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This constitutes a sample of an Executive Summary done for a project I speared as leader in SBC

This constitutes a sample of an Executive Summary done for a project I speared as leader in SBC

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  • Use GigaMAN as a sample guide for the key information Identify if this project is a productivity enhancement, regulatory mandate or infrastructure initiative (Classification should be accurate to avoid delays in review/authorization) Should be simple enough that a non-SBC employee can understand it Include alternative solutions considered and major risks and concerns What is the justification for this project? Time savings? Force reductions? Materials savings? Regulatory mandate (penalty avoidance)? Improved network reliability / infrastructure?

Executive Summary Executive Summary Presentation Transcript

  • Project Manager: Orlando Moreno Phone Number: 408 – 365 -8589 SBC Communications, Inc. Executive Summary: iNtegrated Enterprise Marketing Opportunities (NEMO) Business Case Type of Project: Productivity Enhancement / Infrastructure Date: August 29, 2003
  • Project Description
    • Provide consistent reporting and support “self-service” of reporting needs
      • Data mapped to MR2000 for common financial reporting
      • Enhance usability
      • Publish standard reports
      • Develop a marketing dashboard and scorecard
      • Support self-service
      • Enhanced performance tracking
    • Enable an integrated view of customer data to derive insight across all telecom and related product sets
      • Single customer identifier across all affiliates
      • Consolidated data from multiple sources for more precise segmentation
      • Improved intelligence for predictive segmentation
      • Simplify ability to pull business intelligence and formulate market strategies
    • Support ability to rapidly plan, execute and analyze campaigns with greater precision
      • Enhanced product bundling capabilities
      • Improved lead list creation and optimization for more precise targeting
      • Increased number of campaigns
      • Integrated customer contact history
    Understand Customer Needs and Define Attractive Customer Segments Define Product Offerings/ Bundles Identify Optimal Channels Track Campaign Effectiveness / Profitability Develop and Execute Campaigns Marketing Requirements Solution Need Executive Summary SBC’s ability to quickly identify and target attractive customers is currently impaired by the complex data environment, lack of common business definitions and time intensive process to generate reports. Addressing these issues requires both a process and technology change that automates and simples information retrieval and analysis for marketing decision makers.
  • Proposed Solution Project NEMO (iNtegrated Enterprise Marketing Opportunities) is the technology solution envisioned to support the delivery of business intelligence reporting. NEMO redefines the current data structures, analytical capabilities, and user interfaces to enable more precise customer targeting, segmentation, and product positioning.
    • NEMO Solution Components
    • End Users : An integrated customer view will be a useful analysis tool for Marketing and other SBC users, including Sales, Billing and Finance
    • Information Delivery. Creates intuitive application interfaces to enable standard reporting and self service capabilities for marketing end users
    • Data Architecture. Develop a data structure that will establish common customer keys across all SBC entities and define consistent hierarchies for products
    • Data Infrastructure. Establish a standard data infrastructure across all regions and affiliates to ensure data consistency in reporting and analysis
    POP Leadership Business & Consumer Portfolio Mgmt Customer Insight Corporate Planning Channel Delivery Experience Delivery NEMO END USERS Standard Reports Dashboard & Scorecard Self-Service Report Query Cingular ASI SBCIS LD Data Comm EchoStar Yellow Pages SBC Telco – East SBC Telco – Midwest SBC Telco – Southwest SBC Telco – West Telecom ABI Claritas D&B TNS Revenue Expense Billing Completed Orders Issued Orders Product Volume Product Availability Contact History INFORMATION DELIVERY Data Modeling Data Aggregation Source to Core Core to Mart Customer & Product Hierarchy Business Rules & Logic DATA ARCHITECTURE DATA INFRASTRUCTURE Executive Summary
  • NEMO Scope NEMO scope was defined by marketing leaders from both the business and consumer segments. To minimize system costs, requirements were limited to those that directly support marketing decisions. These requirements were then linked to business decisions and prioritized to specific releases based on business priority, technical complexity and ability to impact revenue. Executive Summary Release 1 Objectives (12 Months) Release 2 Objectives (12 Months) Release 3 Objectives (9 Months)
    • Introduce affiliate data and define a single customer identifier across all SBC affiliates
      • Affiliate data source: Cingular, ASI, SBCIS, DataComm, LD, EchoStar, Telco, Yellow Pages
      • Data dimensions: segmentation, billing, geography, contact, telco billed orders (ASI & Telco), MR2000 Revenues, ABI, Caritas
    • Establish consistent product and customer definitions and hierarchies
    • Support lead list creation & optimization
    • Create preliminary standard reporting capabilities
    • Map to MR2000 expense and product volume to gain reporting accuracy and enable improved customer profitability measures
