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Winning With Io Partner   Module 5   Profiling And Discovery
Winning With Io Partner   Module 5   Profiling And Discovery
Winning With Io Partner   Module 5   Profiling And Discovery
Winning With Io Partner   Module 5   Profiling And Discovery
Winning With Io Partner   Module 5   Profiling And Discovery
Winning With Io Partner   Module 5   Profiling And Discovery
Winning With Io Partner   Module 5   Profiling And Discovery
Winning With Io Partner   Module 5   Profiling And Discovery
Winning With Io Partner   Module 5   Profiling And Discovery
Winning With Io Partner   Module 5   Profiling And Discovery
Winning With Io Partner   Module 5   Profiling And Discovery
Winning With Io Partner   Module 5   Profiling And Discovery
Winning With Io Partner   Module 5   Profiling And Discovery
Winning With Io Partner   Module 5   Profiling And Discovery
Winning With Io Partner   Module 5   Profiling And Discovery
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Winning With Io Partner Module 5 Profiling And Discovery

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  • 1. FY07 Winning with IO Day Achieve your goals with IO Module 5: Profiling and Discovery
  • 2. Profiling & Discovery Workshop’s agenda 1. Welcome & Introduction 9:00 to 9:15 (15 minutes) Raising expectations 3. Optimizing your customer 9:15 to 10:30 Break 2. Getting strategic with IO infrastructure (15’) (30 minutes) Understanding IO (30 minutes) Messaging & Value 5. Profiling & 6. Analyzing results & identifying 4. IO Execution Process Lunch potential opportunities Overview Discovery (45’) (60 minutes) (15 minutes) (30 minutes) 10:30 to 15:00 IO Execution Process 9. Delivering an IO customer 7. Preparing a preliminary IO 8. Preparing an IO customer Break briefing – Role Play (45 Account Plan (30 minutes) briefing (30 minutes) (15’) minutes) 15:00 to 16:00 10. Next steps: Managing IO 11. Local Call to Action: how Understanding the next 12. Objection Handling opportunities to engage with Microsoft? steps (Opportunity (15 minutes) (30 minutes) (15 minutes) Management) & the local strategy 16:00 to 16:15 Interactive session 13. Wrap up & conclusions Providing comments & (15 minutes) Lecturing session feedback 5.2
  • 3. Profiling & Discovery IO Execution in the field STEP 4: Account plan STEP 5: Opportunity STEP 1: Conduct agreed to with Management discovery Customer Infrastructure Optimization Models MS Opportunities MSSP STEP 2: Analyze discovery results and identifies potential opportunities STEP 3: Review list of opportunities with Customer Customer Discussion/View Relationship Management/Account Planning 5.3
  • 4. Profiling & Discovery The Infrastructure Optimization Journey Identify where your customer is in the Infrastructure Optimization Models (Core IO, BPIO, APIO) Identify highest impact options Identify biggest challenges Build a plan that maps to your customer business and IT priorities Work with your Microsoft Specialist and /or Partner to help you Re-evaluate the plan with the customer during the IO Briefing Implement an evaluation plan “Microsoft can help plan, build and execute the journey to Infrastructure Optimization” 5.4
  • 5. Profiling & Discovery Process for the profiling stage For each model there are questions that need to be answered mapped to required capabilities The answers to the questions will determine the maturity level of each capability To move to the next maturity level, all conditions need to have a positive answer The models are all supplied with the IO partner kit www.microsoftio.com 5.5
  • 6. Profiling & Discovery Group Exercise Read through the case study By referencing the “Overview Page” of each of the models, see if you agree with the profiling already completed for you Read through the answers to the questions – mark particularly where the answers are “No” Time: 20 Minutes 5.6
  • 7. Profiling & Discovery Customer Profile #1 Distribution Customer’s profile: PREMIER DISTRIBUTION (PD) The parent company, based in Southern Europe, is a leading regional FMCG distributor. In the last two years, they acquired three important national distributors in the region, aiming to take advantage of important opportunities. A telecommunications company offering primarily mobile phone services. A few years ago they took the step of standardizing all their desktop and server builds. They now have a mix of Windows 2000 Workstation (40%) and Windows NT 4.0 (60%) installed across their organization, with Windows 2000 Server as their standard and Active Directory used for authentication. Business Situation: Operating in highly competitive markets, PD needs to improve individual and team productivity and increase the velocity of information sharing among employees. To maintain its competitive advantage through rapid growth, the company has to equip its employees with consistent software tools. The CIO is under pressure to solve quickly security and communication issues and to create/consolidate BI policies and tools. It is also wanted to streamline administration