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Business Value Planning Service. November 2010 Partner Overview Deck. Current Situation and Context. BVPS Overview. What is BVPS...? Partner initiative where partners deliver a 3, 5, 10 or 15 day service engagement to drive customer adoption and create new Partner Services opportunities.

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Business value planning service

Business Value Planning Service

November 2010 Partner Overview Deck



Bvps overview
BVPS Overview

What is BVPS...?

Partner initiative where partners deliver a 3, 5, 10 or 15 day service engagement to drive customer adoption and create new Partner Services opportunities.

Inexpensive engagements designed to scale, with costs equivalent to xDPS

Easy for the customers to consume since the offer is the same regardless of partner

Joint Investment model where Microsoft and Partner share cost

Focuses on a number of key business process areas

Targets customers who WANT to adopt


Bvps overview cont
BVPS Overview (cont.)

BVPS’s Goals

  • Increase Partner Service Revenue

  • Decrease cost/uncertainty of adoption

  • Create a customized IW Solution Adoption Plan

  • Develop relationship between customer and partner

  • Demonstrate Adoption Best Practices


Bvps overview cont1
BVPS Overview (cont.)

Description: Roll-out the BVPS Initiative to build Customer awareness and demandGoal: Drive demand for Partner-led BVPS Strategy Briefing

  • Description: A Partner meets with a small group of Customers (< 25) to present and demonstrate the business value of IW technologies and Partner Services for 1 ½ to 2-Hour Briefing (short breakfast or lunch session)Goal: Drive demand for BVPS Solution Workshop

  • Description: A Partner meets one-on one with a Customer for a 3,5, or 10 day BVPS Workshop to develop a business case for an IW Solution that improves a specific business process or workflow.

  • Goal: Drive customers toward IW technology adoption, deployment, and/or purchase decision

  • Description: Multi-month Partner-led engagement to refine and implement solutions developed during Planning Workshop.

  • Goals: Drive Partner sales and IW technology adoption

5



Bvps engagement scenarios
BVPS Engagement Scenarios

Customers will select one engagement area for a BVPS Workshop from the following list, and adjust it to their particular business process.



Solution workshop components participants
Solution Workshop Components &Participants

Solution

Workshop

Components

Activities

Participants




Insights
Insights

  • Invite any interested customer to a workshop

    • If they have SA, they can use vouchers to discount

    • If they don’t have SA, charge them the SA rate

  • Expect your consultants to run 5 workshops each

    • Creates fluency through experience

    • Raises visibility with MS account teams

  • Use existing BDM relationships to invite current customers and Strategy Briefing led events to invite new customers

  • Expect challenges getting customers to accept a workshop

  • Expect excitement from Customers who have participated in a workshop – average is 5 to 12 opportunities generated

  • 3 and 5 day workshops are most common and effective

  • Use http://microsoftbvps.com and [email protected]


Next steps
NextSteps

Step 1: List as a BVPS Provider by Registering & obtaining Certification

Register to deliver the Business Value Planning Service on the BVPS Partner Portal

Pass exam 74-674: Delivering Business Value Planning Services - Exam 74-674 and notify [email protected]

Step 2: Market and Sell BVPS

Prepare for sales discussions using the Demand Generation resources featured on the BVPS Resources page

Use these resources to conduct sales discussions to drive interest in Business Value Planning Services engagements

Step 3: Validate and Reserve the voucher

Work with your customers to identify who within their organization owns the contract with Microsoft and select the appropriate service level for the engagement (3,5,10,15 days). Customers can learn more about their PSBs by going “here”

Validate and reserve the voucher in the Voucher Validation and Redemption (VVR) Tool(Click here for Instructions)

Step 4: Execute the Engagement

Download the supporting materials and provide the customer with the Customer Pre-engagement Questionnaire

Conduct the engagement using the templates featured the BVPS Partner Portal

Administer Customer Satisfaction Survey and Partner Delivery Evaluation Form

Step 5: Wrap-up the Engagement and Get Paid

Redeem the voucher and submit required deliverables using the Planning Services InfoPath form. After successful submission, the InfoPath form will need to be saved locally, and then uploaded to the VVR Tool as the required deliverable.

Request payment by submitting invoice through the SAVB tool. Click here for more information on SAVB. Contact the RSCs for invoice or support questions.


