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The Good, The Bad, and the Ugly - Service Strategies · 2016. 10. 18. · Ugly Sizing Professional...
Transcript of The Good, The Bad, and the Ugly - Service Strategies · 2016. 10. 18. · Ugly Sizing Professional...
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The Good, The Bad and the Ugly
SizingProfessional Services for early stage software
product companies
Charles Rattray, Director, Professional Services - Tideway Systems Inc
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Abstract• Complex software products fall within three extremes:
being perfect; littered with coding bugs; and flawed by poorly implemented business logic. Developing a Services revenue model which remains effective, while the organization transitions towards producing near perfect software, and providing early customers value around their product purchase, can be a challenge. This presentation will outline the issues involved, discuss how this impacts the organization’s success, and how to model and size the Services organization to maximize services revenue from a developing product.
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Agenda – A Case Study Approach• The Challenge for Enterprise Software
Product Buyers today• An Example Software Product• Working with the Product• Resourcing the Deployment• Sizing PS accordingly for Revenue growth• Questions?
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Biggest Challenge for Enterprise Software Buyers Today?
• Answer:
– The Vendor can get away with it!• Personal relationships – personal promises• Promise of direct product influence• What price value?• Consumer ready software – not expected
• But:
– Not for much longer• SaaS• OpenSource• Business customers are consumers
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An Example Enterprise Software Product
FoundationApplication Dependency Mapping
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What is Application Dependency Mapping?
• A usable definition:– ADM is about mapping business applications to your
underlying physical and virtual infrastructure, providing a 360-degree view of how your infrastructure supports your business. It connects disparate technology layers – from business applications to switches and all the dependencies in between – and provides the information in a single, automated view.
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A Reminder of the Challenge
Thousands of physical servers
Hundreds of business
applications
Hundreds of patches per
server
Hundreds of software products
Millions of network
connections
Hundreds of running
processes per server
Thousands of virtual hosts
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IT Staff’s View
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Manual Approach Is Expensive and Inadequate
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© Tideway Systems 2007 10
Automation – Saves Cost / Reduces Risk
A Business-Centric View of IT
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The Solution ‐ Application Dependency & Mapping
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Infrastructure InformationH
ost
Iden
tific
atio
nH
ost
Info
rmat
ion
Full
Dis
cove
rySw
eep
Scan
Software product instanceSoftware elements, interest level*
IP address listSubnet, DNS domainNIS / Windows domainNetwork connection
NameOS versionService pack, patch listModel #Serial #Number of processors and processor typeRAM
Description* Business owner*, support owner*, IT owner*Business continuity critical*, Disaster recovery status*Documentation*Physical location*, room*
Network
Host
Software
Business
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Great Product
• …but unfortunately there are 2 questions
– Does the product work?
– Are there resources to deploy?
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Features of Early Stage Software Products
– The Good• Serves a purpose – saves money / generates revenue
– The Bad• Contains software bugs
– The Ugly• Contains logic flaws
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The Balance between Bugs, Flaws and Perfect Software
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The Position of Early Stage Companies
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…Transitioning
Perfect Software
Logic Flaws
Software Bugs
Revenue:80% Lic + Maint20% PS
Revenue:40% Lic +
Maint60% PS
Separate responsibilities between Support & PSFormalize requirements capture and Product ManagementIntroduce PS Packaged Services to de-risk engagements
Gaining MarketTraction
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The Target
Perfect Software
Logic Flaws
Software Bugs
Revenue:80% Lic + Maint20% PS
Revenue:40% Lic +
Maint60% PS
Outsource basic deploymentDevelop offerings around wider value propositionsMature routes to market, including product downloads
PS as aViable
Revenue Stream
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On a Typical Engagement – 1/3?• Early Stage:
– 80% of Effort Deploying the Product!• 5% Product Setup & Modeling Applications• 35% Working around product bugs/flaws• 20% Meeting customer policy requirements• 40% Deploying Credentials
– 20% of Effort Advising the Customer!• 30% Demonstrating where the discovered data adds value• 70% Learning product and deployment lessons
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On a Typical Engagement – 2/3?• Transition:
– 50% of Effort Deploying the Product!• 30% Product Setup & Integrations & Credentials• 15% Working around product bugs/flaws• 15% Meeting customer policy requirements• 40% Modeling Applications
– 50% of Effort Advising the Customer/Partner!
