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SystemSteps eSupport Proposal

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This is a strategic overview and contract book of a robust eLearning and performance management system, one I and my team put together during my days at Motorola.

SystemSteps was designed as a community of practice for technical support and repair technicians, as well as their managers. Membership was compulsory for anyone who would be submitting warranty claims. Technically, the system was quite ahead of its time, with rich, interactive simulations of repair procedures, and a client experience driven by almost thirty personalization & membership characteristics.

This is a great example of an online eLearning and eSupport solution to a number of persistent problems in the wireless industry.

If readers have further thoughts or suggestions, please feel free to comment.

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SystemSteps eSupport Proposal

  1. 1. March 13, 2002 SystemSteps/Colleagues ® Table of Contents Executive Overview...................................................... ........... 2 The Business Problem................................................... ........... 4 The Quality Approach to Performance Management... ........... 5 E-Learning.................................................................... ........... 8 Integration With Other Business Systems ..................... ......... 13 The “Performance Managed” Experience ..................... ......... 13 E-Performance Tools and the Learning Curve.............. ......... 21 Proposed SystemSteps Curriculum............................... ......... 26 Current State of SystemSteps........................................ ......... 32 SystemSteps Site Development Timeline..................... ......... 40 Re-allocation of Resources........................................... ......... 42 Financials...................................................................... ......... 44 M-Gate Status ................................................................ ......... 45 Summary....................................................................... ......... 49 1
  2. 2. March 13, 2002 SystemSteps/Colleagues® A Proposal for Improved Post-Sale Support and Cost Reduction John Sawinski - PCS Services Executive Overview CLEARLY, IN OUR SystemSteps is a plan to implement a broad, e-learning certification and post-sale prod- BUSINESS, EVERY POST- uct support environment that develops Customer affinities and solves two pressing SALE PRODUCT TOUCH problems: CAN HURT. . • How do we prevent product with no discernible defect from being returned? SIMPLE • How can we discipline every aspect of the reverse logistics process to fix handsets at SERVICE INCIDENT the lowest possible cost? This is an e-business that replaces existing paper and labor-intensive processes: The Motorola SystemSteps/Colleagues Preferred Service Provider plan radically changes the way we develop, deliver and verify information to call centers, points of sale, and repair operations. It compels Motorolans and non-Motorolans alike to keep good hand- sets in Customer hands and to fix them quickly and cheaply when they break. It limits MARGIN Motorola’s liability and cost for work performed badly and, most of all, it does this mainly by retasking existing resources at only moderate cost. UNIT VOLUME LOSS FROM In addition to cost reduction, SystemSteps/Colleagues is designed as a well-margined, COMPLEX SERVICE sold service that can deliver revenue to our bottom line, or that can be exploited by the INCIDENT sales team as a value proposition not offered by our competitors. Large volume, low-cost consumer electronics businesses are not tolerant of deficient post-sale support. Missteps in call center quality, reverse logistics and repair operations trigger an avalanche of returns, causing margin erosion and churn. In a commodity elec- tronics market where unit costs are stripped to the bone, the cost of a single, moderate, post-sale, consumer intervention can kill the margin from 5-10 units. The hit from a MARGIN 2
  3. 3. Executive Overview more complicated case involving multiple phone calls and one or more return/repair cycles will nullify the business value of ten or more devices. TARGET AUDIENCES Within the financial spaces of cost reduction and revenue, there are four corresponding, distinct audiences for SystemSteps/Colleagues participation: Level 0.5 - Cost Reduction: The average consumer who might be capable of minor troubleshooting if better informed. While we would track SystemSteps access and col- lect user information from this audience, they would not be charged, as the cost of pro- viding access is more than offset by the reduction in returns. Development costs for the GENERAL POPULATION program at this level are offset because participants who pay for level II and III pro- 20M grams are also required to complete the same level 0.5 and level 1 exercises. In addition, data gathered during interaction by consumers with the SystemSteps site has marketing value. Level 1 - 50/50 Cost Reduction/Revenue: This group provides the most rudimentary level of service, almost exclusively at the point of sale. However, it is important to con- sider that since almost 40% of returned handsets are not usually defective, the potential of Level 1 servicers to keep handsets out of the return flow has enormous cost-saving LEVEL 1 AT POS value. At this level, handsets are not taken apart. Service intervention is limited to sys- 50K TAM = $12M tem problems, programming, features/options, and simple, external mechanical repairs like antennas, battery