and support while maintaining predictable IT costs. IS Challenge: Recent acquisitions resulted in adding multiple disparate systems into the company’s network infrastructure. PD companies have approximately 2,000 desktop computers, running different OS and desktop configuration. The company’s network infrastructure includes 50 Windows and Novell based servers located primarily in two data centers. In addition, isolated file and print servers are located in most of its local offices. Branch managers have complained occasionally about security breaches, limited network attacks and downtime due to worms and virus infections. Similarly, key product pricing updates were faxed and sent in e-mail to sales managers for distribution to sales represen-tatives. PD managers travel frequently, which often delays the distribution of critical pricing information to those who need it. PD’s employees are frustrated because of its diverse legacy e-mail systems, which includes IBM Lotus Notes, Webmail on Linux, and IMAP. The IT staff spent most of its time reacting to problems and had difficulty supporting the company’s remote offices. 5.7
  • 8. Profiling & Discovery Case Study #1 – PREMIER DISTRIBUTION (PD) Customer’s IT environment IT Environment Key Performance Indicators The company IT environment is a mixed one, consisting in disparate systems and applications. The reason for this was primarily the aquisition of the other three distribution companies. The company has 2000 No. of users desktops running a mix of Windows NT 4.0 Workstation (60%) and Windows 2000 (40%) and 50 Windows and Novell servers. The company No. of mobile users uses a legacy e-mail system based on Lotus Notes with limited webmail No. of e-mails sent and access. received / day People Process Technology No. of concurrent remote IT Staff in reactive Communication Legacy systems access connections mode processes not Systems not secured No. of desktops standardized (uses fax, Field sales reps No. of laptops e-mail) travel a lot No. of standard Virus signatures not Users not trained on configurations for OS updated Information Security and applications IT Projects No. of incidents received / solved Standardize the IT infrastructure on Windows XP Professional and Office System 2003 for desktops and Windows Server 2003 for servers Perform a security audit on all IT systems and create and implement an Information Security plan. Implement a antivirus solutions as a standard on all company systems and a signature update policy Implement a modern messaging and collaboration system based on Exchange Server 2003 Implement an ERP system with Bussiness Intelligence capabilities 5.8
  • 9. Profiling & Discovery Customer Profile #2 Manufacturing Customer’s profile: CHEMICAL SERVICES (CS) Chemical Services offers more than 20 years of industry-leading experience and know-how, producing 0 chemicals, fibers and plastics. The company owns 12 production locations and a relatively newly created R&D department; typically they operate complex, geographically-distributed business processes and rely on their own teams for transportation, logistics and sales. Business Situation: The market is changing rapidly and it requires the use of collaborative tools and processes to maintain the leading position; the integration between departments is critical therefore the management asked the CIO to present the business value of IT investments and future plans for improvement. IS Challenge: The people at CS are required to collaborate and share knowledge to drive innovation in the planning, production and distribution of high-performance products. Information workers have reliable access to internally authenticated e-mail and their communication is safe and SPAM protected. The IT division controls the installed base through the use of standards and policies to manage more than 1000 desktops and servers. This includes controlling the introduction of new machines to the network. By using Active Directory and SMS services to manage resources, security policies, and access control, there is a standard desktop image for almost all PCs, including anti-virus and centralized firewall. Still, despite the well-administered network and in-place processes and policies, the Director of IT has to consider and implement a more “offensive” approach, to augment the business value of information technology. 5.9