    • Supplement single customer view by incorporating affiliate posted orders
      • Cingular, SBCIS, DataComm, EchoStar and LD
    • Enhance self service and reporting capabilities through desktop reporting tools that support customer querying and ad hoc report generation
    • Inclusion of SBC Telecom into single customer view
    • Distinguish between issued orders, and completed order status
    • Track customer contact history for all customer touch points
    • A single view of the customer allows marketing to optimize product portfolios, channel structures, and pricing for various customer segments
      • Improved bundling campaigns create retention benefits
      • Optimizing product plans increase product ARPU
    • Self service capabilities and standard reporting allow more rapid deployment of targeted campaigns
      • More precise targeting improves campaign take rates and campaign frequency
    • Ability to track customer contacts provides insight into the appropriate timing and channels for future sales contacts
  • Benefits Overview
    • Qualitative Benefits
    • Aggregating data from numerous source systems and establishing consistent business rules enables greater self service and standard reporting capabilities, thereby
      • reducing the long cycle times currently associated with complex data requests
      • Allowing marketing to redirect resources toward activities more directly linked to revenue generation
    • Aggregating regional data and establishing common customer and product hierarchies will ensure presentation of consistent data between finance and marketing
    • Future marketing and network investment strategies require that SBC understand customer demographic and usage patterns specific to geographies / wire centers. NEMO provides the required customer and segment specific data to guide network and product deployment decisions
    • NEMO’s ability to provide an improved understanding of customer behavior (i.e. consumption patterns) allows development of more dynamic segmentation schemes and improved predictive modeling (i.e. what if scenarios)
    • NEMO provides the ability to rapidly generate a snap-shot view of critical performance metrics that can guide strategy or process refinements
    Customer Targets Consumer / Small Biz Enterprise / Global / GEM Data Enhancements Availability Consistency Precision Targeting Improved Positioning Bundling Channel Optimization Enhanced Self Service Standard Reporting Strategy Formulation and Execution Improved Segmentation Benefits quantified on following pages Performance Tracking Quantification of NEMO benefits focused on the aggregation of affiliate data to support improved campaign and retention efforts for consumers and small businesses. Benefits to the medium and large business segments have not been quantified. Executive Summary
  • Benefits Calculation Approach Take Rate: Improved campaign targeting and the ability to develop more tailored promotion offerings increases response rates and take rates and yields incremental subscribers. Customer Retention: Service providers who offer video, data, voice, or wireless bundles can reduce churn on all products. A single customer view across all affiliates will improve SBC’s ability to successfully target high value customer segments with churn reducing bundles. ARPU: Optimizing price plans to meet the needs of specific customers drives ARPU increases for usage based services (e.g. wireless and LD). Hit List Size: Specific customer intelligence will help generate more leads per campaign across all channels. Illustrative Illustrative Illustrative Illustrative X X X X X X X X = = X X X X = = X X X X X X X X = = = = X X = = X X Assumes that no benefits will be captured from inbound calls that can not be attributed to an executed campaign Benefits only applied to small business and consumer products Executive Summary Hit List Size Resp. Rate Take Rate Camp-aigns Margin Benefit Baseline 100K 7% 30% 4 $12 $101K NEMO 100K 8% 33% 4 $12 $126K $25K Hit List Size Resp. Rate Take Rate Camp-aigns Margin Benefit Baseline 100K 1.5% 30% 4 $10 18K NEMO 120K 1.5% 30% 4 $10 21.6K 3.6K Churn Subs Retained Subs Margin Benefits Baseline 49% 1M 51K $15 $76M NEMO 48.5% 1M 51.5K $15 $77M $1M Subs in Service ARPU Margin Benefit Baseline 1M $18 20% 3.6M NEMO 1M $18.5 20% 3.7M 100K
  • Summary of Quantitative Benefits
    • To prevent double counting of benefits with the CCTP business case, no benefits were assumed for the inbound telemarketing channel
    • Business benefits are limited to the small businesses or the segment most effected by database marketing techniques
    • Quantitative benefits have been limited to those affected by improved targeting and offer development (positioning), thereby reducing the influence of exogenous market, regulatory, or competitive factors
    Benefits Breakdown by Product Benefits Breakdown by Benefit Category Executive Summary
  • Totals Cost Summary by Release One Time Implementation Costs Annual Recurring Maintenance Cost
    • Assumptions
    • Hardware and software costs do not include costs associated with physical data center setup to house servers. This will be completed mid September
    • Hardware and software cost estimated at $3500/GB of storage and includes hardware, software capacity expansion for EDW environments
    • Maintenance costs associated with Teradata hardware and software (generally calculated at 15% of total hardware and software) will be absorbed within current Teradata maintenance contract. (assumes that system in deployed in St. Louis data center).