covers, chargers, etc. If a true defect is found, the phone is either sent in for repair directly or exchanged for a replacement under an Over The Counter (OTC) program, after which the original, broken handset is forwarded to a central repair depot. Level 1 SystemSteps participants will be charged a minimal subscription amount in the $250/yr range, but this charge will probably be bundled with other sales. Level 2 - Certification Revenue: Lower-level Technicians with little or no prior cellu- LEVEL 2 TECHS lar experience fall into this category. They typically work at a larger point of sale or one 2.1K TAM = $2.1M of the smaller depots. Their range of activities includes all level 1 fixes plus reflashing/ software maintenance and repair of mechanical breakage. Level 2 Techs can take phones apart but are not allowed to solder. This population is also quite valuable to us in that they are reimbursed less under our warranty policy and yet are capable of fixing about 70% of handsets with actual defects. An intriguing feature of the level 2 audience is that their learning and certification activities can be conducted almost exclusively online. We anticipate being able to reach and control 1600+ North American Level 2 Techs simultaneously for every new product release through the SystemSteps e-commu- LEVEL 3 TECHS nity, replacing large numbers of 2-day onsite classes conducted in previous years, which 0.9K TAM = $1.8M due to inadequate resources, did not reach everyone. Estimated charges for annual certi- fication of individual level 2 Techs are in the $1K/yr range. LEVEL 0.5 = CONSUMERS Level 3 - Certification Revenue: Full component repair. Most Level 3 Techs exist in LEVEL 1 = NO Customer or 3rd party repair depots. Under our new certification agreement, for a flat DISASSEMBLY REPAIRS rate reimbursement of $27/incident, including parts, regardless of defect, Level 3 shops LEVEL 2 = NO SOLDERING are expected to complete each repair they start within 48 hrs or face a $56/incident LEVEL 3 = COMPONENT charge if Motorola takes responsibility for the case. SystemSteps certification will be a REPAIRS blend of online and classroom instruction. The annual certification charge of $2.2K/ Tech includes one week of mandatory training and skills testing in our classrooms in Texas. SystemSteps/Colleagues® 3
  4. 4. The Business Problem COMPETITIVE OFFERINGS: No vendor or third party has captured this market. To date, Nokia and Ericsson have posted limited e-support websites, but none with closed-loop, tracked interactivity and certification support like SystemSteps. SystemSteps also plays strongly in the intangible space of building mindshare, not only in the Sales and Service communities, but potentially in the Consumer arena too. When- ever anyone, anywhere, anytime, has a question about cellular, whether or not they actu- ally own a Motorola cellular product - they will turn to Motorola for the authoritative answer. The Business Problem Carrier Customers have shifted supply chain risk back to manufacturers Carriers in the U.S. have successfully leveraged their volume buying power to force handset vendors into consignment-like sales contracts that enable them to offer very lenient returns policies to end users, yet insulate themselves against supply chain risk. Any-return-within-30-days, no-questions-asked, new Customer adopter strategies at Carriers like AT&T Wireless and Sprint allow them to compete primarily on airtime price. Motorola’s contractual obligation to take back such returned handsets to our own inventory, at full reimbursement in most cases, for up to a full year after initial sale, gives U.S. Carriers license to engage in sloppy business practices like regional over- stocking, wild volume speculation, marketing experimentation, etc. at little or no risk. Rˆr†‡v‚)ÃXuh‡Ãv†Ã‡urÃp‚†‡Ã‚sÃIPUł‰vqvtà ƒr…s‚…€hprƈƒƒ‚…‡Ãs‚…Ãyr‰ryÃ$à ÃÉÃ!4Ãà - Return Rates of as high as 19% in warranty period - U.S. Warranty Base = 15M units - 2.9 Million Returns in 2001 (min) - 70% of Aggregate Returns are No Trouble Found - Average Cost/Incident = $37 (not counting lost carrier revenue) - $6.3M/Month in Unnecessary Cost! Answer: NTF Returns on Motorola Phones last year cost us and our Customers as much as $76M. . 4 SystemSteps/Colleagues®
  5. 5. The Quality Approach to Performance Management Handset margins generally decrease every year and declining ASP curves have flat- tened. In this environment, every cost is more visible. Carriers have demonstrated some willingness recently to partner on service burden problems and are begining to under- stand that they must implement point-of-sale repair or call center service interventions to further cut costs. Our Customers are not stupid: They know these costs are being passed back to them in one way or another as a component of future sales. It is critical to the future of our business that we teach and control the behaviors of everyone who can potentially return handsets or who is involved in fixing them. To date, though, the cellular community has been hindered by the lack of a practical per- formance management system. SystemSteps provides that support through a 24 X 7 online interactive presence that: • Teaches • Measures • Supports The Quality Approach to Performance Management Quality system principles can be applied to performance management. UNCONTROLLED What we do in our technical communications business today is generally an uncon- KNOWLEDGE IS NOT A trolled process like 1-way paging: Students come to class, we send them service bulle- QUALITY PROCESS tins and manuals, talk to them on the phone from time to time, and push supplementary information at them in an outbound fashion, but we don’t always know: • Did they truly learn what they need to know? • Can they do the job we expect them to? • Will they remember six months from now? • Are they satisfying Customers? • Did we waste their time with information of no value? • Was our information timely? • Are they improving daily? SystemSteps/Colleagues® 5
