A presentation that introduces three different approaches that have been used to justify XML investments. Case studies used to illustrate how each model has been deployed. Concludes that business cases should in fact leverage all three models if an initiative is not only going to be approved but will be supported when the going gets tough.

1. The Reason & Passion
of
Joe Gollner
jag@gnostyx.com

2. Addressing Multiple Management Perspectives
Three Managerial Mindsets
The Probable, the Plausible
and the Possible
Dealing in Probabilities
Championing the Plausible
Glimpsing the Possible
Anatomy of the Ultimate
Business Case
XML and the Managerial Mind

3. Key Source: Max H. Boisot
Three Epistemologies
Correlate with different
management mindsets
Possible
Plausible Probable
Entrepreneur Analyzer
Visionary

4. Dealing in Probabilities
Analytical Mindset
Pragmatic
Analytical
Financial
Geared towards
Accumulating experience
Improving performance
Enhancing predictability
Reducing risks
Realizing returns
Benjamin Franklin
Inventor, publisher, scientist,
businessman...et al.

5. Case Study: Quantifying Savings
NATO Joint System Acquisition Programs
Integrated Data Environments
Modernization of information assets
Design information
Publications
Logistics data
Training materials
Initiative Orientation
Quantifiable improvements
Financial savings
Improved information use
Accelerated update cycles
Improved information synchronization

6. Case Study: Pursuing Concrete Savings
Direct Cost Reductions
Redundancy elimination
Translation savings (due to normalization & process streamlining)
Indirect Cost Reductions
Exploitation of digital delivery options
Print reduction / reduced paper handling & shipment costs
Increased outsourcing opportunities / improved competitive pressure
Reduction in maintenance errors & inefficiencies
Process Efficiencies
Collapsed publication update turnaround times
Task reallocation to optimal venues (e.g., user generated content)
Collateral Savings
Shortened training cycles
Improved Availability

7. Case Study: Foreshadowing Current Fashions
Implementation of Modular, Reusable Content
at the Canadian Department of National Defence
Saved over $100 Million a year.

8. Championing the Plausible
Entrepreneurial Mindset
Innovative
Exploratory
Risk tolerant
Geared towards
Seeking coherence
Integrating insights
Evaluating consequences
Performing experiments
Extending innovations
Richard Feynman
Theoretical physicist, master
teacher, ...safecracker...et al.

9. Case Study: Introducing Major Improvements
Major Engineering
Conglomerate
50 Operating Companies
Global Operations
Engineering
Construction
Project Management
Operation
Challenge
Investments in administrative
systems not helping “operations”
Needed content services for
engineers & project managers

10. Case Study: Engineering Knowledge Services
Expanded enterprise initiative
Facilitating collaboration
Digital project platforms
Standardized interfaces
Regulators
Partners
Clients
Suppliers
Core Innovation
Centering investments on
Engineering Knowledge
Management
Supplanting administration

11. Glimpsing the Possible
Visionary Mindset
Unconventional
Unexpected
Unconstrained
Geared towards
Reframing contexts
Inverting understandings
Reinterpreting traditions
Modifying languages
Challenging beliefs
Albert Einstein
Game changer...public oracle...

12. Case Study: The Attraction of Radical Change
Metropolitan Optical Networks
Management & Optimization
Integrated environment combining
Hardware, firmware, software
Adaptability to client needs
Primary feature
Software development tools were
a constraint & chaos loomed...
Undermined by
System Barnaclization

13. Case Study: A Radical Approach – Don’t Code!
Core Solution:
Replace CASE
tools with XML
based design
models from which
code was published
Project Motto: Outcome:
Why code when Complete
you can generate? change in
offering

14. Anatomy of the Ultimate Business Case
Benefits must be Addressed to each of the Three Mindsets
Probable – quantifiable savings that can be given a present value
Plausible – potential improvements that extend current capabilities
Possible – innovations that can dramatically change circumstances
Each Benefit must be
Presented in its proper context
Associated with appropriate validation & realization strategies
The Mix of Benefits should be Balanced
Appropriate to each organization & its context
Probable benefits can be used to underwrite less tangible benefits
Political Architecture will match Realization Plan to Realities

15. Case Study: Government Services Portal
Existing Portal in Critical Condition
Sustaining current services becoming unaffordable
Traditional database design applied to complex discovery scenarios
Database evolved over time to become “upside down”
Portal performance in rapid decline
All enhancement requests are rejected
System too complex to admit any changes
Change Proposal & Business Case
Addressing all three levels simultaneously
Probable – immediately reduce operating costs to free up budget
Plausible – address backlog of enhancement requests
Possible – position portal as a model Gov2.0 data source & service

16. XML and the Managerial Mind
Brian Reid offered wise words at Markup Technologies 98
The world always rewards “Skill over Knowledge”
This accurately sums up a key management concern
XML supports the declaration of knowledge
Knowledge is potential (power) & must be converted into action
XML tends to provide potential benefits more so than actual ones
The resulting business cases can “lose the name of action”
XML can be deployed to
address short-term benefits
and make room for the
strategic benefits that come with
knowledge that can be acted upon

17. The Reason & Passion of XML
All mindsets must be
addressed
The most important, perhaps
surprisingly, is the Possible
Each case study was in fact
propelled by a vision
The Power of XML
Giving knowledge
an expression that can be
exchanged & executed
This fact makes many things
possible including
The dancing Financial Officer...