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Transforming the annual
planning process
Dianne Wyllie
January 2014
© 2013 BROCADE COMMUNICATIONS SYSTEMS, INC. COMPANY PROPRIETARY INFORMATION
2
3. Corporate Strength
Product Excellence
• Founded in 1995
• Leading Ethernet fabric solution
• Headquartered in San Jose, CA
• Leading 16 Gbps SAN
• $2+ Billion in annual revenue
• Comprehensive campus LAN
portfolio
• Operating in 160 countries
• 4,500+ employees
Technology Relevance
Solutions levered to key
technology trends:
• Cloud
• Virtualization
• Mobility
• SDN
Brocade
Today
• Advanced 100 GbE Routing
Execution Success
• Expanding presence in
Ethernet market
• Continued leadership in SAN
• Thought leadership in software
networking
4. Transforming the annual planning process
Introduction
People, Process and Technology
Technology
People - Governance process
Process
Portfolio Planning
Resource Management
Application Portfolio
Lessons Learned
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6. Technology: Where We Started and Tools In Use Today
Project Server is providing incremental functionality to the tools we use today
• IT LCM methodology - process, templates, deliverables, activities …
• IT Project Center on SharePoint - collaboration, repository … plan to
integrate in future
• Hyperion for resource BUDGETING
• Oracle for tracking purchases to a Project
• Microsoft Project – Standard … moved to Project PROfessional
• Implemented Project Server 2010
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8. Governance Model – Reconfigured
Previous – Two Tier model
Sets priorities for IT/Business area
initiatives for the functional area
Recommend IT initiatives for Steering
Committee approval
Monitors project progress and resolve
issues/conflicts within a functional area
Forum varies per functional group
Business Unit Planning, Project Prioritization and
Selection
Review and approve “corporate” IT initiatives
Status review of key investments/projects/ initiatives
IT Project
Prioritization
Steering
Committee
Exec Staff and one or more delegates; Meets quarterly
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9. IT 3 Tiered - Governance Model
Sets priorities for IT/Business area
initiatives for the functional area
Recommend IT initiatives for Business
Council cross functional prioritization
Monitors project progress and resolve
issues/conflicts within a functional area
Forum and frequency varies per functional group
Business Unit Planning, Project Prioritization and
Selection
Review functional roadmaps to insure
cross-functional understanding
Prioritize projects across functions and
recommend to IT Exec Steering Committee
Forum for IT Business Architecture Reviews
Review status of corporate initiatives
Communicate the above to their respective functional
organizations; Change leader
One representative from each function; meets quarterly
IT Business Council
Exec Steering
Align annual IT investments/priorities with business
investments/priorities
Review and approve “corporate” IT initiatives
Provide course correction for any changes to the above
Status review of key investments/projects/ initiatives
Major policy/process change review
Exec Staff only – no delegates; meets quarterly
IT
Committee
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11. Objectives of Enterprise Project and Portfolio Management
Manage the IT Portfolio to ensure PREDICTABLE DELIVERY to the Business
• Optimization – Allocate resources to maximize the value of the portfolio
• Balance – Achieve a desired balance of projects via a number of
parameters such as risk, short-term vs long-term, return
• Strategy Alignment – Ensure that the portfolio of projects reflects the
Brocade’s objectives and that the breakdown of spending aligns with the
Brocade’s strategic priorities
• Prioritization – Obtain the right number of projects to achieve the best
balance between the pipeline of resource demands and capacity of
resources available.
• Feasibility - Ensure the project goals and proposed projects are
achievable given the projects already in flight
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12. Enterprise Project Management (EPM) Capabilities
Create
Select
Plan
Manage
Governance & Portfolio Management
Demand Mgmt.
Project Lifecycle & Governance
Portfolio Selection
Roles & Security
Resource Management
Capacity Planning
Resource Mgmt.
Program & Project Management
Project Scheduling
Financial Mgmt.