Sample feedback
Sample Feedback

  • "We deployed SharePoint 2007 earlier this year, provided some on-line training and watched what happened. 50% of the users liked it but the other 50% are having problems and miss prior (non-MS) technology.  We need to focus on changing behavior and that means changing workflow. We then need to train people on the new process using the new technology. BVPS will get us started!" (Large Insurance Company)

  • "Do not show us any pretty sales slides - we've seen too many already! Let's roll up the sleeves and figure out how we can use the technology we deployed four months ago." (Large Insurance Company)

  • BVPS is a “Deviously clever thing to do” (State Government Agency)

  • “The process we mapped out is very similar to about dozen of other processes I am part of. We apply similar (SharePoint) solution to improve those workflows as well.” (Large IT Software Company)


Microsoft feedback
Microsoft Feedback

“The BVPS program came as a (pleasant) surprise. Trying to utilize it at (customer). To the extent this is new thinking, I think we should continue it for next year. I read it as more flexible use of DDPS/SA benefit funds. Rather than limiting it to deployment, it can be used for "adoption". Good idea.”

“This is great stuff!  I really enjoyed the decks and the information!”

“This is exactly what we need. I can use this service at several of my accounts! I would like to get my partners to be able to deliver it.”

“The info you provided gives us some great info on the process side to start that second engagement…thank you!”


Partner feedback
Partner Feedback

  • “We use a similar approach,” to the Strategy Briefing, “and are quite successful.”

  • The deliverable content is “right on the money.”

  • The deliverable content will “fit right in” to our current work.

  • We “could take this deck and use it tomorrow.”

  • “This program is too good to be true.”

  • “The program looks very well thought out”




Example bvps for sensitive records management
Example: BVPS for Sensitive Records Management

This matrix illustrates the applicability of BVPS Scenarios to business processes across functional areas of Sensitive Records Management organizations. Note: Other horizontal/vertical matrices are available.


Appendix a

Appendix A:

Voucher Process


Important activation reservation considerations
Important Activation & Reservation Considerations

A newly created voucher unreserved by a partner lasts for a total of 180 days from the day it was created or until the Customer’s EA Expires (whichever comes first)

If the customer’s voucher is not reserved by the end of 180 days, the days are lost to the customer. If a partner cannot be located in time the customer is advised to revoke the voucher or to contact their Microsoft Account Manager for assistance. Note: Only customers can revoke “activated” vouchers

If a customer voucher has been reserved by a partner it will last for the full 180 days from the original creation date regardless as to when the EA expires. Note: Only partners may revoke a “reserved” voucher

There is a second separate 60 day window after the engagement has been conducted in which the partner must submit their voucher payment request form and invoice to the RSC. For assistance and or clarifications regarding payment cycles please contact the RSC directly.


Programmatic guidance
Programmatic Guidance

  • 6 Steps to Running a Packaged Service Engagement

  • Customer:Assign a Planning Service (SDPS, DDPS, EDPS or BVPS) voucher to someone within your organization.  Getting Started

  • Customer: Contact a provider using the Provider Directoryand provide them with a voucher ID# and the voucher contact’s alias

  • Partner: Validate customer’s (SDPS, DDPS, EDPS or BVPS) voucher information and reserve it in the VVR Tool.  Instructions

  • Partner: Deliver a Planning Service (SDPS, DDPS, EDPS or BVPS) engagement. Resources: DDPS, SDPS, EDPS or BVPS.

  • Partner: Redeem the voucher and submit required deliverables using the Planning Services InfoPath form. After successful submission, the InfoPath form will need to be saved locally, and then uploaded to the VVR Tool as the required deliverable.

  • Partner:Submit invoice and request payment through the SAVB tool. Click here for more information on SAVB. Contact the RSCs for invoice or support questions.

  • Note: Anyone within the company planning to access the Voucher, Validation and Redemption Tool (VVR) will also need to associate their account with their MSPP ID# in order to administer the voucher reservation and redemption process.


Appendix b

Appendix B:

Supported Scenarios


Automated forms
Automated Forms

Description

  • Reduce costs and streamline forms driven processes.

    Key Pains

  • Current process driven through email, with users attaching files decreasing process effectiveness

  • Information captured through any existing forms cannot be filtered, searched or sorted

  • Often forms will have missing or insufficient content, requiring manual follow-ups

  • Manual forms processing steps require significant resource time

    Proposed Improvements

  • Creation of a new template form with back-end data capture and validation

  • Automation of the workflow by building it into the form itself

  • Creation of a collaborative workspace to speed information dissemination and problem resolution

  • Creation of a searchable history of completed change requests

    Expected Benefits

  • Reduction in the time required for an end-user to complete a form

  • Reduction in form processing time and any implementation time for a submitted form

  • Reduction in form errors both in submissions and resolutions.


Automated performance reporting
Automated Performance Reporting

Description

  • Improve decision making through near-real time creation and access to performance reports.

    Key Pains

  • Long reporting process resulting in reports that are out-of-date when finalized

  • Guidance from finance is interpreted differently by Line of Businesses (LOBs) resulting in inconsistent reports across LOBs.

