Technology Solution Leadership

New Year, New Ideas!

noreply@blogger.com (Margaret Thomas) — Sun, 02 Jan 2011 16:20:00 +0000

January rings in a new year filled with possibilities.

What new ideas are you generating as a Technology Solution Leader?

Here is a quick checklist to get your ideas out of your head and into full implementation:

Do your ideas (concrete or abstract) include key benefits?
Where are your ideas coming from? Are you including leadership, stakeholders, portfolio managers? How about public, consumers, social media, and other populations such as competitors?
Are you balancing ideas with the feasibility of actually implementing them?
How are your ideas being communicated? Do you have a champion, communication plan, and the necessary business disciple to drive the idea to successful implementation?

Get started with your technology solution leadership ideas today!

Cloud + Mobile + Social: why the plain ole Cloud isn't enough

noreply@blogger.com (Margaret Thomas) — Tue, 19 Oct 2010 15:40:00 +0000

The Solutionist must include a strategy for Mobile and Social along with a Cloud Computing strategy. Here's why:

Your business demands solutions that reduce total cost of ownership. You must provide solutions that are business-focused, nimble, scalable. Solutions must be mobile. Solutions must connect teams (co-workers / customers).

EA stack for Cloud + Mobile + Social

Cloud Computing: NIMBY (not in my backyard)

Cloud Computing is here whether or not you've decided on it. Solutions provide a solid TCO story.

•Use “hosted”, pre-built, configurable business tools to get going quickly
•Provides secured access to shared computer systems, kind of like we all share electricity or water
•Pay only for what you use: scale, scale, scale
•Implement robust systems without a large capital investment in computer resources (infrastructure/people)
•Adapt quickly to changing trends

Solutions readily available for CRM, ERP, and back office solutions. See Google Apps, Microsoft Online, salesforce.com, and many other cloud solutions for business applications.

Cloud + Mobile: Anywhere, Here, Now

In addition to mobile hardware and carrier solutions, The Solutionist must determine the mobile application solution
•Users are mobile
•Tap into growing location-based solutions
•Technology innovation growing faster for mobile than for PCs

Coupons, Offers, Maps, directions, Voice Calls, Texting, Internet access, “Apps”, Any mobile device

Cloud + Mobile + Social: With Co-workers & Customers

Rapid changes in SEO and virtual teams create opportunities for The Solutionist to go social
•Users are social
•Integrate with tools they are already using
•Reduce the number of clicks it takes to get work done
•Use the power of social tools to create viral interests
•Document management, SEO (search engine optimization) through social tools (based on number of “likes”)
•Get feedback from users
•Location based solutions for teams

Technology Management for Small Business

noreply@blogger.com (Margaret Thomas) — Tue, 12 Oct 2010 03:43:00 +0000

Think solution architecture is only for big business? Take a moment to see how solution leadership works for small business too:

Technology Management for Small Business

View more presentations from Margaret Thomas.

Welcome!

noreply@blogger.com (Margaret Thomas) — Mon, 01 Feb 2010 16:15:00 +0000

Welcome to the ultimate Technology Solution Leadership blog. Here you will find straight-forward advice from “The Solutionist” on how to create long term value through technology solutions.

If you are an aspiring solution architect or IT manager, take a look at this digest on how to design and lead solutions. You will learn how to acquire and implement solutions that align with the enterprise strategy, business, and IT goals. You will be able to create an enterprise architecture which provides clear-value solutions evidenced in an IT scorecard.

The Solutionist focuses on the enterprise architecture and system development life cycle(s) required to acquire and implement solutions and create long term value to the enterprise.

Before getting started you may want a background on some definitions:

Introduction

noreply@blogger.com (Margaret Thomas) — Mon, 01 Feb 2010 16:10:00 +0000

The Solutionist creates value by providing alignment in three areas:

Solution Process
Enterprise Architecture
Business Domain Areas

A Solution Process is the set of standards and methodologies used by the enterprise to ensure business ideas ultimately lead to solutions that create long term value.

The CoBIT (Control Objectives for Information and related Technology governance framework is often implemented to assure overall control.
The ITIL (IT Service Management) framework is often used as an approach to standardized practices.

Agreeing the solution process is important because it creates a common language for the entire team.

A framework for the Enterprise Architecture aligns technology areas to be addressed for all solutions including integrations across multiple solutions. All solutions address each layer, special care is given to the integrations and dependencies required across solutions.

Business process
Data
Applications
Technology

Business Domain Areas provide functional opportunities for the solution. This is a broad topic controlled by the nature of the enterprise, such as its size, industry, and maturity.

Solutions are selected and sized based on the long term value provided to the enterprise.

For purposes of this article, business domains have been grouped into four areas. Note: this is not an indication of organization or system implementation but rather a grouping of functions for illustrative purposes.