Project Tracking
Team Collaboration
Portfolio & Project Reporting
© 2013 Brocade Communications Systems, Inc. Company Proprietary Information
January 2014
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13. Portfolio and Project Management
100%
Portfolio
Management
50 %
Value Lost
Project
Management
66%
50%
Value Realized
75%
0%
100%
Delivering the Investments Right
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14. Process Review
• Established Strategic Drivers and "impact (outcome) statements"
• Conducted Pairwise Comparison to set Priority
• Created Project Proposals and Business Council presented to the team
• Scored Projects within each Business Function
• Reviewed Ranking for each Business Function, and modified as needed
• Reviewed data for consistency and completeness; edited where appropriate
• Compiled summary/rollup, reviewed and adjusted in Business Council
meetings
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15. Strategic Drivers - Example with Impact Statements
Customer Advocacy:
Improve Customer Experience and Product/Service Quality
Develop stronger customer loyalty by enhancing the quality of service and experience of external customers. Relentless pursuit of
World Class Customer Satisfaction, Product Quality, and an engaging online experience.
…fully resolves multiple causes of customer
dissatisfaction
OR
…fully resolves multiple causes of
product/service quality
Project…
…fully resolves one cause of customer
dissatisfaction
OR
…fully resolves one cause of product/service
quality
…partially mitigates multiple causes of
customer dissatisfaction
OR
…partially mitigates multiple causes of
product/service quality
Project…
…partially mitigates one cause of customer
dissatisfaction
OR
…partially mitigates one cause of product/service
quality
Project…
Strong
Project…
Project…
Extreme
…does not resolve or mitigate causes of
customer dissatisfaction
AND
…does not resolve or mitigate causes of
product/service quality
Moderate
Low
None
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16. Business Drivers Prioritization – Pairwise Comparison
Is [Business Driver on the left] more / equally / less important than [Business Driver on top]?
Customer
Advocacy
Customer Advocacy
Revenue Enablement
Innovation
Revenue
Enablement
Innovation
Operational
Excellence &
Increased
Gross Margins
Manage /
mitigate Risk
High
Performance
Culture
More important
More important
Much more
important
Extremely more
important
Extremely more
important
More important
Much more
important
Much more
important
Extremely more
important
More important
Much more
important
Equal
Equal
Operational Excellence &
Increased Gross Margins
Manage / mitigate risk
High Performance
Culture
© 2013 Brocade Communications Systems, Inc. Company Proprietary Information
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17. Each Business Unit
Presented Project Proposals
to Business Council
And, then scored them
and presented back to
Business Council
Brocade.com Product & Solution Redesign
Marketing - 1H FY13
Project Name
Functional Area/ Owner
Timeframe
Status
Brocade.com Product &
Solution Redesign
Global Communications/
John O’Donoghue
2Q – 3Q FY13
Concept
Description
Marketing
Update the taxonomy and content of the product and solution pages on Brocade.com to
improve conversion of visitors to leads.
Marketing Response & Lead Integration
Business problem The current taxonomy and information architecture no longer matches our portfolio, having
Marketing -been implemented two years ago.
1H FY13
Project Name
Project Name
Installed Base Data
Marketing Response and Lead Integration (Aprimo-SFDC )
Brocade dot com Product and Solution Redesign
MyBrocade Registration Redesign
MyBrocade Improvements
Core Team and Launch Collaboration (Sharepoint 2010)
Omnifind Search Upgrade
Brocade Portal Strategy
Website Performance Improvements
Briefing Source Integration with SFDC
Brocade Communities Improvements
WWW Performance Optimization
Internal Sales Portal Evaluation
FlightDeck Single Sign-on
This is leading to a sub-optimal presentation of our
products/solutions to our customers and we’re missing opportunities for increased lead
generation from the website.