  • Professional staff time is spent collecting and validating data leaving little time for analysis and taking time from their regular jobs

  • Difficult to consolidate multiple LOB reports to department level

  • Limited integration between financial and operational systems creates integration problems for users to coordinate reports

    Proposed Improvements

  • Automate performance reporting and report development through reporting templates and automated data linkages / integration

  • Integrate performance data with planning data and cascade alignment of goals and objectives

  • Link forecasting models across departmental units and integrate models such that changes applied to one area/level can be reflected in other areas/levels

  • Automate data consolidation, integration, and analysis activities

    Expected Benefits

  • Better linkage of performance reports to business strategy

  • Ability to link operational data to KPI reports

  • Significant decrease in time to gather and analyzing data

  • More accurate performance reports resulting in better management business decisions

  • Reduce overall reporting cycle time

  • Report preparation and presentation significantly streamlined


Budgeting
Budgeting

Description

  • Improve accuracy of creation and tracking of departmental budgets.

    Key Pains

  • Long budgeting process taking months per year to complete

  • Professional staff time is spent collecting and validating data leaving little time for analysis

  • Difficult to consolidate multiple department budgets to division and corporate budgets

  • Difficulty linking departmental budgets to strategy

  • Limited integration between financial and operational systems creates integration problems for users to coordinate budgets

    Proposed Improvements

  • Implementation of an automated budgeting creation tool

  • Linkage of Budgeting process to business strategy

  • Linkage of operational data to financial budgets

  • Standardized process and definitions for budgeting across departments via eForms and guidance.

    Expected Benefits

  • Budgeting process is simplified and streamlined using models that are linked top down/bottom up and across departmental units

  • Staff can more efficiently and effectively collect, analyze, and assess Budgeting data

  • The organization can set more realistic budgets resulting in an increase in on-budget projects

  • Reduce overall budgeting cycle time

  • Report preparation and presentation significantly streamlined


Collaborative document development
Collaborative Document Development

Description

  • Improve a company’s ability to develop and review documents across teams and improve content reuse

    Key Pains

  • Difficult to collaborate across teams, identify subject matter experts, and determine resource availability

  • Very time consuming to search for and locate existing content; frequent recreation of content that exists but cannot be found

  • Difficult to know where a document is in the approval process

  • Difficult to identify and aggregate information for reuse

    Proposed Improvements

  • Collaborative document repository for document development

  • Improved ability to track changes, compare, and integrate document versions

  • Searchable employee profiles, skill-sets, and contact information

  • Shared calendaring / presence awareness to determine resource and SME availability

  • Searchable, collaborative document repository and storage

    Expected Benefits

  • Faster and easier to assemble team and develop and review documents, increasing employee productivity and decreasing cycle time.

  • Significant reduction in time to search for and identify content; increased content reuse

  • Document review cycle time is reduced.


Content search and reuse
Content Search and Reuse

Description

  • Improve your organizations ability to organize and find information through online repositories

    Key Pains

  • Increased project cycle times due to time spent searching for content

  • Outdated content leading to project errors

  • Staff reliance on IT for access to protected content

  • Customer/partner dissatisfaction with public website search performance

  • Large number of files, different file types, and disparate file locations

  • Wide and inconsistent range of internal access rights for internal and external content

    Proposed Improvements

  • Create common workgroup sites to host content empowering content owners and reducing IT involvement.

  • Create standardized eforms for content access privileges.

  • Use automated measurements to actively monitor search performance of internal and external users.

  • Simplify content publishing to intra/extranet using built in workflow for approvals and reviews as well as mandatory inclusion of metadata to improve search performance

    Expected Benefits

  • Decrease in process related IT labor costs

  • Increase in search result relevance, leading to productivity increase and reduced server utilization

  • Decrease in elapsed search time for both intra and extranet searches.

  • Improved customer satisfaction for external web site


Merging project plans
Merging Project Plans

Description

  • As an example solution, a Microsoft Partner conducts an BVPS engagement with a large enterprise. The client firm recently merged two divisions and is now looking for an efficient process to combine project portfolios of existing and new opportunities.

    Key Pains

  • Too much reliance on manual data collection methods and face-to-face meetings

  • Lack of consistency in project planning and status reporting methods

  • Outdated and inconsistent resource databases

  • Redundant project plans for newly joined working groups

  • Redundant internal improvement efforts

  • Overall inefficient use of resources for a long, costly effort.

    Proposed Improvements

  • Implement Microsoft Project Server to assist with collaboration and consolidation

  • Formalize internal project planning methods across the firm

  • Build a shared resource database to improve utilization

  • Create project eForms for ongoing management reporting

  • Search and identify similar projects for simplification, consolidation and resource sharing

    Expected Benefits

  • Reduce the firms reorganization effort and expense

  • Improve management oversight of ongoing projects

  • Increase average project ROI across the firm

  • Improve the project survey teams effectiveness


Performance management
PerformanceManagement

Description

  • Improve a company’s performance management processes through more efficient and effective planning, forecasting, analysis, and reporting.