  6. 6. The Quality Approach to Performance Management Applying quality system discipline to performance management closes the loop and yields the following: W arranty 1+1= 3 Training Payments M etrics $$ 1+1= 3 Smart, on-time M etrics Service! Certification GOOD PERFORMANCE But how to close the loop? . . MANAGEMENT IS A 2-WAY STREET This is not a new problem: As recently as ten years ago, various segments of American business, mostly automotive and aerospace, recognized this as a problem and wrestled with paper and some rudimentary computer solutions like Computer Based Training (CBT) to step up the two-way flow of information and close the quality loop. Many of these efforts were driven by safety or regulatory issues and supported by extensive investment, some of it governmental. Early practitioners of this art learned from their experiences to pick certification battles carefully: For example, where product complexity is high, the audience restricted, the product sales volume small and life-cycle short, it doesn’t make sense to invest in the longer cycle time and expense of a knowledge control and validation program. 6 SystemSteps/Colleagues®
  7. 7. The Quality Approach to Performance Management A REAL PERFORMANCE The Internet, though, changed many things as we all know, including the ability to MANAGEMENT SYSTEM quickly offer and update knowledge and collect performance data from users - without FEATURES: human intervention. Like most things technical, Internet tool sets and delivery media become cheaper and easier to use over time so what we have now is a convergence of utility and application that more easily brings practical closed loop performance sys- tems to bear. When is the Quality Approach to Performance Management most applicable? In situa- tions where: • Product complexity is minimal • Sales volume is high • The audience is geographically everywhere • The red-ink, financial implications of not managing performance are very large In short - our PCS business. . . What are some of the key elements of our proposed PCS e-performance system? . . . Elements that also develop mindshare and distinguish Motorola from our competitors?: • Rich, E-commerce Personalization and Membership Features. - The site constantly adapts to a User’s changing needs and pushes information • E-Learning and Certification - A Learning Management System that constantly refines the Learner’s knowledge • Product Service Support - Interactive service aids that make Technicians productive • Test Equipment and Shop Support - We need to take the mystery out of verifying handset quality and performance • Product Support Tool (PST) Support - Our inability to support common handset support software at the lowest levels of our Customer base is a known problem • Communities of practice - Online places for our constituents to share valuable insights with Motorola and each other • Instant Information - Solution builders that save time and dramatically cut call center volume SystemSteps/Colleagues® 7
  8. 8. E-Learning E-Learning “WHEN A SERVICE GOES FROM Within PCS, there has traditionally been strong sentiment against learning as a sold ser- FREE TO FEE-BASED, ONE MIGHT vice. Perhaps this is because the cost of training as a percentage of sales is smaller than EXPECT RESISTANCE AND in Motorola’s infrastructure businesses, and is, as a result, more easily absorbed in the RESENTMENT. YET, CUSTOMER sale. But the simple fact is that most U.S. corporations, even those that manufacture SATISFACTION INCREASED WHEN OEM product or other hard goods, are also in the business of selling their learning and HONEYWELL/WSE REVERSED ITS support efforts. 30-YEAR OLD PRACTICE OF OFFERING FREE TRAINING TO DEALERS’ TECHNICIANS.” Other than being hindered by some outdated, institutionalized beliefs, however, we also face two other nagging, value proposition hurdles: HTTP:// • We’ve been giving away training and support for years WWW.ELEARNINGMAG.COM/ ELEARNING/ARTICLE/ • Our competitors also give it away ARTICLEDETAIL.JSP?ID=2984 “THE AMERICAN ASSOCIATION OF COMMUNITY COLLEGES REPORTS THAT MORE THAN 10 It’s an old adage: “Something is worth exactly what someone is willing to pay for it. . “ MILLION STUDENTS ARE ENROLLED IN COMMUNITY So how do we turn this around? By making support mechanisms radically better and COLLEGES, WITH 64 PERCENT OF more accessible than our competitors - grabbing mindshare by being the information STUDENTS TAKING CLASSES PART- solution of choice - so good our Customers want to buy it. People buy products they TIME. THESE PART-TIME STUDENTS FIND IT CHALLENGING know the most about. We need to guarantee they know Motorola best. TO BALANCE THEIR BUSY SCHEDULES WITH OBTAINING THE TRAINING THEY NEED TO SUCCEED IN TODAY’S BUSINESS ENVIRONMENT — ESPECIALLY IF THEY HAVE TO GO TO A TRADITIONAL CLASSROOM TO RECEIVE INSTRUCTION. A MORE CONVENIENT AND MANAGEABLE WAY FOR COMMUNITY COLLEGE STUDENTS TO ACHIEVE THEIR EDUCATION AND CAREER GOALS LIES IN E-LEARNING. E- LEARNING GIVES STUDENTS THE OPPORTUNITY TO CHOOSE WHERE, WHEN AND HOW THEY WANT TO LEARN. “ HTTP:// WWW.ELEARNINGMAG.COM/ ELEARNING/ARTICLE/ ARTICLEDETAIL.JSP?ID=4068 8 SystemSteps/Colleagues®