  • 10. Profiling & Discovery Case Study #2 – Chemical Services (CS) Customer’s IT environment IT Environment Key Performance Indicators The company has a solid IT infrastructure consisting of 1000 desktops and servers distributed in 12 locations. The IT department makes use of systems management technologies like SMS and Active Directory to No. of users perform centarlised administrations and software and patch management No. of mobile users People Process Technology No. of e-mails sent and IT Staff trained Automated software Active Directory and received / day deployments and patch Group Policy for Good customer No. of concurrent remote management centralised service access connections administration Centralised security End users in need of No. of desktops management and SMS for software information sharing No. of laptops antivirus signature distribution and patch capabilities updates management No. of standard configurations for OS IT Projects and applications Implement a messaging and collaboration system based on Exchange No. of incidents received Server 2003 to offer increased access to information to all users. /solved Implement a company portal based on SharePoint Portal Server to publish and disseminate information, maintain version control and approval of documents. Implement an Enterprise Project Management solutions based on Project Server 2003 to be used by the R&D department to plan and track their projects. 5.10
  • 11. Profiling & Discovery Customer Profile #3 Banking Sector Customer’s profile: PRIMO BANK Founded in 1985, Primo has 375 branch and retail locations in France, with more than 2500 employees that provide diversified financial products and services to consumers and local businesses. Primo continually strives to encourage close customer relationships, and information technology plays a central role in its strategy. Business Situation: The bank is diversifying product portfolio and is rapidly expanding in new cities, based on its interest in having increased presence in order to serve the attractive segment of retail banking. IS Challenge: The bank is committed to accessible, responsive, personalized customer service, so its communications system must be reliable and customer-friendly. The simple, integrated solution lets the bank quickly establish secure, full-service network connectivity at new sites, using a standardized deployment plan and BDD (business desktop deployment) tools that are easy to manage and maintain. The challenge is to preserve high level of security and banking standards compliance while expanding in new territories. Every three months, the compliance manager runs H/W and S/W inventory in order to always have a known and managed environment. The last report indicates approximately 2500 PCs and 150 servers. The IT department has put in place a coordinated strategy of central administration of configuration and security, Group Policy on domain controllers, VPN and automated software distribution. Due to industry standards and Basel II requirements, Primo has a strong policy of back-up/restore on all servers, AV, server monitoring and IPSec. MOM and MIIS utilization is helping the implementation of standards. For both scenarios, internally and externally developed application, Primo deploys a virtual test environment to ensure application and software update compatibility. E-mail has developed into a critical tool for communicating and resolving requests from customers and colleagues. Primo sought to create a modern system for electronic messaging, as well as build a unified infrastructure consistent with the newest information technologies. That is why the bank chose Microsoft Exchange Server 2003 messaging and collaboration for electronic exchange, centralized management and administration, for secure web-based e-mail access, SPAM blocking and server health monitoring. 5.11
  • 12. Profiling & Discovery Case Study #3 – PRIMO BANK Customer’s IT environment IT Environment Key Performance Indicators The company has a distributed IT infrastructure consisting in 375 locations. The system architecture is a modern one using integrated solutions to offer a rich set of IT services. No. of users The e-mail system is based on Exchange Server 2003 No. of mobile users No. of e-mails sent and People Process Technology received / day IT Staff trained Hardware and software Group Policy for No. of concurrent remote inventory quarterly automating system IT department based access connections configurations on roles Automated software No. of desktops distribution Modern e-mail and Great customer No. of laptops collaboration service Separate testing No. of standard environment Business Desktop configurations for OS Deployment and applications IT Projects No. of incidents received Expand the portfolio of services offered to both the internal users and /solved external customers. Optimize the IT systems by analyzing the current performance data versus the Service Level Agreement and implement a set of measures to increase performanc and reduce costs Implement an online banking system with latest security technologies like 2-factor authentication and encryption. 5.12
