Tài liệu E-business 2.0: Roadmap for Success - Chapter 14 pptx

Mobilizing the
Organization: Tactical
Execution
Chapter Fourteen
Chapter Fourteen

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Introduction
Introduction
Visionary companies consistently out-execute
competition
–
GE, Wal-Mart
–
Combine winning strategy, talent and execution to support
strategy, and integrated transition from old to new ways of
doing things
This chapter’s focus: Execution
–
How, What and When
Fast turnaround of e-business projects will separate
winners from also-rans
–
Financial costs of delays or mismanagement huge
–
Lost opportunity costs of being late to market even higher
–

Kmart and example of bad e-business execution

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Roadmap to Tactical Execution
Roadmap to Tactical Execution
E-Business design and
software projects must be
closely intertwined
–
e-Business requires well
integrated processes that
are built on software, not
traditional foundation of
people
–
Do the tactical efforts
support the business
model?
–
Do the tactical efforts
reflect changes in thinking
about the business
model?
E-Business Roadmap
Vision &
Strategy

Blueprint
Planning
Tactical
Execution
Adoption
Management

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E-Business Tactical Execution
E-Business Tactical Execution
Technology and
Application
Capabilities
Organizational
Capabilities and
Limitations
e-Business
Blueprint
Tactical e-Project
Management
Architecture and
Implementation
Plan
e-Business
Infostructure
Adoption

Management
e-Business
Development
Measurement
for Evergreen
Strategy

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Tactical e-Project Management
Tactical e-Project Management
•
Transition to e-Business needs tightly coordinated
approach
–
Caveat: Traditional app execution characterized by number of
groups working on various aspects of an issue but not talking
•
e-Project mgmt to bring order to chaos
•
Different from traditional project mgmt because of new
challenges
–
Speed
–
Resources
–

Requirements
–
Release cycles
–
Technology
•
Do the projects reflect changes in thinking about the
business model?

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Process Overview
Process Overview
Define and
Organize the
Project
Execution and
Close Down
Plan the Project
Establish project
team
Determine project
objective
Assemble the
project definition
document
Get project

approval
Develop work
breakdown
structure
Develop project
schedule
Gather detailed
project
requirements
Analyze resources
Prepare cost
analysis
Collect project
status data
Complete project
closing activities
Planning and
Managing
Projects
Conduct post
project review
Maintain, Monitor
and Control

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The Intangibles: Continuous Project

The Intangibles: Continuous Project
Communication
Communication
A project communication plan necessary for a
project to function like a well-oiled machine
–
to keep mgmt, customers, and team members
informed of project’s status and milestones at risk of
being missed
–
Identifies all persons concerned with the project and
develops follow-up activities to keep them involved
–
Assigns communication responsibilities and
process for keeping everyone informed

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e-Development Process
e-Development Process
Opportunity
Generation
Solution
Evaluation
Customer
Requirements
Resource

Mobilization
Scope/
Feasibility
Requirements
Prototyping
e-Process
Redesign
Implementation
Maintenance/
Support

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Opportunity Generation: What Customer
Opportunity Generation: What Customer
Pain Are We Solving?
Pain Are We Solving?
Projects must be built around opportunities for
addressing customer needs
–
Classify: Pain killer or vitamin?
–
Most significant opportunities also simple: transactions in
everyday life that could be simplified
–
Opportunities for relieving customer pain may be collected
passively, but firms should also generate opportunities

actively
Many ways to identify opportunities
–
Annual mgmt brainstorming retreat
–
Let employees develop opportunities
–
Strategic document outlining opportunities: “slots”
–
Survey of customers by consulting firm
Few execs take customer’s perspective
–
Trying to reduce pain for themselves

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Solution Evaluation: How Can We Alleviate
Solution Evaluation: How Can We Alleviate
the Customer Pain?
the Customer Pain?
Element Questions
What
•
Which customer processes are involved?
•
What is wrong?
•What is the opportunity in terms of customer problems,

competitive pressures, internal inefficiencies, lack of new
features in products, or unmanageable complexity in
processes?
Where/When •Where do we observe the problem?
•
Are there any service or infrastructure implications?
•Under what conditions do we observe the problem?
How big
•
How big is the problem/opportunity?
•What is the cost of these problems in terms of lost revenue,
expenses, speed, or morale?
•
How will we measure it?
•Will the solution require the customer to change process or
culture?

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Getting Detailed Requirements Right
Getting Detailed Requirements Right
Successful e-business strategies fueled by deep
understanding of the customer processes and pain
points
–
“Lack of attention at this step will cause problems downstream
that result in project derailment.”

Failed strategies fueled by a lack of ability to see below
the surface
–
Technology changes quickly but underlying customer needs
do not
Categories of customer requirements
–
Strategic, “forward thinking” that market has not asked for yet
–
Customer-driven, “requested” requirements
–
Technology-driven
–
“Feature complete” requirements to add bells and whistles