  9. 9. E-Learning E-LEARNING ENABLES A 24 X 7 We don’t have much E-learning today. How are we training people? KNOWLEDGE PRESENCE THAT BRIDGES GEOGRAPHIC AND In short, we’re not. . at least not enough. TIME BOUNDARIES FOR EVERYONE. 4XHVWLRQ :KDW ZRXOG LW WDNH IRU XV WR WUDLQ WKH 86 6DOHV6HUYLFH SRSXODWLRQ IDFHWRIDFH WR /HYHO RQ HDU SURGXFW UHOHDVHV Level I Learners Class Time 4 hrs/12 Students New Phones in 2001 = 1042 Wks X X (22 Instr/Yrs) X5K (min) Class Time 16 hrs/12 Students X25 Level II Learners X X = 1667 Wks (34 Instr/Yrs) . . . Answer: Total = 56 Instructor/Yrs X2K (platform instruction only) Since we don’t have 50+ Instructors, we’re obviously not doing the training we should. With E-learning though, we will. . What is E-Learning? Real E-Learning, like real E-Commerce, adapts to the user like a real Instructor. E- Learning is not Computer-Based-Training (CBT). CBT had some limited assessment ability through online testing, but it typically could not change its behavior in response to user interaction. CBT should be considered obsolete. E-Learning has taken it’s place. SystemSteps/Colleagues® 9
  10. 10. E-Learning A true E-Learning system simulates real world experiences. In the above example, a V.120 assembly test which follows a disassembly learning exer- cise, The level 2 candidate must correctly sequence, pick, and place each part in order by dragging and dropping on top of the base assembly. Each interaction is timed and correct/incorrect responses tracked. An incorrect pick sequence causes a text message to appear, An incorrect place sequence causes the part to revert to its original location. The learner must repick it from the first location to try again. 10 SystemSteps/Colleagues®
  11. 11. E-Learning E-Learning also adapts to what the user has completed in previous sessions. For example, the learning exercise for another product, T270C, is comprised of eighteen individual interactions which must be followed in sequence the first time in order to achieve completion. Note in this screen capture that only completed interactions are in bold. Incomplete interactions are grayed out. Once a particular interaction has been suc- cessfully completed, that specific learner can access it randomly, via this pulldown, so in effect, the learning program becomes a refer- ence resource once training is done, without compromising its initial learning integrity. AICC IS THE STANDARD SystemSteps activities are database tracked for both place-keeping, relative student FOR STUDENT DATA scoring, and future program development. That data can be passed, in industry standard TRANSFER AICC (Aviation Industry CBT Committee) format, to other learning management sys- tems (LMS), both Motorola and non-Motorola, to drive pay-for-performance programs. The example below shows interaction duration and attempts/completes for student ID 253 during that student’s Level 2, T270 certification exercise. Eighteen interactions HTTP://AICC.ORG make up the certification exercise, but the program has six more used in a support capacity for a total of 24. Time is expressed in seconds. SystemSteps/Colleagues® 11
  12. 12. E-Learning In SystemSteps final implementation, we do not intend to report numerical scores, for legal reasons, to Students or Managers, only incomplete/complete in something like the following format: Several individual bubbles may make up a course of study in a particular area. A fully certified Technician would, of course, see a green field of bubbles. A Manager, in the Manager’s view, will see a single vertical column of bubbles for each employee. Clicking on one particular bubble, say a yellow one in this view, will explode it into it’s multiple component bubbles, which may be red, green, or yellow too. In this way, it will be very easy for a Manager to compare certification status for all employees, enterprise-wide. 12 SystemSteps/Colleagues®
  13. 13. Integration With Other Business Systems Integration With Other Business Systems A LESSON LEARNED: Here’s a fact: When Messaging Technical Training at Motorola was a sold service, but UNLESS EVERY POTENTIAL the Tech Support line was given away at no-charge, Customers bypassed classes and got SOURCE OF INFORMATION virtual training free on the Tech Support phone - sometimes for hours. However, once IS ENCOMPASSED IN A Tech Support moved to contracted support, the balance was restored. In the migration COMPANY’S SOLD from free to sold services, every aspect of the way we communicate with Customers SERVICES STRATEGY - must be integrated into the total value proposition or we will fail to generate revenue. AND CHARGED FOR - THE “FREE” SOURCE WILL GET RUSHED, CAUSING To help us rope our support effort together, a very important feature of SystemSteps is QUALITY ON BOTH THE its ability to integrate with other business elements like Call Centers, Order Entry, SOLD AND FREE SIDES OF Financials, etc, so that the way a Customer interacts with other Motorola systems deter- THE FENCE TO SUFFER. mines, in part, the way we interact with them. SystemSteps is built with common, off-the-shelf, e-commerce tools that read and write any SQL or ODBC database, so it becomes practical to integrate it with Oracle ERP, Clarify, Seibel, TCOPS, Informix, or any of the other, myriad, database-driven systems that abound in Motorola. Customer interaction with these external data sources then helps drive automatic customization of the SystemSteps learning experience. Let’s take this database thinking to the next logical step: In its current incarnation, for example, SystemSteps uses Sequel to store e-commerce data and Oracle to store Learn- ing Management System data. Such local database robustness gives us the ability to fetch, sort, and analyze data from other systems ahead of time to help us - and this is key to the managed experience - anticipate Customer needs. Likewise, our site can