    • Hardware and software costs include:
      • Hardware
        • Servers (CPU)
        • Disk space
        • Redundant systems (backup)
        • Development and Production environment for the data storage and ETL logic environments
      • Software
        • Teradata database and DBA tools
        • Queryman (SQL / ad hoc query tool
    • Implementation costs are one time costs by release
    • All maintenance costs will take effect after the corresponding Release has been implemented and continue annually
    Executive Summary
  • SBC FM Cash Flow and Economic Summary Option 1- Fully Loaded Calculations assume discount rate of 9.5% *Capitalized 60% of development costs and 100% of hardware and software RTU cost Executive Summary SBC_FM Version 4.0
  • SBC FM Income Statement Option 1 – Fully Loaded Executive Summary SBC_FM Version 4.0
  • Alternative Solutions Considered Three additional alternatives to the full NEMO solution were considered. These alternatives would enable SBC and the marketing organization to achieve NEMO benefits associated without the full cost of implementation. * SBC FM Statistics * Executive Summary
  • Pre - Release (09/03 – 12/03) Plan (9/03 – 12/04) Analysis (9/03 – 12/04) Release 1 (1/04 – 12/04) Analysis (1/04 – 3/04) Design (1/04 – 7/04) Build (4/04 – 10/04) Test (9/04 – 11/04) Deploy (12/04) NEMO Timeline 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 8 Weeks 16 Weeks 12 Weeks 28 Weeks 28 Weeks 12 Weeks 4 Wks Release 2 (05/04 – 9/05) Analysis (5/04 – 9/04) Design (9/04 – 2/05) Build (12/04 – 6/05) Test (6/05 – 8/05) Deploy (9/05) 20 Weeks 24 Weeks 28 Weeks 12 Weeks Release 3 (02/05 – 3/06) Analysis (2/05 – 7/05) Design (5/05 – 10/05) Build (8/05 – 12/05) Test (12/05 – 2/06) Deploy (3/06) 24 Weeks 24 Weeks 20 Weeks 12 Weeks 2003 2004 2005 2006 NEMO The timeframe outlined for NEMO mandates coordination between marketing, sales, finance, and IT to develop the NEMO solution. 4 Wks 4 Wks
    • Common customer key
    • Affiliate & 3 rd party data sources
    • Data Dimensions: Segmentation, geography MR2000 revenue, billing, contact, telco billed orders (ASI and Telco)
    • Customer lead list creation & optimization
    • Standard marketing reports & dashboard
    • Affiliate posted orders
    • MR2000 expense
    • MR2000 product volume & availability
    • Reporting enhancement
    • SBC telecom
    • Issued service orders
    • Customer contact history
    • Enhanced standard reports
    Executive Summary
    • Business case approval & socialization
    • Detailed functional requirements
    • Logical design for product definitions
    Scope Scope Scope Scope
  • Risk and Mitigation Strategies The risks identified for NEMO have the potential to affect delivery timeframes, total costs and release scope. To mitigate these risks, specific recommendations have been identified, and where possible, already executed. Executive Summary Ares Risk Mitigation Recommendation Project Complexity NEMO is a complex project that requires coordination across SBC functions for successful delivery
    • NEMO timeframes were developed jointly between IT and the business to deliver business capability
    • A pre-release phase will start September 2003 for analysis and design activities
    • A NEMO PMO function will be established to control and monitor scope, delivery timeframes and costs
    • Separate development resources will be allocated for each release
    Delays with Linked Initiatives NEMO has dependencies with CIM, CCTP – CCHL and MR2000/SCORE initiatives
    • NEMO project team has begun coordination with the CIM, CCTP and finance project team to align product delivery dates
    • Critical path activities, status and issues management will be centrally coordinate by a NEMO PMO function
    Product Hierarchy Product hierarchy definitions can not be aligned between finance and marketing
    • The logical design approach and product mapping will be initiated in Release 1
    • Close coordination will be scheduled between finance and marketing to re-use completed work and to work through design elements for both organizations
    • A joint business and technology SWAT team will be responsible for the product hierarchy definition
    User Adoption Users may not fully leverage NEMO reporting capabilities and continue with business as usual
    • End user communications, training and operational support strategy will be developed to support the NEMO deployment
    • A business process review will be completed to identify all business changes with the introduction of NEMO
    Benefits Measure Quantifiable business benefits purely from NEMO may be difficult to measure
    • Baseline metrics will be captured prior to NEMO and post deployment to assess NEMO benefits impact
    • Benefits measurement will be established as an on-going component of the PMO
    Total Cost of Ownership Total cost of ownership may be greater than planned
    • Project costs have been jointly identified by IT and the business
    • Detailed estimating factors have been identified for all work components
    • NEMO PMO function will monitor, track and manage all program costs
  • Appendices SBC Communications, Inc.