Functional Area/ Owner
Timeframe
Status
Potential Solution New information architecture and page templates
Aprimo-SFDC Integration
Marketing Operations/ Shari
4Q FY12 – 1H FY13
Horton
Business Value Category Demand Creation
Installed Base Analytics
In Flight
Phase 1 – BRD in process
Description
an
Marketing - 1HProvides Aprimo (Marketing Automation of accounts, contacts, leads, activities, and opportunities
FY13 automated synchronization Platform) and SFDC.
between
Anticipated ROI
Increase in leads generated from Brocade.com visitors
Business problem
Project Name
Dependencies/Stakeholders
Today, lead data is manually pushed from Aprimo to SFDC by our data services vendor and
Functional Area/ Owner
Timeframe
Status
Product Mgmt/Mktg participation; is only pushed to Aprimo(method of displaying product and
account/contact data decision on taxonomy quarterly. These processes cost approximately
$160K/year upon the end customer sales visibility into account activity, and introduce delay into the
solution categories based in operating expense, limit view) and design of wireframe/template
Installed Base Analytics
Marketing Operations/ Alex
4Q FY12 – 1H FY13
In Flight
sales process.work
options required priorFleming commencing
to IT
Phase 1 – BRD in review
Potential Solution Implement an API to link Aprimo and SFDC; align
Vendor Involvement TBD Description Consolidates end customer purchase data fields to allow for synchronization. Provides view
data from existing applications (SFDC, Oracle, POS)
of early stage lead activity and contacts to Sales (within SFDC) and provides customer lifecycle data for
November 12, 2012
and provides a reporting/query environment for accessing this data. 73
purchase propensity analysis.
© 2012 Brocade Communications Systems, Inc. CONFIDENTIAL—For Internal Use Only
Fiscal Year
Customer
Advocacy
High
Performance
Culture
Innovation
FY13 H1
FY13 H1
FY13 H1
FY13 H1
FY13 H1
FY13 H1
FY12
FY13 H2
FY13 H2
FY13 H1
FY13 H1
FY12
FY13 H2
FY13 H2
Low
Moderate
Strong
Moderate
Moderate
None
Strong
Moderate
Moderate
Low
Low
Low
None
None
Moderate
Low
Low
None
Low
Moderate
Low
Low
None
Low
None
None
Low
None
Low
None
Low
Low
Low
None
None
Low
Low
None
None
Low
None
None
Manage Risk Operational
Excellence
Strong
Strong
Strong
Strong
Moderate
Strong
None
Low
None
Low
Low
None
None
Low
Revenue
Growth
Low
Moderate
None
None
Low
Low
None
Low
None
None
None
None
Low
None
Strong
Low
None
None
None
None
None
None
None
None
None
None
None
None
Business problem
Business Value Category DemandEach system gives a partial view to end user purchase data. We are missing opportunities
Creation; Productivity/Cost Reduction
for increasing revenue to our existing customer base due to the difficulty and lack of
Anticipated ROI
Reduce scalability in the current adhoc manual data collection and cleansing process.
quarterly data services fees by $40K; increase in pipeline of 5%
Potential Solution
Dependencies/Stakeholders
Data repository of consolidated customer purchase information that can be queried by
Sales Operations/Field Sales, Field Marketing,acts as aGeneration to SFDC/Sales 360.