pass outbound data too. This could be as simple as SystemSteps student certification status sent on demand to call centers to help guide Customer con- versations. The value of connecting a Learning and Solutions system to other business systems should be obvious: Now, in addition to having clear verification of a Technician’s skills and knowledge, we also gain awareness, in real time, of how that Student is using, or failing to use, that knowledge in daily activities. This is how we close the loop between knowledge and performance - in a nutshell, performance management. The “Performance Managed” Experience Life becomes simpler in a performance managed experience. You no longer have to guess which information is relevant because it’s handed out at exactly the right time: • More information is pushed to you rather than having to be searched for and pulled. You don’t have to go looking for it. • Personal aspects of other business activities like warranty claims filing, parts orders, call center calls, etc. are monitored to determine which information is most relevant to you at any given time. SystemSteps/Colleagues® 13
  14. 14. The “Performance Managed” Experience • The total amount of information transferred to you actually decreases because it’s better information. • Learning retention is less important. Answers are always available. The line between knowledge transfer and traditional information resources blurs: You may be told how to do something at the time you’re actually doing it, rather than be bur- dened with learning it ahead of time. The managed experience is having a friendly teacher over your shoulder. . “Show me!” Start your day here: is the most important part of “Teach me.” Here’s what a day in your performance managed experience might look like: THE EMPLOYEE SEES THE Notifications appear in red on each individual’s SystemSteps home page: DAY’S SYSTEMSTEPS SERVICE NOTIFICATIONS WHEN FIRST ACCESSING THE SYSTEM FOLLOW UP ON Notifications are acted upon. In this case, updated software must be downloaded to NOTIFICATIONS make a specific handset carrier compliant. Software Download in Progress: 65% Version 2000.08.B9.00 14 SystemSteps/Colleagues®
  15. 15. The “Performance Managed” Experience BEGIN WORK WITH While performing repairs, online claims are filled out and automatically submitted for UPDATED, CORRECT warranty reimbursement. PROCESSES Insert claims capture WHAT YOU NEED IS As you begin working on specific handsets, service information you may need, but have PUSHED AT YOU JUST not previously accessed, is pushed to you - in this case, a Customer Service Bulletin for WHEN YOU NEED IT the phone you’ve started fixing. SystemSteps/Colleagues® 15
  16. 16. The “Performance Managed” Experience ADVANCED ELECTRONIC Online, electronic service aids, like this 270C, interactive schematic/component locator, SERVICE AIDS ARE THERE dramatically increase productivity, replacing conventional paper documents in ways not WHEN YOU NEED THEM practical even five years ago. For example, as the cursor rolls over each part, its part number, schematic designator, and description pop near the top of the screen. When the highlighted part is clicked, you are immediately taken to that area of the sche- matic, where the part is also highlighted. If you click on another schematic part, you’re taken back to the PC board overlay - full, round-trip navigation! 16 SystemSteps/Colleagues®
  17. 17. The “Performance Managed” Experience ONLINE LEARNING IS FUN This learning exercise can be completed in about half an hour. Like most instructional AND CAN BE DONE IN modules for adult learners, it contains roughly five major concepts which are easy to SHORT INTERVALS; OVER remember and which naturally lead into the next learning module in your learning road- LUNCH OR DURING map. BREAKS, FOR INSTANCE With the screws removed, carefully lift the back cover. COMMUNITIES OF When you encounter a tough problem, there’s a good chance someone else has already PRACTICE ALLOW solved it. Searchable solutions help fix things fast, and are ordered by the search engine TECHNICIANS TO SHARE for applicability. You can enter solutions too. . ANSWERS WITH EACH OTHER SystemSteps/Colleagues® 17
  18. 18. The “Performance Managed” Experience Here’s a case where a solution is available that exactly answers your question. No need to call Tech Support. LIVE, ONLINE SESSIONS Tools like NetMeeting or Webex deliver short, informative sessions to a broad audience CAN BE SCHEDULED AND for quick, timely updates that include the ability to interact with other users and ask DELIVERED ON A questions. MOMENT’S NOTICE Feedback can be captured as a solution for future reference. . . 18 SystemSteps/Colleagues®
  19. 19. The “Performance Managed” Experience YOUR WORK DAY IS NOW When you use all the tools at your disposal, even though some time is expended, the MORE PRODUCTIVE. LESS return on your investment is more than recovered by faster troubleshooting, less mis- MISTAKES MEAN FASTER takes, and reduced risk of “overworking” or damaging a phone. THROUGHPUT AND LOWER COST CHANGE NOTICES CAN BE When we release changes or mandatory fixes, particularly those affecting safety, the QUICKLY EMAILED TO ANY entire service community can be e-mail alerted within minutes. In the past, it took sev- AUDIENCE SEGMENT. eral days and a couple thousand stamps to send Customer Service Bulletins by snail- mail. TOUGH PROBLEM? CALL Tech Support via telephone is bundled with your annual Sys- TECH SUPPORT. temSteps subscription, so you can get to a live person during normal business hours when all else fails. When Tech Support discovers a new solution, it can be pushed to the field quickly. All Tech Support CSRs have SystemSteps web publishing capability. SystemSteps/Colleagues® 19