    • LD
    • EchoStar
    • Telco
    • Yellow Pages
    • Geography
    • Contact
    Release Scope Summary Executive Summary Release 1 12 Months (1/04 – 12/04) Release 2 12 Months (09/04 – 9/05) Release 3 9 Months (5/05 – 3/06)
    • Affiliate Data Source
      • Cingular
      • ASI
      • SBCIS
      • DataComm
    • 3 rd Party Data Source
      • ABI
      • Claritas
    • Data Dimension
      • Segmentation
      • Billing
      • Telco Billed Posted Order (ASI and Telco)
      • MR 2000 Revenues
    • Common Customer Key
      • Establish common customer keys at BTN Level and propagate to EDW
    • Establish Consistent Product Definitions
      • Establish consistent product hierarchy definitions through business rules, aggregation procedures and standardized architecture solutions for customer and product hierarchies
    • Customer Lead List Optimization
      • Ability to reserve customers for specific lists
    • CONTACT Source Migration
      • Migrate CONTACT source to NEMO data
    • Reports
      • Standard Reports
      • Marketing Scorecard and Dashboard
    • Affiliate Data Source
      • None
    • Data Dimension
      • Affiliate Posted Orders . Integrate Posted Order information across affiliates not included in Release 1 (Cingular, SBCIS, DataComm, EchoStar and LD)
      • MR2000 Expense . Develop customer profitability through inclusion of MR2000 expense data driven to the customer level
      • MR2000 Product Volume and Availability . Deliver consistent product volume counts and product availability with MR2000 for SBCIS, LD, DataComm, EchoStar, Yellow Pages and Telco East Region
    • Reports
      • Self Service Reporting Capabilities . Enhance eBIP and desktop reporting tools to support customer querying capability and self service ad hoc report generation
      • Enhanced Standard Reports . Enhance standard reports to reflect product volume information. Introduce additional standard reports such as the exception based reports
    • Affiliate Data Source
      • SBC Telecom (SBCT)
    • Data Dimension
      • Issued (Issued & Complete) Service Orders Information . Provide issued service order information for orders taken and order provisioned. Issued service order information will be supported for all Cingular, ASI, SBCIS, DataComm, LD, EchoStar, Telco and SBCT
      • SBCT. Source and integrate other SBCT related data for billing, posted orders, MR2000 revenue, MR2000 product volume and MR2000 product availability
    • Common Customer Key
      • Establish common customer keys for SBCT
    • Customer Contact History
      • Customer contact history information for contact center, web, outbound tele-marketing and direct mail will be integrated
    • Reports
      • Enhanced Standard Reports . Enhance standard reports to reflect issued service orders information and customer contact history information
  • Program Management Office (PMO) Sales Karen Mrachek ECM MR 2000 Revenue & Expense Order SCORE SMS Michael Moore CIS Linda Fuechtman EDW David Browne Requirements Testing Training Deployment POP Portfolio Mgmt Customer Insight CA&R IT Business CCTP MR2000 Billing CONTACT Athena CIM SDR ERS Renee Ramano Channel Delivery Finance Jerry Healy CA&R Chris Urbanek Release 1 of NEMO is scheduled for a 12 month delivery with a cost of over $35M and 140+ resources dedicated from IT and CA&R. Given the release complexity, timing and number of resources engaged, a tightly structured NEMO PMO is required to control and deliver the project on time and on budget Revenue & Expense Linkages Delivery Product Volume & Availability Contact Center History Log
    • Progress Management
      • Project Plan
      • Issue Management
      • Budget Management
      • Scope management
    • Communications
      • Status Reporting
      • Communication
      • Process Impact Review
      • User Adoption
    • Quality Assurance
      • Performance Reporting
      • Budget Management
      • Risk Management
      • Benefits Measurement Strategy
    • Linkages
      • Scope
