Transcript Fostering Ad-Hoc Collaboration between Marketing and R&D

Fostering Ad-Hoc Collaboration
Between Marketing and R&D
Departments
(Concurrency Corporation)
Contents
Executive Summary
Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps
2
Background
A consumer product development company, faces a
number of challenges related to interdepartmental
collaboration between the Marketing and R&D
departments, including:
Inefficient communication and collaboration between departments
Long cycle times to address critical issues along the product
development lifecycle
Lack of cross-visibility between the departments, leading to
divergent directions in product development that must be
laboriously reconciled later
Labor intensive preparation for weekly sync meetings between
R&D and Marketing stakeholders to address trivial problems
Critical issues are often not identified until late in the product
development process
The net result of these challenges is increased time to
market, increased product development cost, and lower
product profitability
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Background
Due to lack of frequent collaboration between marketing and R&D
teams, teams working on the same project often diverge and require
time consuming and costly realignment during the product
development process:
Product
Launch
Project Kickoff
Mid-course
Realignment
Meeting
Engagement Participants
Participant Name
Department
Role
(name)
(department)
(title)
(name)
(department)
(title)
(name)
(department)
(title)
(name)
(department)
(title)
(name)
(department)
(title)
(name)
(department)
(title)
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Executive Summary
Concurrency proposes expanding upon your current
Office System deployment to incorporate Ad-Hoc
Collaboration capabilities
Implementing the proposed Ad-Hoc Collaboration solution
will provide you with:
Real-time collaboration between product development
stakeholders within the departments
25% decrease in time to market, from 8 months to 6 months
25% increase in sales due to better, more feature rich products
30% reduction in product development labor time and cost
Anticipated annual benefit to (Contoso) of $250,000
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Executive Summary
By promoting constant Ad-Hoc Collaboration between the Marketing
and R&D teams, you can ensure proper alignment between the
efforts of the two teams
The teams function more as one unit, rather than two separate units
More marketing and engineering data is available earlier in the design
process, which ensures better, more marketable products
Ultimately, this alignment reduces the time, effort, and cost to get
products to market, and increases product revenues:
Marketing Path
Ad-Hoc Collaboration
Project
Kickoff
R&D Path
Product
Launch
Executive Summary
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Executive Summary
9
Contents
Executive Summary
Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps
10
Current State Process Analysis
Product Development Process – Analysis Summary
Assess Product
Opportunity
Design Product
Launch Product
Process Phase
Description
• Marketing identifies new product
development opportunity
• R&D and Marketing assess
development strategies & product
features through email and
structured face-to-face meetings
• If product is technically feasible and
marketable, both groups begin
product development effort
• Marketing and R&D stakeholders
conduct monthly sync meetings to
assess progress, realign objectives,
and solve problems
• R&D designs the product
• Marketing develops marketing plans
and campaign materials based on the
product design
• R&D finalizes design and turns
designs over to manufacturing
• Marketing researches final designs,
works with R&D SMEs to finalize
marketing materials
Key Stakeholders
• R&D Managers
• Marketing Managers
•
•
•
•
•
•
•
•
High-Level
Problems Identified
• Long cycle time during conceptual
design phase, as R&D and
Marketing assess cost, technical
feasibility, and marketability of
product features
• Long cycle time to develop product
specifications
• Laborious process to plan initial kickoff, technical assessments, and
planning meetings
• Inconsistent communication and
collaboration leads to problems with
both the features included in the
product design, and the marketing
emphasis for the product
• Problems are resolved on a monthly,
rather than continuous basis, adding
cycle time to the design process
• Laborious process to plan weekly sync
meetings
• Critical issues are often only identified
in the last design phase, delaying
product launch
• No easy way to disseminate product
knowledge, leads to repetition of errors
• Laborious and time consuming process
for marketing team to research final
product specifications and create
marketing material
Impact
• Delays during early design allow
competition to beat Contoso to
market
• Important design features which affect
product marketability are removed
• Marketing cannot adequately articulate
the benefits of product features
• Impacts time to market and product
profitability
R&D Managers
Marketing Managers
R&D Staff
Marketing Staff
R&D Managers
Marketing Managers
R&D Staff
Marketing Staff
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Current State Process Diagram
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Current State Process Diagram
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Current State Process Diagram
