Analysis, logical data & process modeling. 4 examples of optimization with basis "you can't improve what you can't measure"

1. TS
PLC & Product Roadmap
Situation: A SW Dev startup without PLC process.
Actions: Defined and aligned all functional
processes: R&D, UCD, NPI, Marketing, Billing,
CEM… Improved transparency of info via central
repository, training, forum, QBR, weekly…
Result: Milestone reviews in place, CC to EOL. Less
ambiguous ownership of project scope/ time/
resources. Less frictions within groups. Improved
launch predictability and T2M.
Agile IT & SecDefinition Mkt Launch
Dev +
QA
PM
SM
C
B
A
QBR
CEO
CMO
Teams
INT READY? EXT READY?ECBC/CC … EOLPilot GA
Sal
es
Fulfill
UseTS
Growth
Ren
ew
PRIORITY ACCTS
CEM
BILLING
LEGENDS:
1. QBR metrics: YTD Performance, Win-Loss, Waterfall Performance,
Customer Churn, Positioning, Forecast, and SME analytics (technology
trends, market dynamics, and market position).
2. Product Definition (PRD) & Roadmap Prioritization Process:
A= new ideas
B= enhancements
C= maintenance (from TS)
3. Agile
PURPOSE= Deliver products iteratively & incrementally.
ROLES= Dev, QA, Product M, Scrum Master or Project M.
METRICS: TODO, Analysis, DOING, Reviewing… Forecast
progress=burn-ups/burn-downs, cumulative flows
4. Pilot= # customers enrolled & feedbacks.
5.IT & InfoSec= Proactive approach to Balance Short and Long Term Tracks,
to Align Execution Capability to Hi-level Objectives, to resolve
Architecture, Network Performance, Security (IPS/IDS), and Governance
issues in advance.
5. Marketing & Pricing= to shorten Mkt cycle of deliverables= Pricing &
Promotions proposal, Launch Type, Brief, Chklist, Sales Readiness Plan,
Int Training, PS Offering Definition, Book to Bill, Support Process, CX Plan,
Collateral, Analyst & Press Briefings, Communications, Sales Training,
Demand Gen, etc. Globalization (localization & internalization)…
6. Billing= to accurately capture billing data i.e. usage and payment.
Milestone

2. March 3, 2009
Worldwide Supply/Demand Model
7,871
12,829 12,889 12,889
15,089 15,089-
-
9,980
15,819
21,755
5,337
12,832
29,677
5,082
-
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
FY99 FY00 FY01 FY02 FY03 FY04
Space(x1,000SF)
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
200,000
220,000
240,000
260,000
280,000
Headcount
WW Total (current) WW Total (solutioned) WW Total Shortfall LOW
WW Total Shortfall MID WW Total Shortfall HIGH 51% 46% 39% 32%
57% 54% 51% 49% 62% 59% 56% 54% Current Headcount
NOW $1T
Situation: Fastest growing/ most valuable company in the world with
unreliable data collection and analysis for decisions making.
Actions: Created “Worldwide Supply Demand Model” (xls to Data
WH + Business Objects + web based reporting)
Result: Enabling CFO and BOD to make informed strategic decisions
on competitive position, growth and performance.

3. Best Green Practices
DATA CENTER DESIGN & ONGOING OPERATIONS
Situation: On-going initiative to improve
DC design and operations.
Actions: With basis “You can’t improve
what you can’t measure”, initiated
cross-campus Transformer Monitoring
Control program and Virtualization
Technology, enabling sense-and-
respond capabilities.
Result: Improved DC design, ops, BI
and strategies. Corporate received
huge rebate from PG&E.

4. Preliminary analysis has affirmed that xyz Quick Hit tracks represent potential short-term cost
reduction. Additional data collection and analysis is required to assess these and other Quick Hits
Quick Hit Tracks: Updated
Speed of Execution Short
ProbabilityofSuccess
High
I
K
J
A
E
D
GF
M
Code Tracks
Impact**
(000)
A Validate Circuit Disconnections $0
B Examine Billing Errors – Rates $0
C Reduce Private Line Connections $145
D Reduce Tie Lines $0
E Reduce Outbound Calling Costs $355
F Perform Voice Trunk Dimensioning $9
G Reduce 1MBs Costs $115
H Optimize Wireless Plans $1,070
I Decommission Switches & Routers $0
J Decommission Voice Ports $0
K Optimize PBX Maintenance Costs $0
L Comprehensive RFP $165
M Language Line Rate Reductions $780
Total $2,639
Last Week’s Total $1,695
High Priority Quick Hit Tracks
B
Key - Time to Achieve
Short 1-2 Months
Medium 3-4 Months
Long 5-8 Months
Key – Probability of Success
High >75%
Medium 25-75%
Low <25%
Maximum Savings*
$1M
$500k
$200k
*Preliminary Estimates
** Weighted for probability and timing
H
L
In flight Quick Hits to be
Added to this Chart
C
Situation: CIO’s initiative to reduce
$.3+B telecommunication spend
through contract negotiation and
network transformations.
Actions: Led corporate and Top 5
consulting firms through planning &
execution of multiple concurrent RFx.
Result: Met target savings of 5%.