  20. 20. The “Performance Managed” Experience PERFORMANCE ALERT! SystemSteps constantly monitors a Technician’s activities. Because it knows how to correct certain problems, when something goes haywire the site will try to set it straight. Remediation can be as simple as a warning, or as complicated as temporary certification suspension until specific classes are taken. END OF THE DAY. HOW DID There are three significant performance indicators for service. Absolute numbers can be I DO? presented, or a simple gas gauge visual can be used to show performance relative to peers. 20 SystemSteps/Colleagues®
  21. 21. E-Performance Tools and the Learning Curve E-Performance Tools and the Learning Curve E-Learning and performance support is like any technology upgrade: New tools and skills have to be developed. In the case of SystemSteps, core skills are in place in PCS Technical Communication. As a result, most of the underlying server and database infrastructure is complete. The task ahead of us then is to develop the ability of the organization as a whole to author interactive learning and other web content. This isn’t trivial, though the total costs tend to weigh more in terms of learning curve time than on tool acquisition expense. Moving from office paper to online “glass” delivery is organizationally about like the transition from Secretaries to Microsoft Word or desktop publishing. The tools are significantly more complex, though it is possible to speed up productivity by using pre-canned forms, templates, learning objects and the like. The SystemSteps team has developed enough of these to seed a general ramp-up. The full tool-set doesn’t have to implemented at once: The illustration below shows how Customer experience improves as functionality is added. Start at the bottom. . . At this point, the core SystemSteps team has achieved functionality shown above with the exception of “Connections to Business Systems”. SystemSteps/Colleagues® 21
  22. 22. E-Performance Tools and the Learning Curve The following chart illustrates our content development toolset and the approximate learning curves a typical user might experience. Developing interactive, online applications takes significantly longer than putting together a simple Powerpoint presentation, as you might imagine. TYPICAL BUSINESS The time it takes to create presentation materials for different venues is well understood PRESENTATION 6:1 in the learning and development community. To start: A simple business presentation DEVELOPMENT/DELIVERY takes roughly six hours of development for every hour of presentation. RATIO Development of platform class materials in a subscriber device technical training envi- ronment like PCS, is benchmarked around 40:1 for a completely new technology or product. In situations where materials are being updated or course development is incre- mental to existing materials, we at Motorola generally commit development cycles at 20:1, so to get the full picture; for every hour of classtime, there is at least twenty hours of course research and development, sometimes more. When it comes to interactive course development for online delivery, the whole picture changes because of a couple key drivers: PLATFORM CLASS • We must accommodate the fact that Students no longer interact directly with the DEVELOPMENT/DELIVERY Instructor. RATIO = 20-40:1 • Instructional system responses to incorrect answers or interactions are more com- plex than the reaction to correct answers: The number of wrong things you can do - and they have to be accounted for - almost always exceeds the number of right things. • Because this is a software product, software test and quality assurance processes consume as much as 50% of the total development effort. • Integration of the final program into the web environment usually takes about 10% of the team’s time. INTERACTIVE There are examples in the aviation simulation business of development cycles over DEVELOPMENT = 120:1 1000:1, but we use the IBM benchmark of 120:1 for our efforts. Another industry DEVELOPMENT/DELIVERY benchmark worthy of note is that interactive instruction tends to run about 40% more RATIO effective than classroom instruction. What does that mean? . . It means an average learner tends to acquire around 40% more knowledge in the same amount of time, or will learn equivalent material in 60% of the time spent in a regular class. So why expend the time developing interactive solutions? Because remember, a live person will never have to teach that particular course again. All the human effort is up front and students can then make use of the learning event whenever they want, wher- ever they want - and one at a time too. Once a program is developed, it must be implemented on a website. Tools used to inte- grate interactive content into the web environment are becoming more pervasive as cor- porations deploy more web content for internal communications: Even simple email often contains HTML or Flash content. Development applications range from simple HTML editors to full-blown, collaborative scripting tools. 22 SystemSteps/Colleagues®
  23. 23. Instructional Authoring • AuthorWare • Icon Author 2D Illustration • Director • Illustrator • Toolbook • CorelDraw • Canvas 0 Learning Curve in Months 6 To WWW • Designer Cost/Seat = $2.2K SystemSteps/Colleagues® E-Performance Tools and the Learning Curve 0 Learning Curve in Months 6 Video Editing Cost/Seat = $.4K • Video Action NT • Speed Razor 3D Modeling • Premiere • Pro-E • SolidWorks Video Compression • AutoCad • Media Cleaner Pro • Rhino 0 Learning Curve in Months 6 Cost/Seat = $.5K (1 seat only) The Interactive Instructional Development Toolbox (PCS preferred tools in bold) 0 Learning Curve in Months 6 Cost/Seat = $.7K - 3.2K 0 Learning Curve in Months 6 Cost/Seat = $1.1K (1 seat only) Animation/Simulation • 3D Studio MAX • Lightwave • Maya • Stratavision Bitmap Editor • ElectricImage • Photoshop • SoftImage • Paintshop Pro • Photopaint 0 Learning Curve in Months 6 Cost/Seat = $2.8K 0 Learning Curve in Months 6 Cost/Seat = $.6K 23
