Dell Confidential

EMF Press Review ProcessProject Plan

11 January 2000

Dell Confidential

EXECUTIVE SUMMARY Project Definition

– Improve European reviews process in order to generate greater media coverage and increase leads

Key Customers—Customers for this plan?? Not sure what this section is for???????– Jerele Neeld, EMEA Communcations; Per Lund, Inspiron Marketing; Mike Watson, Dimension

Marketing; Marisa Manheimer, Transactional product group

Problem statement– Lack of a clearly defined WW product reviews process and dedicated resources to support

such a process has resulted in resulting in inefficiencies and missed or poor reviews (Front end)

– EMEA Rap lab missteps in recent launch coverage on Dimension & Inspiron due to lack of resources, skillset deficiencies and process issues (Back end)

Project Plan– Contain and fix current backend issues for Transactional products Feb 28

Owner: Fiona McCallig EMEA project Manager & Marisa Manheimer WW project Manager – Secure funding for RAP & EMEA PR heacount and RAP Lab relo/expansion Mar

01Owner: Jerele Neelde EMEA Communications Director, Gene Leonard EMF Engineering Director

– Improve products reviews process for Transactional products April 30Owner: Fiona, Marisa, and Sarah Lavender Interim EMEA Transactional Reviews

– Expand to all LOB’s / BU’s May - June

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THE TEAMS

Core TeamResponsible for defining and driving Enhancements to the Reviews Process.

Steering CommitteeGene Leonard, Engineering Director, EMF

Denis Lucey, PDG, Personal systems Director, EMFJerele Neeld, EMEA Communications Director

Per Lund, Transactional Product Group, Inspiron International Business DevelopmentBob Ashenbrenner, Transactional Product Group, Americas RAP Lab

Eval TeamDedicated to honing press configs/pricing, setting priorities between BUs, conducting reviews post-mortems

Fiona McCalligEMEA RAP Lab

Project Lead

Sarah LavenderInterim EMEA Transactional

Reviews Manager(Represents COC/PR; 2/00-4/00)

Fiona McCalligEMEA RAP Lab

Project Lead

Product GroupMarketing Manager

COC ProductManagers

BU Marketing And/or

PR Manager

Sarah LavenderInterim EMEA TransactionalReviews Mgr

Marisa ManheimerWW Project

Manager

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PHASE 1 – CONTAIN AND FIX PHASE 1 Contain and fix current issues (backend)

– Establish processes to contain current reported customer issues– Set expectations with BU’s and CoC’s on systems delivery

ACTIONS – CORE TEAMKick off meeting Core Team Jan 15Fiona and Marisa to set up and co-ordinate frequency

Create quality checklist for evals shipping from RAP LAB Fiona Jan 12Send to Customers for Feedback and execute Fiona/Review Mgr Jan 19Create and publish escalation process for Customers Fiona/Review Mgr Jan 19Specialise resources by product Fiona Jan 19Train and mentor using AMF expertise Marisa

Jan 26EMF RAP Lab capacity analysis – by product by week Fiona Jan 19Forecasted Workload analysis – by month per launch..this is done, right?Marisa Jan 26Establish Metrics for quality, cost and productivity Fiona/Marisa Jan 31Publish systems coverage capacity Review Mgr Jan 31

Notes and AssumptionsA resource from AMF RAP will be in EMF for January to train and mentor personnelAction: Marisa/Per Lund Due: Jan 19A EMEA Reviews manager will be appointed for EMEAAction: Jerele Neeld Due: Jan 19

Status:closed

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PHASE 1 Contain current issues / Set expectationsACTIONS – CORE TEAM

Map current Process & identify weaknesses Core Team Jan 26Meet Eval Team Members in BUs Core Team Feb 5

ACTIONS – EVAL TEAM

Kick off meeting – establish frequency Sarah Feb 12Determine Priorities/Top 10 Target Lists by BU Sarah Feb 12Determine hot BU issues with RAP Lab/Process Sarah/Fiona Feb 19Implement containment fixes Core Team Feb 28

ACTIONS – STEERING TEAM

Kick off bi-weekly newsletter Marisa/Fiona Jan 19Agree project plan Gene/Per/Denis/JereleJan 31Kick off monthly conference call Core Team Jan 31

RED/YELLOW FLAGS– Reviews Manager required on Core Team to ensure communciation flows through CoC’s and BU’s

• Action: Jerele Neele Due: Jan 31– Eval team members must be sourced, named and sponsored by their Management

• Action: Marisa/Per Lund/Jerele Neeld Due: Jan 26– Forecasted workload may reveal capacity issues in Americas & EMF RAP LAB

• Action: Marisa/Fiona to publish capacity to steering team Due: Jan 19

PHASE 1 – CONTAIN AND FIX

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PHASE 2 - IMPROVE PHASE 2 Improve product reviews process for Transactional Products

– Core Team & Eval Team process review & enhancement– Secure funding where necessary

ACTIONS – CORE TEAMEstablish customer priorities Sarah/Fiona Feb 15Determine if current database tools can be rolled out to Bus All Feb 15Synch BU priorities (Top 10 list/editorial calendars) to product launches All Feb 21Map new Transactional process All Feb 21Create and publish plan and costing for approval to steering team All Feb 28(tools, infrastructure, facilities/people, communication)

Implement and measure Core team April 30Note: all plans should include costing for expansion

ACTIONS – EVAL TEAM

Create and publish plan and costing for approval to steering team Marisa Feb 21Implement and measure Eval Team Mar 31Note: all plans should include costing for expansion

ACTIONS – STEERING TEAM

Review Process Improvement Plans Steering teamMar 01

Secure Funding necessary for permanent PR headcount Jerele Neeld Mar 15Secure Funding necessary for additional RAP lab headcount & relo Gene Leonard Mar 15Secure Funding for enhancements to database tools Bob/Per Feb 1

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PHASE 3 - EXPAND PHASE 3

– Expansion plan - Publish and seek approval– Extend to additional BU’s & LOB’s

ACTIONS – CORE TEAMPublish expansion plan to steering committee for approval Jerele/Sarah/Fiona

April 20Execute and Measure June 30

Project sign-off by Steering team July 10