Marketing and Sales analysts and Demand data feed
© 2012 Brocade Communications Systems, Inc. CONFIDENTIAL—For Internal Use Only
Business Value Category Demand Catapult
Vendor Involvement Yes – Aprimo and CreationData Services
© 2012 Brocade Communications Systems, Inc. CONFIDENTIAL—For Internal Use Only
Anticipated ROI
Dependencies/Stakeholders
Vendor Involvement
November 12, 2012
Increase in sales to existing accounts of approximately 10%
November 12, 2012
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72
No dependencies/Various stakeholders across the company
No
© 2012 Brocade Communications Systems, Inc. CONFIDENTIAL—For Internal Use Only
November 12, 2012
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18. Portfolio Scenario – “what if’s”
Develop different scenarios and select an optimal mix for the portfolio
Manual adjustments
allow consideration
of other factors
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19. Project Proposal Summary
FY12
FY12 Carryover
FY13
First Half
FY13
Second Half
9
9
FY13 Planning
44
Moved to RFE
10
Totals
9
Total
54
45 *
89
10
45
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19
21. Resource Management – Capacity Planning
KTLO/RFE workload is planned using Resource Plans with named resources
• Roadmap Projects: strategic, crossfunctional projects formally selected for the
IT portfolio and monitored by the IT Steering
Committee
• Non-Roadmap Projects: local projects that
use the IT project Life Cycle Management
(LCM) process to manage
• Request for Enhancements (RFE): small adhoc business requests for continuous
improvement/growth
• Keep the Lights On (KTLO) Support: ongoing
maintenance activities allocated an overall
budget for the year
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22. Enterprise Project Types (EPTs)
Each project corresponds to one of four main work types
• Roadmap Projects: strategic, crossfunctional projects formally selected for
the IT portfolio and monitored by the IT
Steering Committee
• Non-Roadmap Projects: local projects that
use the IT project Life Cycle Management
(LCM) process to manage
Roadmap Project
Strategic Projects
Major Effort (long term)
Detailed Schedule
IT Governance
•
•
•
•
Medium Effort (>6 weeks)
Detailed Schedule
PMO Review
Single Work Order
•
•
•
•
Ad Hoc Intake
Minor Effort (<6 weeks)
Resource Allocation
Multiple Work Orders
Non-Roadmap Project
RFE Work
• Request for Enhancements (RFE): small
ad-hoc business requests for continuous
improvement/growth
• Keep the Lights On (KTLO) Support:
ongoing maintenance activities allocated
an overall budget for the year
•
•
•
•
KTLO Support
• Ongoing Activities
• Allocated budget
• Resource Allocation
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23. Resource Management – Resource Utilization
Resource workload and availability can be assessed in the Resource Center
View by Resource
or by Project
Check/Uncheck
selected items
Adjust the
time scale
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24. Application Portfolio Management (APM)
APM enables organizations to understand, control and optimize their application
portfolio in alignment with Business and IT Objectives and in integration with Project
Portfolio Management.
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25. Level I
Level II
Level III
APM provides multiple
perspectives to provide
visibility, gain control and
optimize the application
portfolio
Level IV
APM Maturity Levels
Optimize Business Alignment
Business Drivers alignment, priorities, process support
Gain Financial Control
Detailed application-level costs budgeting and tracking
Assess the Application Portfolio
Risk, Operational Performance, Architectural Fit
Build an Application Inventory
Application identity and basic information
Foundational
Pilot BI
Reporting, focus
SharePoint Collaboration
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26. IT Supported Business Application Portfolio Metrics
On Premises or Hosted
Application Type
Does not include IT applications/tools required to develop, install, support, or monitor
Does not include individual application modules,
e.g., individual Oracle modules, GL, AR, AP, etc are not counted
'COTS' for "Commercial Off-the-Shelf" and used as is (typically endpoint apps);
'Custom' for custom-developed or customized apps; and
'OTB' for "Out of the Box", configured, not customized, a "vanilla" installation
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28. Lessons Learned
What went well
Challenges
•Portfolio Management - Brocade was “ready”
•Execs interested in knowing “what we were not doing”
•Moved to a new model from “siloed” prioritization/allocation
•New BU Council worked well
•All business organizations were involved in “Fiscal Planning” at the same time
•Resource and Project Management implementation
•Modeled our work types to capture capacity/demand
•Training materials
•Application Portfolio
•Single source of truth – governed thru Change Control and Project Roadmap
•Used successfully for managing tech stack upgrades (JRE, IE, etc.)
29. Lessons Learned
Challenges and Going forward
•Portfolio Management
•New Management
•Resource and Project Management implementation
• Change management and training ongoing
•Many different project manager skill levels
•Need consistency in how manage “work”/use project
•Projects are always at different phases – requires “retraining” and ongoing coaching
•Integrate existing SharePoint Project Center with Project Server (with SharePoint 2013 Upgrade)
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31. Thank you
© 2013 BROCADE COMMUNICATIONS SYSTEMS, INC. COMPANY PROPRIETARY INFORMATION
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