• 60% Demonstrating where the discovered data adds value• 40% Building revenue generating solutions
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On a Typical Engagement – 3/3?• Target Model:
– 20% of Effort Deploying the Product!• 20% Product Setup & Integrations & Credentials• 15% Working around product bugs/flaws• 45% Meeting customer policy requirements• 20% Modeling Applications
– 80% of Effort Advising the Customer/Partner!
• 100% Demonstrating where the discovered data adds value
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Great Product
• …but unfortunately there are 2 questions
– Does the product work?
– Are there resources to deploy?
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• Product Marketing• Product does 80% of what Marketing say
• Product does 50% of what CEO says
• Product is creating a new category
• Solution – Not shelf ware• Every customer’s environment is special
• Change impacts culture, people & process
• No one extends a purchase on shelf ware
• Transferring Value• Business case for software purchase doesn’t
exist anymore • Customer wants to use – not deploy
• Value is transferred through understanding
Today’s PS Challenges – 1/2
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• Technical Challenges• Blockers which prevent progress
• The product doesn’t do that ‐ yet
• The Competition• Staying one step ahead of the customer
• Staying one step behind Product Engineering
• Thou shall do what the external competition does – really?
• Profitability & Margin• PMs & TCs cost money
• Revenue model – 80 % license + 20% Services
• Sales will give Services away for free
Today’s PS Challenges – 2/2
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Re
PS Team
Product Limitations
Bugs & Flaws
Headcount costs
DeploymentExperience
Reputation
CustomerReference-ability
Revenue Targets
Re-use &Packaged Services
Constraints DemandsMaintaining InternalExpertise
Leveraging ExternalPartner Resource
Constraints/Demands on The PS Team
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BillableWaste
BenchTime
Time
Dem
and
and
Cos
ts
Customer Demand
Dynamic Delivery Team Model
Static AllocationCost Model
Economics of the “Allocation Problem”
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The PS Butterfly Partnership
• Sales
• Product Management
• Engineering
• Support
• VARs
• Technology Partners
• Consultancy
• PS Body Shop
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Engagement FrameworkOutputsDelivery – Opportunity Cycle
Review
Build Relationships
ManageExpectations
Energize
DelightCustomer
Discover Landscape
Reporting
Inputs
Customer Requirement
Tideway Experience
Foundation Capablities
Better Product
Solution Delivery
Engagement Scope
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Build PackagedServices
PS Butterfly
Partnership
Time
Dem
and
and
Cos
ts
Customer Demand
Partner NetworkLeverage InternalResource
Team Size Spectrum
Build team size to be 3 x one engagement
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The Solution
• Focus on getting the product working• Charge Premium Rates for PS time• Maintain a fixed team size which
transitions from deployment experts to value experts
• Grow PS by enabling Partners and Customers
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And Finally….Think Like an Entrepreneur• Use other peoples’ resources
Don’t build out a large PS team based on quota carrier revenue targets, or forecasted backlog, but be ready based on the resources you have access to.
• Enthusiasm goes a long wayPS Body shops get excited about revenue through billable hours only. Instead focus on those partners who are enthusiastic about what the product can achieve.
• Let the CFO worry about cash-flowFocus on reference-ability.
• Know your product inside outBe an extension of the selling machine – your on the same team.
• Think Value!When there is an exchange of value, the $$$$s follow. Focus on enabling your partners and customers – treat them the same – Enable through knowledge share and learning.
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• Do you fully understand the current mix of bugs & flaws in your product or service and what this means to delivery success?
• Can you leverage internal virtual teams and external partner teams?
• Are you focused on enabling partners to sell and deliver for you?
• Can you monitor reference-ability as well as billability and utilization?
• Are you an ‘enabling’ organization?
• Are you ready for Self-Service product downloads
Questions for your PS Organization:
Is Your PS Team Ready?
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Questions?