Executive, Business Intelligence, Public Relations

Executive Team, Board of Directors
Communication and Public Relations
Economics, Politics, Society and Culture, International Relations
Risk Management and Disaster Planning
Social Responsibility, Environmental Impacts and Hazards
Information and Knowledge Management, Business Intelligence

Business Development, Commercial Team, Customers

Business Development
Marketing and Brand Management
Creative and Advertising
Innovation & Strategy
Research, Product Development and Engineering
Sales, Customer Management, Customer Experience

Operations

Strategic sourcing
Manufacturing, Distribution, Logistics, Customs
Customer Service
Quality Control, Standards, Methodologies, Continuous Improvement

Administrative

Legal, Intellectual Property, Agreements, Contracts, Insurance, Negotiations, Conflicts
Administration, People, Human Resources
Learning Management and Employee Training
Accounting and Finance
Compliance
Security & Safety
Information Technology & Telecommunications
Records Management, Documentation

Solution Ideation

noreply@blogger.com (Margaret Thomas) — Mon, 01 Feb 2010 16:00:00 +0000

Ideas for solutions form if there is a problem to be solved. The process of soliciting, generating, designing, and communicating ideas start with Solution Ideation.

Solution Ideation is important in creating long term value because ideas are aligned to business problems as defined by solicited sources.

The Solutionist starts with an idea (concrete or abstract) which becomes the key message and should include key benefits, important for communicating the need for a solution.

Idea Solicitation

There is an emerging trend to solicit ideas from the public, consumers, social networks, and other large populations in addition to traditional methods of getting ideas from leadership, stakeholders, and portfolio managers.

Idea Generation
Ideas are generated based on a prioritization scheme. Sometimes a broad base such as customers, consumers, and end users are asked to suggest and votes on ideas, assuming ideas with broad appeal are good. Traditionally ideas are generated using a variety of methods:

SWOT (strength, weaknesses, opportunities, threats)
Mandates, such as legal or contractual requirements
Business Goals that "cascade" or breakdown into specific solution ideas

The feasibility of an idea is studied for its practicality:

Engineering/Business Fit (benefits, probability of adopton)
Cost
Time

Idea Design
If an idea looks good and looks feasible, it can be designed at a high level. This is not to be confused as a technical schematic, but rather a visionary "story board" of what the solution would provide. Often a Business Case document is completed to describe the idea and to demonstrate its potential value.

Concept, Story board, Prototype
Business Benefits
Financials including return on investment (ROI)
Estimate to Complete
Integrations and Dependencies
Risks
Alternatives

Communicating Ideas
This is typically the most cumbersome step. Many a great idea goes nowhere because its champions don't communicate the idea in to the right people with the right information. Ideas that are good, have a high level design, and a compelling business case also need:

Champion - person or team who believes in the idea and has the positional and referent authority to influence the decision-makers to approve the idea.
Communication plan - clear messages, meetings, schedules, conversations to ensure champions, decision makers, and stakeholders understand the idea
Business discipline - leadership support of the ideation and decision making processes

Creating Solution Opportunities

noreply@blogger.com (Margaret Thomas) — Mon, 01 Feb 2010 15:50:00 +0000

The Solutionist creates Solution Opportunities for each Business Domain. Start by determining domains based on the organization, size, industry, and maturity of the enterprise. Opportunities have varying spans and structures based on these needs.

For purposes of this article, business domains have been grouped into four areas. Note: this is not an indication of organization or system implementation but rather a grouping of functions for illustrative purposes.

Executive, Business Intelligence, Public Relations
Business Development, Commercial Team, Customers
Operations
Administrative

Opportunity Span
There are many common services that apply across most domains, for example employee access to a personal computer or telephone. Some services apply to one or two domains such as accounts payable. Some domains roll up to or integrate with other functions, thereby requiring a common architecture. Some business functions are repeatable with predictable inputs and outputs, thus easier to automate.

Opportunity Structure
Historically, administrative and operational functions have been automated through technology solutions due to their repeatability and predictability. Recent trends in technology including business intelligence, social networks, mobile devices, collaboration tools, and cloud computing provide solutions for more dynamic applications.

Break It Down!
For a large organization it is nearly impossible to map out all existing and desired solutions while assuring common services and proper integrations. But we can try!

Inventory the high level functions for each domain
Document solution opportunities

Example Solution Opportunity List

Executive, Business Intelligence, Public Relations

Business Development, Commercial Team, Customers

Operations

Administrative

Creating the Enterprise Architecture Master Plan

noreply@blogger.com (Margaret Thomas) — Mon, 01 Feb 2010 15:45:00 +0000

Once Solution Opportunities are defined, it is time to create the Enterprise Architecture (EA) Master Plan:

Document high level business processes, with special notation for roll up/drill down requirements and integration points
Determine high level application functional areas
Establish a Business Data Dictionary
Ensure the technology infrastructure can support the proposed solution

The EA stack has traditionally been depicted as a pyramid, with the technology infrastructure consuming the a large part of IT's budget, focus, and service delivery.

