Indo Forum Epsilonium


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Powepoint presentation by Girdhar Arora for the Indo American Chamber of Commerce Business Forum held on March 23rd, 2010.

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Indo Forum Epsilonium

  1. 1. Websites that do business. 1 IACC, G. Arora, 3/2010 Developing Websites and Web Software In a Connected World By Girdhar Arora Epsilonium Systems, Inc.
  2. 2. Websites that do business. 2 IACC, G. Arora, 3/2010 Agenda • About Epsilonium – Our work – Our history – Our process – Our services – Our vision • Global Software Development – Challenges – Critical Success Factors – How we do it? • Questions
  3. 3. Websites that do business. 3 IACC, G. Arora, 3/2010 Our Company Epsilonium designs and develops web sites and e-business applications. Our solutions are: •Innovative •Customer-centric •Technologically sophisticated •Professionally designed user interfaces •Focused on e-business objectives •Offices in AZ, CT, and India
  4. 4. Websites that do business. 4 IACC, G. Arora, 3/2010 Our History • Established in 2001 • Developed a wide variety of web sites, and web- based applications for a broad set of clients • Significant customer and revenue growth rate • Transition from a web design firm to a diversified Internet services company • Consistently profitable and stable
  5. 5. Websites that do business. 5 IACC, G. Arora, 3/2010 What we do: We are all about E-business! • Online Strategy and Branding • Website Development • Web & Mobile Application Development • Development Outsourcing • Usability Testing and Interface Development • Online Advertising and Marketing • Search Engine Marketing • Permission Based Email Marketing • Website Enterprise Hosting • Post-deployment Product Life-cycle Support
  6. 6. Websites that do business. 6 IACC, G. Arora, 3/2010 Our Process: The IDEAL Model
  7. 7. Websites that do business. 7 IACC, G. Arora, 3/2010 Our Vision: Real-Time Enterprise The Real-time Enterprise is a customer-driven extended enterprise that integrates • Data • Applications and • Workflow into custom business processes. In a real-time enterprise, there are no "information silos", nor is there a lag in information flow.
  8. 8. Websites that do business. 8 IACC, G. Arora, 3/2010 The Evolution of Customer Fulfillment Activity Level 1: Inform Level 2: Automate Level 3: Integrate Level 4: Reinvent Product Information is available online, but orders are processed manually Standard products are sold online through catalog with standard pricing Customized selling - rules based configuration, personalization, cross- selling, and up-selling Customized ordering for complex products. Cross-selling includes adaptive offerings that combine partners' products Lead times are manually calculated Lead times are based on internal constraints, updated in batch mode Real-time availability-to- promise based on enterprise constraints Availability-to-promise based on internal as well as partner constraints in real-time Multiple conflicting internal forecasts Forecasts are unified at highest levels - division, product, geography Integrated forecasts at all levels of aggregation Integrated real-time forecasts throughout value network Manual inputs to forecasts and manual communication of forecasts Forecasts are available to partners in batch mode Forecasts incorporate partner performance and constraints Collaborative forecasting with key partners and customers Taking Customer Orders Forecasting Customer Demand
  9. 9. Websites that do business. 9 IACC, G. Arora, 3/2010 The Evolution of Customer Fulfillment Activity Level 1: Inform Level 2: Automate Level 3: Integrate Level 4: Reinvent Product information and specifications are online, but no process visibility for suppliers Inventory, demand and production plans are communicated via the Net Complete visibility of production, inventory, and forecasts to suppliers Muliple integrated channels - private, public, consortia exchanges Production or inventory status communicated manually or through EDI Limited process access for suppliers Integrated and collaborative planning with key suppliers Creation of dynamic supplier webs assembled in real time for specific customers Inventory is pushed to channel without visibility of demand Automated information on shipment and inventories Integrated internet based Partner Relationship Management System Global trading partner collaboration to optimize logistics system Product and pricing information is pushed to channel Regional warehouses with links to customers to fulfill regional demand Complete visibility of production, inventory, and ATP to partners Creation of new points of presence for delivery and fulfillment by leveraging reseller real estate assets Managing Supplier Relations Managing Reseller Relations
  10. 10. Websites that do business. 10 IACC, G. Arora, 3/2010 Web Application Examples • Social Networks • Custom E-Commerce Systems • Association Management Systems • Fund-raising Systems • Online Games & Marketing Contests • Reseller Management Systems • Email Marketing Systems • Inventory Management Systems
  11. 11. Websites that do business. 11 IACC, G. Arora, 3/2010 Challenges in Global Development • Misunderstood processes or mismatched processes between teams can lead to mistakes in work transfer, increased rework, and decreased productivity. – Productivity can drop up to 50 percent, with rework two to five times greater than for a collocated project. • Communication issues can lead to misunderstandings, omissions, errors, and rework. • Technical issues: – Information and artifact sharing, software architecture.
  12. 12. Websites that do business. 12 Challenges in Global Development IACC, G. Arora, 3/2010 • Cultural issues, such as language barriers and differences in work customs or communication styles, can cause delays and affect working relationships. • Coordinating work across multiple sites and time zones is more time-consuming and costly than for a collocated project. • Visibility into and control of the development activities at all sites can be challenging, especially when collaborating with other companies or with teams in different time zones.
  13. 13. Websites that do business. 13 IACC, G. Arora, 3/2010 Critical Success Factors • Ensure coordination and oversight. – Understand dependencies • Establish well-defined and consistent workflows. – Reduce ambiguity • Manage your inventory and information. – Maximize stability • Communicate, communicate, communicate. • Establish a flexible, adaptable IT infrastructure and architecture.
  14. 14. Websites that do business. 14 IACC, G. Arora, 3/2010 How we do it? • Local and Offshore Project Managers • Regular Project Reviews • Well-defined Project Specifications • Project Management Tools • State-of-the-art communication infrastructure • Ongoing Staff Training – Best Practices • Language & Communication Skills Training • Continuous Improvement, Post-mortems
  15. 15. Websites that do business. 15 Questions & Answers IACC, G. Arora, 3/2010