Mike Lloyd [email protected] Microsoft Motion workshop.

Mike Lloyd

[email protected]

Microsoft Motion workshop

Starbucks – Reinventing the Coffee Shop

Quality

Speed

Conve

nienc

e

Fashio

n

Selecti

on

Ambia

nce

Price

Loca

tion

Servic

e

Exper

tise

High

Medium

Low

Em

ph

asis

Starbucks Industry

Microsoft Motion in an IT context

Motion REJ MSF DSI

Envisioning

Plannin

g

Developing

Sta

bilisin

gDeploying

Target Fund Develop Operate

Advances In Management Tools

Analysis: Customer Satisfaction Levels are Static

Q4 1994

Q4 1995

Q4 1996

Q4 1997

Q4 1998

Q4 1999

Q4 2000

Q4 2001

Q4 2002

Q4 2003

Finance/Insurance

74.8 74.1 74.5 74.6 74.4 73.9 74.4 73.3 73.8 74.7

CommercialBanks

74 74 72 71 70 68 70 72 74 75

Wachovia 75 73 71 74 68 68 66 72 73 76

Bank of America

68 67 65 61 62 61 63 68 70 74

Bank One 75 74 69 70 68 66 70 66 70 70

Wells Fargo

69 71 65 62 67 65 67 66 69 68

'So what was the value of ten years of investment in systems and processes?'

Jack Calhoun, CEO Accelare

Analysis: Productivity Investments Don’t Often Deliver

$60k

$80k

$100k

$120k

$130k $140k $150k $160k

Investment per Employee (Total Assets / # of Employees)

Valu

e-A

dd p

er

Em

plo

yee

(Pro

fit

/ #

of

Em

plo

yees)

Gross Value Added Per Employee

20022001

2000

1998

1999

1997

1996

1995

19941993

'You can see the computer age everywhere these days, except in the productivity statistics.'Robert Solow (Nobel laureate in economics), 1999

Analysis: IT is a major obstacle to change

51%

Which items represent significant obstacles for your firm to improve the customer experience it delivers?Trying to change employee behaviour

Getting alignment across the

organisation

Implementing technology

Designing usable interfaces for

customers

Understanding customer needs

Defining a customer experience strategy

Trying to change customer behaviour

Measuring customer experience

Gaining executive commitment

Identifying target customers

60%

57%

49%

43%

37%

31%

31%

21%

17%

35 North American financial services firms with annual revenues of $500m. Source: Forrester Research, Inc. 2006

'CEOs see IT as the single biggest inhibitor for change in their business' (Source: Gartner Survey, November 2005) – quoted by Marc van Eeke

Analysis: flexibility vital to achieve other goals effectively

Go-in, Go-up, Go-out and Only Then… Go-down

Enterprise Integration HubEnterprise Integration Hub

Web Svcs

Business services

Business services

Seg

men

tatio

n

Cus

tom

er A

dmin

Age

nt A

dmin

Cam

paig

n M

gt

Com

mis

sion

Sal

es M

gt

Con

tact

Mgt

Adv

iser

too

ls

Doc

umen

t M

gt.

Con

tent

Mgt

Web Svcs

Web Svcs

Externalweb services

Externalweb services

B2B

Web Svcs

Infrastructure services

Infrastructure servicesO

utpu

ts

Sec

urity

Pro

cess

Mgt

Wor

kflo

w

Dia

ry M

gr

Bus

ines

s R

ules

Ops

Mgm

t

Web Svcs

Common presentation logic

DevicesVoice Wireless Mail

@Email

Defining the business

Defining the business

1. Business capabilities are stable

2. Capabilities that don’t add value can be eliminated

3. IT is a powerful agent for transformational change

Web servicesSOAMotion

Mike Lloyd

[email protected]

What is Microsoft Motion?

The basic module map

CustomersBusiness partners

Customer-facing channel partners

IT providers Financial service providers

1. Develop product or service

2. Generate demand

5. Collaborate

3. Fulfil demand4. Plan and manage

the business

Financial service providers

Customer-facing channel partners

CustomersBusiness partners

IT providers

1. Develop product or service 2. Generate demand

5. Collaboration

3. Fulfil Demand 4. Plan and

manage the

enterprise

3.1 Provide Service

3.2 Advanced Planning

3.3 Procurement

3.4 Produce Product

3.5 Logistics

3.3.1 Sourcing and Supplier Contract Management

3.3.2 PurchasingRequest Resources

Acquire/Purchase Resources

CreatePurchase

Requisitions

PurchaseDirect

Materials &Supplies

PurchaseIndirect

Materials

PurchaseOutsideVendor

Services

PurchaseCapitalGoods

ConsolidateApproved

Requisitionsby Supplier

CreatePurchase

Orders

Choose orDefault

Supplier forGoods

ManageRFI/RFQ/

RFPprocess

ManageOpen to

Buy/BlanketPOs

Verify/Negotiate

Price

ManageRequisition

ApprovaProcessl

PerformEncumbrance

Check

Track OpenPOs

Manage Suppliers

ManageSupplier

Relationships

TrackSupplier

Commitments

MaintainSupplierCatalog

ManagePurchase

ItemCatalog

CreateAuction Bids

ManageAutomaticReplenish-

ment

ManagePurchasing

Methods

Approve& ValidateContract

Payments

ManageBuyer

Performance

Provide SupplierSelf-Help

Module map – business capabilities

Level 53. Fulfill Demand 3.3 Procurement 3.3.2 Purchasing - Request Resources - Create Purchase Requisitions

Createpurchase

requisitions

Request Resources

The module map

Anatomy of a capability

StartStartStartStart

PeoplePeople

PlatformPlatform

ProcessProcess

Encapsulating a capability

Business Business architecturearchitecture

Mike Lloyd

[email protected]

How do you use Microsoft Motion?

Acquisition

6 SigmaBPRCorporate strategy

Why start a Motion project?

Automation

SOA

Problem-Solving

Incremental Change

Governance and Compliance

Core vs. Non-core

Consolidation

Sourcing

Business Architecture Motionproject

Module map

Phase 1Phase 1Establish project contextEstablish project context

Generate Level 2+ capability mapGenerate Level 2+ capability map

Document project context & objectivesDocument project context & objectives

Assess capability performanceAssess capability performance

Gate 1Gate 1 – Go, or no-go? – Go, or no-go?

Motion Project – Phase 1

Deliver finalDeliver finalprojectprojectrecommendationsrecommendations

UnderstandUnderstand'as-is' business 'as-is' business architecturearchitecture

Check completeness of Check completeness of operational, environmental operational, environmental and financial framingand financial framing

Go/no-go?Go/no-go?

Phase 2Capture Business Architecture

Gather existing business and financial documentation

'Go In' – Map relevant Level 2+ capabilities

'Go Up' – Connect capability Levels 1 and 2

'Go Out' – Connect environmental capabilities

Gate 2: Check completeness

Off-Ramp

Motion project – phase 2




Go/no-go?Go/no-go?

Phase 3Complete 'as-is' business architecture

'Go Down' – Cross-reference capabilities to teams, business objectives and financials

Identify capability connectors

Identify service level expectations

Identify people, process and platform views

Workshop: Gate 3 – Understand Business Architecture

Off-Ramp





Go/no-go?Go/no-go?

Phase 4Recommend Next Steps

Identify leverage points and impediments

Select appropriate improvement model

Develop next step recommendation

Identify project opportunities and risks

Deliver final project recommendation





Go/no-go?Go/no-go?

Mike Lloyd [email protected] Microsoft Motion workshop.

Documents

Transcript of Mike Lloyd [email protected] Microsoft Motion workshop.