With the emergence of cloud, mobile, and configurable vendor solutions, the Solutionist strives to define the EA downward from business process, creating a taller, narrower EA pyramid using a Roadmap approach . This provides a greater opportunity to focus on business process.

Contents of the EA Master Plan

Business Processes including roll up/drill down and integration points

Diagram of Business Operating Model that describes business functions and organization
Business Process Map including integrations, dependencies, and overall flows, timing, and ownership
Existing State: restrictions, commitments, and partnerships with vendors and strategic sourcing

Business Data Dictionary

Conceptual data model that depicts major subject areas, entities, and relationships of information across the enterprise
Business data dictionary including a common vocabulary for major data elements including a cross reference for common data elements with multiple names and vice versa

Application functional areas

Inventory of software applications including business purpose and integrations between systems, both external and internal
Cross-reference for software applications to business purpose (systems that are used in more than one and multiple systems providing similar functions)

Technology infrastructure

Physical hardware maps, both internal data centers and hosted/cloud services
Networks and connectivity diagrams
Inventory of Operating systems, database systems, middleware, utility software, programming languages
Security solutions
Inventory of User hardware (PC's, laptops, mobile)

Roadmap

Overall strategy tied to business objectives
Short and long term objectives for getting from existing state to future state
Governance plan
Gaps and overlaps with high level opportunities and risks
Prioritization and catagorization of projects required to execute the roadmap

Solution Process Checklist

noreply@blogger.com (Margaret Thomas) — Mon, 01 Feb 2010 15:30:00 +0000

There are many frameworks, methodologies, approaches, standards, fads, and trends for defining "HOW TO" go about delivering solutions that provide long term value to the enterprise. This article is not going to be another "HOW TO" but rather your checklist to make sure your bases are covered no matter the approach used!

The Solutionist is nimble and can work in any environment, adapting to changing methods and procedures while assuring coverage of critical elements for solution development.

Solution Process Checklist

Ideation
Opportunities
Master Plan

Solution Identification and Prioritization
Procurement
Develop, select, build, buy solutions (both software and infrastructure)
Testing
Solution Operating Model (Knowledge Transfer Plan, Operations and Maintenance)
Change Control
Production Readiness & Go Live

Long Term Value

Roles and Responsibilities

Enterprise Architecture - execution and maintenance of ideation, opportunities, and the master plan
Program Management Office (PMO) - prioritization of competing solution proposals, program funding, return on investment reporting, methodology standards, scorecard metrics
Application Development - execution of the system development life cycle
CIO - communication / scorecard report of long term value to the enterprise

Future blogs will detail the system development life cycle and measurement of long term value. Stay tuned!

How to Lead a CRM Solution

noreply@blogger.com (Margaret Thomas) — Mon, 01 Feb 2010 14:30:00 +0000

Customer Relationship Management (CRM) is the organization, business process, and technology solution around how to handle customer interactions including sales and marketing functions and integrations with finance, supply chain, and customer service.

Before getting started with a CRM approach, The Solutionist assures alignment with overall Enterprise Architecture Master Plan.

Note: this posting is not about project management but rather leadership of solution development. Refer to "A Simple Plan" on ensuring project management services are in place.

Solution Identification and Prioritization: The scope of CRM can be very broad or very narrow, ranging from full sales force, campaign, and customer service automation and integration with supply chain and finance functions to a small utility to help teams manage their leads or service calls. It is important to identify the scope of the solution that is in line with the EA Master Plan, business objectives, and budget. As with many inititaves, there is a HIGH RATE OF FAILURE for CRM implementations because scope, change management, and prioritization are not managed effectively.

Engage with sponsors, stakeholders and enterprise architects in a discovery session to explore the following subject areas. Determine the importance, depth, integration requirements, and feasibility of implementing each function. Create a business case and solution roadmap, ensuring agreement and sign off by the sponsor team:

click on chart to enlarge

Marketing life cycle (consumers, trends, brands, campaigns, leads, advertising, promotions, merchandising, activation)
Account management life cycle (lead conversion, accounts, contacts, customer/product mix)
Sales life cycle (opportunities, products, pricing, quotes, sales orders, closing)
Customer service (calls, solutions, tickets, self-service, feedback)
Integrations (supply chain, order management, finance, top line reporting)
Consumer and Customer Interactions (social media, key messages, online targeting, ideas)
Insights and Analytics (team productivity, segmentation for products and customers, insights and analytics of internal and external trends)

Solution Selection Scorecard: Compare alternatives using a weighted scorecard. In a spreadsheet, list features down the left with the importance of each, alternatives across the top with a rating of how they satisfy each feature. Importance X Rating = Score. Make sure one of the alternatives is to "do nothing".

