricing

6 typical engagement is e:pected to ta'e #0+ 3ee's 3it9 .% (TEs; 3it9 an estimatedinternal cost of ?-/;///. T9e cost includes ?+";/// in consulting cost and ?-/;/// ine:penses. 6n internal ,lend rate of ?-%D9our is assumed.

E:ternal Acustomer cost is 9ig9er t9at ?-/;///; most li'ely close to ?//;///; ,ased ont9e rates c9arged to t9e customer.

!epending upon t9e account and opportunity; t9e engagement may ,e paid t9roug9 BI(;,y customer; or 3it9 a com,ination of internal and customer funds.

T9e actual duration of an engagement depends upon

*rgani)ational scope i.e. num,er of ,usiness units; num,er of ,usiness

functions 3it9in a ,usiness unit; and geograp9ic locations

IT comple:ity i.e. centrali)ed Vs. decentrali)ed IT organi)ation

C*5(I!E5TI67. 0220 8anuary 2//2




Eecution Plan

. "/0+/01/ !ay &ilestones

T9e follo3ing diagram articulates t9e 'ey activities and milestones in ne:t "/ to 1/ days.

.2 Prereuisites to &ove (or3ard

T9e follo3ing actions must occur for t9e plan to move for3ard in developing service

readiness and professionali)ing delivery.

6pproval of t9e ,usiness plan 3it9 funding

6llocation of consulting resources

." Pro4ect Plan

T9e pro4ect plan 3ill ,e developed and placed on t9e Pro4ect ServerA9ttp$DDp/dfDuseastsvcs for access ,y all team mem,ers. T9e access 3ill also ,eavaila,le t9roug9 program office 3e,site.

T9e follo3ing ta,le lists t9e 'ey activities and milestones in t9e pro4ect plan. T9is 3ill ,e

updated once t9e plan is approved and t9e core team is esta,lis9ed and

http://p10df1/useastsvcs

http://p10df1/useastsvcs

Documents

IT Services Vision Portfolio Business Plan