  • 13. Profiling & Discovery Current situation: Core Infrastructure Standardized Rationalized Basic Dynamic No common identity Identity management for ● Centralized configuration ● Centralized management model user identification and authentication, administration, Federated Identity & Access information protection Identity Management Management infrastructure No Standards Antivirus, central firewall, ● Secure remote access, ● Fully automated IT basic networking policy-managed firewall on management and Security & server and desktop mitigation, quarantine Networking solution No formal procedures in Mission critical server ● Back up all servers ● Fully automated IT Data Protection & place backup/recovery management Recovery No desktop standards, Automated patch ● Automated SW ● Capacity Analysis many images, no management, standard distribution & asset mgmt, Solution, Application Push CORE IO Desktop, Device & management standards images, mission critical layered image strategy, app to mobile devices, Fully Server Management server monitoring, mobile comp solution, Secure automated IT management device provisioning mobile device provisioning Lack of standard security Formal security policies ● Defense-in-depth policy ● Efficient web server policies defined for Web server security. security, all security Security Process Fail safes for attacks are in processes and policies in place place Ad-hoc Reactive, Stable IT ● Proactive, Accountable ● Proactive, Optimizing ITIL/COBIT-based Cost & Quality Management Process Ad-hoc Reactive, Stable IT ● Proactive, Accountable ● Proactive, Optimizing Lack of standard security Formal security policies ● Defense-in-depth policy Cost & Quality policies defined for Web server security. ● Efficient web server Governance Fail safes for attacks are in security, all security place processes and policies in place 5.13
  • 14. Profiling & Discovery Current situation: Business Productivity Infrastructure Basic Standardized Rationalized Dynamic ● Inefficient document ● Departmental Teaming, ● Enterprise wide ● Seamless collaboration collaboration, Limited cross Enterprise managed standardization & across firewall, federated functional teams, Difficult messaging, IM and Web pervasive access, secure communication & services Communication & find people & team info Conferencing platform and integrated integration Difficult find people and communication, no Collaboration info across enterprise integration with LOB data ● Manually driven ● Electronic organization ● Limited document ● Federated DM/RM, processes, Limited cross of content, inconsistent collaboration via trusted Dynamic document functional teams, personal metadata, disconnected relationship with partners, assembly, personalization, stores, no search repositories, basic fragmented record policy Standard search across Enterprise standards, no electronic search, inefficient form & management, no desktop, enterprise, Content forms, silo-ed content workflow deploying personalization internet and LOB. Management process ● Limited/custom reporting, ● Ad-Hoc Analysis, ● Shared subscription & ● Real-time closed loop data silos Departmental data model, self-service reporting, proactive analysis, event- ETL tools Standardization of BI driven embedded BI, tools and Data Audit, Visualization Mapping, Business Real-time data access Data Mining, Formal Data Intelligence from desktop, centrally Architecture managed data models 5.14
  • 15. Profiling & Discovery Current situation: Application Platform Infrastructure Basic Standardized Advanced Dynamic ● No identifiable UX ● Reactive and separate ● Lifecycle commitment to ● App development team design, focus on UX design discipline UX design, UX quality part using process, tools & User Experience (UX) quot;functionalquot; capabilities implemented, No UX skills of development metrics, platform with integrated UX only in team proactive UX design, capabilities, Dedicated UX limited UX resources resources ● Unmanaged ● legacy and modern ● Multi-tier development, ● Integrated transactional departmental development tools, stored lifecycle development, and web application development, legacy procedures , basic mission critical apps, development, development development tools & development roles modeling tools, dedicated policies, design patterns, Development platform, no development (dev/test), status reports development and QA compliance department group, integrated change management ● Reactive to business ● Departmental-level ● Core business processes ● Full process abstraction needs; process is locked integration solutions with automated, cross and SOA maturity, business inside standalone point-to-point integration or application & department modeling SOA & Business application or involves usage of packaged integration, some process Process manual workarounds software abstraction via workflow mapping, project management ● No Database ● Departmental data ● Common data ● Dynamic data services, Management and model, basic security architecture across Real-time integration among Standards authentication, Minimal systems, centrally apps, Data Mining, Formal Data Management High availability, scalability managed data models, Data Architecture and disaster recovery data audit standards, data standards encryption ● Limited/custom ● Ad-Hoc Analysis, ETL ● Shared subscription & ● Real-time closed loop reporting, data silos tools self-service reporting, proactive analysis, event- Business Intelligence Standardization of BI tools driven embedded BI, and Data Audit, Real-time Visualization Mapping data access from desktop 5.15

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