click on chart to enlarge

Features: (list in left column)

Change expectations: Are we foundationally changing the way we sell, market, or interact with customers and consumers? Or enhance the existing process with modern tools and technology? This is critical topic as it may require significant change management expertise to actually effect the change.
Sophistication, mix, and diversity of the customers and sales teams: Are the customers and sales team highly automated in one region and less automated in others? This can depend on industry, geography, and culture.
Importance of integration or uniformity across geographies, languages, currencies, lines of business. Must all employees use the same processes, methods and procedures? Where can there be differences? What must be common across the region? How do results roll up for top-line reporting?
Timeline for going live: do you have 18 months or 4 weeks to implement?
Types of products and services being sold: Are these complex materials with intricate dependencies? produce to order? services? off the shelf? Are there integration requirements with the supply chain material master? Raw materials, finished goods? Packaging? Artwork? Perishable? Seasonal?
Generally accepted methods for selling and pricing in this industry and geography. Is it ok to have localized business practices or is there a need for more common practices? To what degree do local and regional preferences need to be managed? How are customers and accounts awarded to sales teams?
Geography and territory of sales team (face to face, phones, Internet, appointments, cold calls). How exactly do the teams operate? Home offices? Site visits to retail stores, institutions, or homes? Travel? Presentations? Email? Is language, distance, online or cell phone access a barrier?
Marketing channels and distribution model - how are products and product information actually getting in front of consumers and customers? Are sales to a retailer, wholesaler or distributor, on routes, at special events, through the Internet or phone? Inbound? Outbound?
Consumer insights - is there a need for subscription services and business intelligence to analyze and deliver insights? How will this information be distributed to users?
Marketing, advertising, and brand information - how is the sales team being trained on brands and advertising campaigns? How are regional marketing campaigns being executed and funded? What type of activation programs are being executed? What type of merchandising is needed?
Consumers and leads - how are leads discovered and managed? Web? Inbound calls? Conferences and conventions? How are leads rated, routed, and converted to accounts?

Alternatives: (list across the top)

Build vs. Buy - start by assuming a "buy + some modifications and integrations" solution. This is usually the middle ground alternative. Most organizations believe their way of doing things is too unique and critical to fit into a pre-configured solution. Indeed it may be more expensive to change the behaviors to fit the system than the converse. The choice to "do nothing" is not always a bad choice! Alternatives are typically:

Do Nothing
Buy + limited configuration changes
Buy + some modifications
Buy + modifications and integration with finance, supply chain, others
Build stand alone solution
Build solution integrated with finance, supply chain, others

Platform Choices:

Whether a solution is purchased or built, alternative is selected is dependent on the EA Master Plan, the budget, and the features required. Additional considerations for selecting a platform:

Appetite for implementing subscription-based, software as a service (SaaS), cloud computing
Existing finance and supply chain systems, requirements for integration
Existing licensing and strategic sourcing commitments
Ability to build and support custom solutions

Vendor Choices:

Start with the obvious. If you are determining a solution for a large enterprise, there may already be licensing or a foundational system in place that make sense from a budget or integration perspective. If the solution is for a smaller organization, consider a subscription-based, software as a service (SaaS) solution.

Oracle
SAP
salesforce.com
Microsoft
Amdocs
Others

Expected Long Term Value to the Enterprise:

Build and maintain periodic updates to a fact-based business case including a detailed ROI (return on investment) and TCO (total cost of ownership). Focus on the cost of "doing nothing", especially alignment with business objectives and competition.

Costs

Project and change management (communication, training, business discipline, process change)
Licensing and/or infrastructure
Development and configuration
Long term support

Benefits

Increased sales (# closes, increased quality with customers, shorter cycles)
Ability to enter new markets, introduce new products or promotions
Competitive advantage
Increased customer and consumer satisfaction
Increased efficiencies
Ability to gain insight on effectiveness of sales practices and marketing campaigns
Alignment with business objectives

Risks

Likelihood cost / benefit predictions are accurate. Try not to understate costs and overstate benefits.
What could go wrong
Continuity and contingency plans

Looking for success stories for brand and marketing team collaboration

noreply@blogger.com (Margaret Thomas) — Mon, 01 Feb 2010 14:15:00 +0000

Advances and adoption of social media create new opportunities …a new way to collaborate beyond authoritative “need to know” and into “good to know”: enriching and engaging relationships in our community.

We are looking for some success stories for brand and marketing team collaboration (large international consumer brands if possible) -- know of any?

What does 'good' and 'good enough' look like?

What online communities and social media tools have been adopted, used, and improved the way small teams have worked?

How do we create a capability to provide a community that allows members to build and share information:

Structured / official
Unstructured / social / recent / trend

To a wide variety of people who are invited into our Community:
Internal / partners / distributors / agencies / others