    Key Pains

  • Planning information captured and shared in an ad-hoc manner; objectives and goals do not align across the organization

  • Majority of time is spent manually gathering and manipulating data, with limited time left to analyze data

  • Difficult to quickly identify issues or trends in performance data

  • As-hoc performance reporting cumbersome and time consuming; few if any reusable performance reporting templates

    Proposed Improvements

  • Integrate performance data with planning data and cascade alignment of goals and objectives

  • Link forecasting models across business units and integrate models such that changes applied to one area/level can be reflected in other areas/levels

  • Automate data consolidation, integration, and analysis activities

  • Automate performance reporting and report development through reporting templates and automated data linkages / integration

    Expected Benefits

  • Improved KPI linkages and drill-down through cascading scorecards

  • Forecasting process is simplified and streamlined using models that are linked top down/bottom up and across business units

  • Staff can more efficiently and effectively collect, analyze, and assess performance data

  • Report preparation and presentation significantly streamlined using automated features in SharePoint


Project portfolio management
Project Portfolio Management

Description

  • As an example solution, a Microsoft Partner conducts an BVPS engagement with a large enterprise. The client firm is seeking to improve its ability to identify valuable new projects as well as to manage its existing projects.

    Key Pains

  • Inability to effectively align new opportunities to corporate strategy

  • Lag time in selecting and bidding on new projects due to uncertainties in resource availability

  • Limited global visibility into status and performance of ongoing projects

  • Inefficient resource allocation across multiple ongoing projects

  • Lag time in resource allocation and other important executive decisions

    Proposed Improvements

  • Implement Microsoft Project Server to assist with project portfolio management

  • Automate project status reporting enabling executives to quickly review the status of the entire project portfolio

  • Streamline project bidding and new strategic investment decisions through pre-defined criteria built into the workflow

  • Automate resource requests across multiple projects enabling resource leveling

    Expected Benefits

  • Quicker response to new contract opportunities

  • Better alignment of new opportunities to core competencies and corporate strategy

  • Faster management reaction to critical resource requests

  • Greater transparency in managing project spend

  • More uniform leveling of effort and resources across projects


Remote training
Remote Training

Description

  • Reduce costs and streamline a company’s training processes through virtual / remote training

    Key Pains

  • Difficult to set training dates without a number of scheduling iterations

  • Manual process to identify those employees who required training

  • Loss of employee productivity by taking attendees away from their jobs

  • Increased burden on attendees to coordinate travel planning

    Proposed Improvements

  • Shared calendaring / presence awareness to determine resource availability

  • Simplified training participant identification based on centrally stored tracking data

  • Replace attendee travel with virtual meeting

  • Consolidate training content in online document repository for future reference / access

    Expected Benefits

  • Elimination of scheduling iterations through shared calendaring

  • Streamlined identification of employees who required training

  • Significant decrease in cost of training associated with attendee travel


Routing communications
Routing Communications

Description

  • Improve communication and speed issue resolution through new and integrated communications – email, telephone, instant messaging.

    Key Pains

  • Too many issues escalated resulting in excessive workloads

  • Issue resolution time is too long .

  • Too much email concerning issues leading too long exchanges and misunderstandings

  • Customer dissatisfaction with issue resolution time.

    Proposed Improvements

  • Implement a routing communications solution

  • Reduce email and telephone calls and substitute with Instant Messaging

  • Improved knowledge sharing via ad-hoc IM and conferencing

  • Increased the power and perception of employees by decreasing reliance on escalation and management intervention and improving collaboration

    Expected Benefits

  • Faster response to queries/issues resulting in improvements in customer satisfaction

  • Improved perception employee ability

  • Overall cost savings from less emails/tel.

  • Resulting sales increase from improved customer satisfaction


Sensitive records management
Sensitive Records Management

Description

  • Improve your current process for creating, managing and deleting sensitive records such as legal, financial , medical and HR.

    Key Pains

  • Long sensitive document review cycle time

  • Labor intensive and high cost process for legal/HR/etc.

  • Inability to quickly respond to document retrieval requests

  • Inability to quickly respond to document destruction/retention instructions

  • High risk of accidental dissemination of sensitive subject matter

    Proposed Improvements

  • Implement repository as a comprehensive Sensitive Records Management System

  • Manage sensitive records from a single server

  • Apply access rights, search meta data and document policies at document creation and built it into the document workflow

  • Automate the document review and approval process through automated notifications and common document repository

    Expected Benefits

  • Reduction in sensitive content review process

  • Reduction in legal/HR/finance/ medical expense

  • Improve management oversight of ongoing projects

  • Reduce likelihood of record mismanagement

  • Improve ability to find/retrieve sensitive documents through content search


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