  24. 24. E-Performance Tools and the Learning Curve Underpinning the entire SystemSteps business is a robust, Microsoft e-commerce implementation on redundant, multiple servers, both development and public, in Texas and at mot.com in Illinois. To start, the group investigated with several local ISPs/Development houses, a strategy to implement not only the extensive set of personalization and membership (PM) fea- tures that govern the user experience, but also a method to integrate learning manage- ment system (LMS) features in the Microsoft environment that Motorola corporate IT had standardized on. What we discovered was that, even in the most sophisticated e-commerce development houses like Data Return, the Microsoft affiliate that hosts radioshack.com, there was no prior experience in performance management sites, only in online storefront kinds of operations. We would essentially pay for a consultant’s learning curve had we continued on that path. Because the Motorola SystemSteps team came from a large system background with extensive UNIX and Microsoft server knowledge, as well as database design and administration, we decided to develop the necessary competencies internally. In short, we could not find anyone that knew much more than we already did. Around the same time, eighteen months ago, a cross-sector team of senior technical training and documentation managers in all Motorola sectors convened to explore best and common practices in all of Motorola worldwide. One of the working committees focused on e-learning. That team determined that, for most sectors, audiences were smaller than PCS, appropriate interactive programs longer but less complex, and the technical sophistication - particularly in the infrastructure businesses - of the partici- pants much higher. This drove those sectors to deploy a solution through a third party e- learning company, Docent, that was moderately expensive on a per-seat basis; but which was easily tolerated in these cases because entire learning programs can top $20K/Stu- dent. The cost of Docent services became almost invisible. Because PCS was already well down the SystemSteps development path, we decided to opt out of paying for external services which we felt our audience would be unlikely to tolerate. Also, Docent did not have the ability to implement other performance manage- ment features we knew our constituency would demand. The learning curve for this toolset is very long: After eighteen months, there are many idiosyncrasies of SiteServer - typical of Microsoft products - which are counterintuitive and demand extensive research to overcome. The integrated feature set of the site as it stands today has not, to our knowledge, been successfully implemented by anyone. Database connectivity between the LMS and the rest of the site is also unique. Now that SystemSteps is available for other sectors to use, they are reevaluating its implementa- tion in their businesses. The chart on the next page illustrates the software layers in the site and the functionality those layers enable. 24 SystemSteps/Colleagues®
  25. 25. E-Performance Tools and the Learning Curve SystemSteps E-Commerce Website Toolset X2 · Learning Management System Data · Personalization Membership Data · DbaseManaged Online Content Oracle 8 Microsoft SQL Server WWW Users Shop, User, Technology, Product Mgmt. Database Servers · Learning Management System (LMS) · Personalized Content Push · Interactive Learning Ref · AuthorWare, pdf, HTML SystemSteps Flash, Powerpoint Web Applications X2 E-Commerce WWW Engine · Personalization Membership · AI Search Engine · Publishing · Direct Mail Site Server · Development Tool Support · Front Page Server Xtns · Visual Studio Server Xtns · Office Server Xtns Basic WWW Functionality Windows 2000 FTP/Email/Search/News Internet Information Server Windows 2000 Advanced Server E-Commerce Core High-Availability Server Functionality Windows 2000 Advanced Server SystemSteps/Colleagues® 25
  26. 26. Proposed SystemSteps Curriculum Proposed SystemSteps Curriculum The next few pages outline the curriculum roadmap that SystemSteps participants will see at each of the three levels. Keep in mind the entire roadmap is carried across all lev- els. For example, level 3 Techs must demonstrate Level 2 and Level 1 proficiencies. Level 2 Techs must have Level 1 skills too, etc. . ADULTS LEARN BEST IN From earlier sections, keep in mind that SystemSteps online learning modules are SESSIONS 45 MINS WITH intended for adults who learn best in short sessions, with only a few key concepts that NO MORE THAN FIVE must be retained long-term. This is consistent with current, just-in-time, learning princi- MAJOR CONCEPTS IN A ples and has a proven track record of working, even in platform delivery. GIVEN MODULE Note the bubble states: In the final design we intend to present elements that are planned but not developed as gray, rather than not include them at all. The team concluded that setting Customer expectations in this way was more appropriate than constantly adding new elements in the middle of an existing flow. Again, Red = not started. Yellow = started/incomplete. Green = completed 26 SystemSteps/Colleagues®
