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Failing to Plan is Planning to Fail Best Practices in Technology Support

Failing to Plan is Planning to Fail Best Practices in Technology Support Service Strategies - Certification Showcase Bob Galley – Senior Director, Customer Support November 9, 2005. A Plan Is…. Not For: Ignoring Locking Up In A File Cabinet Planning Experts Is For: Us!

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Failing to Plan is Planning to Fail Best Practices in Technology Support

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  1. Failing to Plan is Planning to Fail Best Practices in Technology Support Service Strategies - Certification Showcase Bob Galley – Senior Director, Customer Support November 9, 2005

  2. A Plan Is… • Not For: • Ignoring • Locking Up In A File Cabinet • Planning Experts • Is For: • Us! • Achievement Of Strategic Objectives • Guidance • A Living Document That Needs To Shuck And Jive • But, Tough To Get Our Arms Around

  3. How Many of You Have … ? • Strategic Planning Responsibility • Project Management / Leadership Responsibility • Project Task / Execution Responsibility • Project Reporting Responsibility • No Project Responsibility • Project Irresponsibility

  4. 2002SSPA STAR Hall of Fame Award: Five years of Customer Support Excellence “Company to Watch”(Intelligent Enterprise Magazine) 1971 FirstMainframeDatabasedeveloped byPeter Schnell 1991First ServiceBroker forDistributedApplications 1998IntroducedFirst XMLServer 2004Integration SolutionPackages 1969 1971 1979 1991 1998 1999 2002 2003 2004 2005 1985 2001 2003 Winner of 14Readers Choice Awards (XML / WebServices Journal)100-Honoree(CIO Magazine) 2005 Revenue increases 6% SCP Support Certification achieved for 7th year in a row 1969Company founded 1979FirstMainframe4GL 1999IPO –Frankfurt Stock Exchange 1985First Platform IndependentLanguage 2001FirstDatabase toutilize IBM’s 64 bit Virtual StorageArchitecturefor Mainframe “Global Market Leader for XML Servers” (IDC) Software AG: 36 Years Heritage of Technology Leadership 1983 1997 2000

  5. Public Institutions Finance Media & Telecommunications Transport & Logistics Retail & Manufacturing 3,000 Mission-Critical Customers Worldwide

  6. Why a Plan? • Tie Together: • Customer Needs • Resources • Budget • Initiatives: Company, Support • Interlock within / across organizations, partners • Projects • Key Performance Indicators: Targets/Actuals • Accountability • Motivation • Reward • Competition Architecture for Action!

  7. Software AG Customer Support Planning Process

  8. Software AG Customer Support:Competitive Differentiators • Rock-Solid Mission Critical Customer Support History • Interlock Across Software AG Sales, Services, R&D Teams • Robust Web Knowledgebase & Self-Support Process • 24x7 Live Consultation With Product Experts • Industry-Leading Responsiveness, Status, Resolution Rates • In-Depth Problem Research, Replication, Testing • Full-Time Customer Escalation / Crisis / Support Issue Managers • Premium Technical Acct Manager Support with Priority Handling & Proactive Services • Seven Years of Support Industry Best Practices Audit / Certification • Five Support Industry Awards for High Quality • Customer Satisfaction Goaled and Driven • Direct, Ongoing Dialog with SAGGroup Executive Committee

  9. What Feeds The Plan: Support Business Drivers • Company Initiatives / Directives • Industry Initiatives • Support Initiatives • Customer Surveys • Employee Surveys • Key Performance Indicators • Technology Requirements / Plan • Training Requirements • Product Release Plans • Staffing Plans • Support Model • Process Needs • P&L Dynamics And of course… • SCP Audit Report

  10. Customer Feedback Service Delivery Processes Sales & Services Interface R&D Interface Performance Metrics Total Quality Management Training Programs Electronic Service Delivery People Programs Productivity Tools Corporate Commitment & Strategy Planning Components • Key Strategies • Actionable Initiatives & Projects • Three Year Plan • Current Year Project Plan • Next Year Plan • Third Year Plan • Continuous Plan Review, Mods • Annual • Monthly