      • Timing
      • Deliverables
      • Key Business Decisions
    NEMO PMO Build Components Areas Activities Sponsor Users Executive Summary
  • Yearly Cost Summary Highlights Totals Development Costs (FTE) $37M Total Hardware Costs $33M Total Software Costs $17M Total One Time $87M Total Maintenance Costs (FTE) $43M Total Hardware Maintenance $2M Total Software Maintenance $5M Total Maintenance through 2009 $50M Executive Summary
  • Benefits Summary By Region NEMO Benefit Breakdown by Category Executive Summary Take Rate 4% Retention 85% ARPU 5% Volume 6%
  • Benefits Tracking Approach Hit List Size Response Rate Take Rate # of Campaigns Churn Rate % ARPU To track NEMO-related benefits, business case assumptions will be compared against the actual benefits observed during the initial stages of the implementation. Variables to Track Tracking Process This approach assumes no incremental overlap with the benefits to be derived from the CCTP project. Benefits measured on traceable campaign statistics only, not on sales associated with inbound calls that can not be attributed to a campaign. Executive Summary Baseline Control Group Create a control group by re-baselining current SBC Actuals for these variables at the end of FY04. These baseline figures will be used as a basis of comparison for tracking NEMO Revenue benefits. NEMO Control Group NEMO-forecasted variables (from the business case) should be used as another basis of comparison to track the actual benefits of NEMO. If needed, NEMO-forecasted variables should be adjusted relative to the re-baselining of SBC Actuals at the end of FY04. Actuals: FY05-FY09 Beginning at the end of Q1 of FY05, actual SBC values for these variables should be captured on a quarterly, semi-annual, and annual basis. These values should be compared against both the Baseline Control Group and NEMO Control Group to assess the measurable impact of NEMO. Actuals: FY05-FY09 Beginning at the end of Q1 of FY05, actual SBC values for these variables should be captured on a quarterly, semi-annual, and annual basis. These values should be compared against both the Baseline Control Group and NEMO Control Group to assess the measurable impact of NEMO.
  • Technology Assessment `
    • Extension of analytical reporting and eBIP (e Business Intelligence Portal) environments
    • Creation of OLAP and balanced score-card environments
    • Integration of data structure and reporting tools with existing and future analytics software tools
    Technical development of NEMO will focus on data infrastructure, integration and information delivery. Component processes of the technical solution include: Information Delivery Data Architecture
    • SDR (Strategic Data Repository) customer matching processes will be extended to accommodate all affiliate and telco data sources
    • Data extract processes to retrieve incremental affiliate and partner data
    • Migration of Enterprise Campaign Management (ECM) application functionality to access the integrated EDW data stores
    • Extraction, transformation and loading of the legacy system information to the EDW environment
    • Business rule cross-reference tables and processes will be used to integrate data from multiple affiliates into common customer and product family hierarchies
    • Aggregation and integration of detailed legacy system data (stored in the EDW)
    • Extension of existing CIM processes to develop single view of customer spend across all SBC affiliates
    • Posting of reporting information to a Unix-based reporting application server layer
    Data Infrastructure CABS ABI CPNI CRIS LD Telegence BPP CCA EM UPS MP CAMPS HB ACIS Revenue ASI Cingular SNET PAC AIT SWBT Product Customer Affiliate Orders DataComm EchoStar LD SBCIS Yellow Pages Extraction Processes Business Portal, Scheduling, email, Filtering, OLAP Consumer Executive Summary NEMO Analytical Reporting Structure Advanced Analytics Discovery and Data Mining Performance Management i.e., SBC Table Driven Aggregation & Integration