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Contents
Executive Summary
Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps
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FutureProduct
State
Process
Analysis
Development Process – Analysis Summary
– Assess
AnalysisProduct
Summary
Opportunity
Design Product
Launch Product
New Process Phase
Description
• Marketing identifies new product
opportunities
• Marketing communicates with R&D
SMEs through IM and SharePoint
2010 collaboration spaces to quickly
assess product feature alternatives
• R&D Engineers collaborate with
Marketing SMEs on an ad-hoc basis
via IM and SharePoint sites
• Managers conduct ad-hoc reviews
via Live Meeting
• As product designs and marketing
emphasis are solidified, both teams
update a common Wiki
• Information is continuously passed
between the departments, ensuring
alignment in development efforts
• R&D and Marketing staff use Wikis
IMs with SMEs, Live Meetings, and
SharePoint Expertise Search to
more easily locate and disseminate
vital product information
• Marketing and R&D staff routinely
update product Wikis and blogs to
keep each team up-to-date on
current product features
• Marketing team finalizes marketing
material based on Wiki and blog
data
Key Stakeholders
• R&D Managers
• Marketing Managers
•
•
•
•
•
•
•
•
High-Level
Improvements
• Marketing and R&D teams can
quickly assess new technologies
and develop product specifications
• Better alignment of efforts reduces
downstream labor and cycle time
• Better distribution of product
knowledge during the process
reduces product finalization and
launch efforts
• Better distribution of product
knowledge leads to better, more
marketable products
• Critical issues are identified earlier
• Product launch efforts are reduced
Impact / Benefit
• Reduction in cost and time to market
• Reduction in cost and time to market
• Increase in product sales
• Reduction in cost and time to market
• Increase in product sales
R&D Managers
Marketing Managers
R&D Staff
Marketing Staff
R&D Managers
Marketing Managers
R&D Staff
Marketing Staff
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Prioritized Process Solutions
High 5
Deploy SharePoint Server 2010
(SharePoint Server 2010 )
Deploy Office Communication
Server 2007 R2
(Office Communication Server 2007 R2 )
Level
3
Of
Complexity
Enable advanced SharePoint Features:
Blogs, Wikis, Expertise Search, Presence
(Office Communication Server 2007 R2,
SharePoint Server 2010 )
Low
1
1
Low
3
Value to Business
5
High
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Future State Process Diagram
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Future State Process Diagram
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Contents
Executive Summary
Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps
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Anticipated Benefits - Process
ID
1
2
3
Process
Phase
Assess
Product
Opportunity
Design
Product
Launch
Product
Improvement Description
Benefits
Technology
Leveraged
KPI Impact(s)
Affected
Stakeholders
• Marketing identifies new product
opportunities
• Marketing communicates with R&D
SMEs through IM and SharePoint
2010 collaboration spaces to quickly
assess product feature alternatives
• Marketing and
R&D teams can
quickly assess
new technologies
and develop
product
specifications
• Project
Server 2010
• SharePoint
Server 2010
with Excel
Services
• 50% reduction
in phase cycle
time
• 50% reduction
in phase labor
cost
• Marketing
Staff
• R&D Staff
• R&D Engineers collaborate with
Marketing SMEs on an ad-hoc basis
via IM and SharePoint sites
• Managers conduct ad-hoc reviews via
Live Meeting
• As product designs and marketing
emphasis are solidified, both teams
update a common Wiki
• Information is continuously passed
between the departments, ensuring
alignment in development efforts
• Better alignment
of efforts
• Better distribution
of product
knowledge
• Exchange
Server 2010
• Project
Server 2010
• 25% reduction
in phase cycle
time
• 25% reduction
in phase labor
cost
• Marketing
Staff
• R&D Staff
• R&D and Marketing staff use Wikis
IMs with SMEs, Live Meetings, and
SharePoint Expertise Search to more
easily locate and disseminate vital
product information
• Marketing and R&D staff routinely
update product Wikis and blogs to
keep each team up-to-date on current
product features
• Marketing team finalizes marketing
material based on Wiki and blog data
• Critical issues
are identified
earlier
• R&D staff use
Wikis and IMs
with SMEs to
more easily
disseminate vital
product
information
• SharePoint
Server 2010
• Office
Communicati
on Server
2007 R2
• 25% reduction
in phase cycle
time
• 75% reduction
in phase labor
cost
• Marketing
Staff
• R&D Staff
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Anticipated Benefits - Financial
ID
1
2
3
Process
Phase
Improvement Description
Estimated
Revenue Increase
Estimated Cost
Decrease
Begin New
Product
Development
Effort
• Marketing identifies new product
opportunities
• Marketing communicates with R&D
SMEs through IM and SharePoint 2010
collaboration spaces to quickly assess
product feature alternatives
$50,000
Design Product
• R&D Engineers collaborate with
Marketing SMEs on an ad-hoc basis
via IM and SharePoint sites
• Managers conduct ad-hoc reviews via
Live Meeting
• As product designs and marketing
emphasis are solidified, both teams
update a common Wiki
• Information is continuously passed
between the departments, ensuring
alignment in development efforts
$100,000