  11. Industry Initiatives Resources Customer Surveys Budget Employee Surveys KPIs Technology Plan Competition Release Plans Customers P&L Dynamics SCP Audit Report Continuous Planning Cycle Business Drivers • Key Strategies • Actionable Initiatives & Projects • Three Year Plan • Current Year Project Plan • Next Year Plan • Third Year Plan • Continuous Planning Process • Annual • Monthly Annual Individual Performance Evaluation Strategies Monthly Plan Review, Mods Projects Annual Plan Update Current Year Next Year Third Year

  12. Key Strategies – Boil Down The Business Drivers • Resources • Budget • Initiatives • Interlock • Projects • KPIs • Accountability • Motivation • Reward • Competition • Customers • Industry Initiatives • Customer Surveys • Employee Surveys • Technology Plan • Training Requirements • Product Release Plans • Staffing Plans • Support Model • Process Needs • P&L Dynamics • SCP Audit Report Key Strategies

  13. Key Strategies – Build Focus Business Drivers • Ownership • Accountability • Visibility • Communication Strategies Examples • Employees as Assets • Self Service • Content Management • Corporate Strategies • Operations • Workload Optimization

  14. Build Actionable Projects / Initiatives • Importance • Ownership • Resources • Description • Business Need / Justification • Requirements • Timeframe / Schedule Strategies Projects

  15. Build Current Year Plan • Finalize • Ownership • Priority • Schedule • Resource Definition • Project Management System • Coordinate with • Business Owners: Sales, Professional Services … • Resource Owners • Service Providers: IT, Marketing, Product Mgmt, Engineering … • Report to • Executives • Support Team Projects Current Business Drivers Annual Plan Update Current Year Plan

  16. Build Year Two & Three Plans • Long-Term View • Strategic, Directional Focus • Industry • Company • Support • Two Year Plan • Strategies, Initiatives • Third Year Plan • Strategies, Directions Annual Plan Update Current Business Drivers Year Two Plan Year Three Plan Current Year Plan

  17. Annual Planning Events • Six Month Checkpoint - July • Review Business Plans / Initiatives / Conditions / Results • Update Current Year Plan - Projects • Update Next Year Plan – Initiatives • Annual Planning Retreat – November • Key Strategies • Actionable Projects • Current Year Plan – Finalize This Year’s • Current Year Plan – Build Next Year’s From Next Year Plan • Build Next Year and Third Year Plans • End of Year Planning Sessions • Review Operational Results • Set Targets / KPIs • Finalize Ownership, Priorities, Schedule, Communication Annual Plan Update Current Year Plan (Next Year) Year Two Plan Year Three Plan Current Business Drivers Current Year Plan (This Year)

  18. Monthly Planning Review • Leadership Team Joint Review • Initiative / Project Owners Deliver • Project Control System Updates Prior to Meeting • Status & Outlook for each active Project • Brief Project Accomplishment Report • Joint Re-evaluation & Decision on Each Project • Direction, Scope, Priority, Schedule • 1-1 Bi-Weekly Meetings: Manager & Sr. Director • Monthly Project Review • Accountability, Issue Mgmt, Schedule Mgmt • Current Year Plan Adjustments Whenever Needed • Strategy • Priority • Scope • Schedule Current Year Plan Current Year Plan Current Business Drivers

  19. Individual Performance Review Individual Performance Review • Individual Accountability • Manager Ownership: Initiatives & Projects • Tasks Can be Delegated • Project Completion with Deliverables • Defined Objectives Met • On Top of Their Day Jobs • 360 Degree Review Process • Manager’s Team Members • Manager’s Peers • Manager’s Self Evaluation • Manager’s Manager Current Year Plan Current Business Drivers

  20. Industry Initiatives Resources Customer Surveys Budget Employee Surveys KPIs Technology Plan Competition Release Plans Customers P&L Dynamics SCP Audit Report Continuous Planning Cycle Business Drivers Annual Individual Performance Evaluation Strategies Monthly Plan Review, Mods Annual Plan Update Current Year Next Year Third Year Projects

  21. Tips • Be Firm on Ownership & Accountability • Be Flexible on Dates and Scope Whenever Possible • Share, Share, Share • Objectives, Roadblocks, Issues, Solutions • Celebrate, Celebrate, Celebrate • Completions, Accomplishments • Communicate, Communicate, Communicate • Results, Benefits

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