Launch Product
• R&D and Marketing staff use Wikis
IMs with SMEs, Live Meetings, and
SharePoint Expertise Search to more
easily locate and disseminate vital
product information
• Marketing and R&D staff routinely
update product Wikis and blogs to keep
each team up-to-date on current
product features
• Marketing team finalizes marketing
material based on Wiki and blog data
Total Benefit
$100,000
Total Estimated
Benefits
$250,000
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Anticipated Costs
Cost Area
Component
Software
Additional CALs
Server Licenses for Project Server 2010
$20,000
-
Hardware
2 Additional Servers
$6,000
-
Training
Information Worker Training
$30,000
-
Deployment
Solution roll-out and implementation
$100,000
-
Other
N/A
-
-
$156,000
N/A
Total
One-Time Costs
Ongoing-Costs
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Contents
Executive Summary
Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps
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Adoption & Implementation
Planning Summary
ID
Improvement
Description
Resources Required
Implementation
Owner
Additional
Stakeholders
1
Deploy SharePoint Server
2010
• IT department resources for solution
development and/or project management
• Marketing and R&D volunteers for pilot
testing
• Director of IT
• R&D Staff
• Marketing Staff
2
Deploy Office
Communication
Server 2007 R2
• IT department resources for solution
development and/or project management
• Marketing and R&D volunteers for pilot
testing
• Director of IT
• R&D Staff
• Marketing Staff
3
Enable advanced
SharePoint Features:
Blogs, Wikis, Expertise
Search, Presence
• IT department resources for solution
development and/or project management
• Marketing and R&D volunteers for pilot
testing
• Director of IT
• R&D Staff
• Marketing Staff
Notes
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Project Plan
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Potential Adoption Roadblocks
Stakeholder
Group
Anticipated Resistance to Change
Degree to which
Resistance will Limit
Initiative Success
Mitigation actions
Technical
IT Department
N/A
N/A
N/A
Departmental
Analysts
Some reluctance to use new tools
Mid
•Develop brief training
document and FAQ
LOB Managers
Some reluctance to use new tools
Mid
•Develop brief training
document and FAQ
Departmental
Manager
Some reluctance to use new tools
Low
•Develop brief training
document and FAQ
IT Department
Strong ownership of multiple process phases;
feels that current process is “good enough”
Mid
•Reward involvement in
deployment and participation
Departmental
Analysts
Staff may be reluctant to change current
business practices
Low
•Highlight time saving benefits
of solution
LOB Managers
Departments have realized limited value from
analytics and reporting solutions to date; concern
that new solution will repeat problems of previous
solutions
Departmental
Manager
Interested in bottom line; show me the money
Cultural
Mid
Mid
•Highlight short-term and longterm process and information
benefits
•Monitor and report on ongoing
performance
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Adoption Roadblock Mitigation
Actions by Stakeholder
Adoption
Category
Awareness
Value
Demonstration
Integration &
Alignment
IT Department
Departmental Analysts
LOB Managers
Departmental Manager
Awareness generating
communications via email,
newsletters, manager
meetings, etc., targeted to
stakeholder group and
concerns
Awareness generating
communications via
email, newsletters,
manager meetings, etc.,
targeted to stakeholder
group and concerns
Awareness generating
communications via
email, newsletters,
manager meetings, etc.,
targeted to stakeholder
group and concerns
Awareness generating
communications via email,
newsletters, manager
meetings, etc., targeted to
stakeholder group and
concerns
Emphasize performance
process and productivity
improvements to
department as well as
economic cost and
implementation timeline.
Demonstrate
improvement in
productivity through
quick hits and quick
wins; also show overall
process improvements
and reduced impact on
staff. Provide useful
tactical training to
support roll-out.
Demonstrate
improvement in
productivity through
quick hits and quick
wins; also show overall
process improvements
and reduced impact on
staff. Provide useful
tactical training to
support roll-out.
Demonstrate both
improvement in
productivity through quick
hits and quick wins; also
show overall process
improvements. Provide
useful tactical training to
support roll-out.
Ensure proposed
solutions/ initiatives are
aligned with both with
business and IT strategy
and direction
Ensure proposed
solutions/ initiatives are
aligned with both with
business and IT strategy
and direction
Ensure proposed
solutions/ initiatives are
aligned with both with
business and IT strategy
and direction
Ensure proposed
solutions/ initiatives are
aligned with both with
business and IT strategy
and direction
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Contents
Executive Summary
Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps
29
Next Steps
Review presentation and proposal with decision
maker(s) and stakeholders for approval
Consider a SharePoint Deployment Planning
Services (SDPS) follow-up engagement
Execute work order for project
Schedule kick off meeting for week of _____ and
weekly status meetings
Propose schedule:
A) Deadlines for initial milestones, or
B) Date to finalize initial milestones
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