  27. 27. Proposed SystemSteps Curriculum Page 2 of the total curriculum roadmap is shown below. Bubble states in these sample pages are set for example only. Currently, only the Level 2, 270c and V.120c disassembly/reassembly programs are complete. SystemSteps/Colleagues® 27
  28. 28. Proposed SystemSteps Curriculum The bulk of Level 3 prerequisite training is contained in the next few illustrations. Online Level 3 content is tailored to inculturate Technicians prior to coming to class for platform instruction. Experience has proven that many attendees are poorly prepared for fact-to-face instruction and lab exercises, knowing little to nothing in some cases about test equipment use, RF fundamentals, basic receiver/transmitter architecture, etc. Better online intervention ahead of class will level the playing field and permit the Instructors to concentrate on the kind of practical lab exercises Students need to be suc- cessful. 28 SystemSteps/Colleagues®
  29. 29. Proposed SystemSteps Curriculum Level 3 screens continued below. In the final version, the team has discussed taking out some of the space between bub- bles and presenting the labels as rollover text, in order to present the entire roadmap on fewer HTML pages. Also in the final version will be the option to display only incomplete activities -- again to save space. SystemSteps/Colleagues® 29
  30. 30. Proposed SystemSteps Curriculum At this point, the roadmap is defined around specific product architectures. The roadmap shows all technologies, but depending on carrier/technology affilliations on the part of a particular Technician, not all elements may be visible. 30 SystemSteps/Colleagues®
  31. 31. Proposed SystemSteps Curriculum This concludes the curriculum roadmap as currently envisioned. Our Instructional Designers use a specific template that combines needs assessment, learning activities, and anticipated outcome on a single form. Those forms are included in this document as appendix “A” SystemSteps/Colleagues® 31
  32. 32. Current State of SystemSteps Current State of SystemSteps There are eight major components of SystemSteps in various stages of completion as shown on the opposing page. HARDWARE Servers to support the entire SystemSteps program are in place and fully functional in both Texas and northern Illinois. The Texas development site is comprised of four, Compaq 5500/6500 servers with Raid 5 fault protection. All of this hardware was reclaimed from other businesses. None of it was purchased new for this program. Approximately $15K remains in capital depreciation on one server. The mot.com staging and live sites for SystemSteps are integral to the rest of the mot.com presence in northern Illinois. No additional hardware is required at this time. Should our traffic increase to the point where more physical servers are needed, the cost will be supported by SystemSteps sold services revenue. Hosting charges are estimated at $1.2K/month. As we move closer to final rollout, there will be minimal setup charges, in about the $2K range, from corporate IT, that we will control by using SystemSteps project members to help in hosting tasks. MICROSOFT WINDOWS This basic component of our environment is fully loaded, configured and complete on 2000 ADVANCED SERVER all servers. Due to a change in Microsoft/Motorola site licensing arrangements, we will incur a one-time, $8K software licensing charge in 2002 to make all servers fully com- pliant with Microsoft’s new requirements. MICROSOFT INTERNET IIS lives immediately above the core Microsoft server components. IIS provides basic INFORMATION SERVER (IIS) internet server capability below the e-commerce line. All IIS features are fully enabled and configured with the exception of migrating current logon accounts from Microsoft Access, the flat database used as the default by IIS, to Microsoft SQL Server, the rela- tional database that will be shared by both IIS and SiteServer. SITESERVER SiteServer administers most aspects of what is considered the e-commerce experience. SiteServer is fully licensed and installed. Note, however, that a significant amount of SiteServer scripting for Personalization and Membership (PM) services remains to be done. PM functions interact with and affect not only SiteServer, but the Learning Management System (LMS) and some IIS email services too. Its effects are so perva- sive that elaboration on specific SiteServer features are covered in PM and LMS sec- tions of this document. We anticipate approximately fifty person/days to complete these server-side enhancements. There is no capital expense associated with this activity SQL SERVER Microsoft SQL Server is fully installed and configured. Currently, there are slightly under 400 user accounts on SystemSteps that need to be migrated to the SQL database to support full PM functionality. Microsoft supplies utilities for this purpose, but we have not yet had success using them. Our estimate is no more than four days to com- plete this task 32 SystemSteps/Colleagues®
  33. 33. Current State of SystemSteps SystemSteps Development Status: 2/20/02 Content Total resources needed to complete · Learning 5% Complete e-commerce support functions and replace current, static · Software Delivery Part of PM Functionality Systemsteps support site: · Server Side = 55 person/days · Glass Manuals 12% Complete for P2K Products · App Side = 60 person/days · Capital = $0 · Solution Builder 85% Complete as discussion groups · Expense = $8K software Live site available for external test users 5/15 Learning Management 25% Complete System (LMS) Personalization Membership Features: · Shop Maintenance (complete) · Course maintenance (complete) · User maintenance (25 days) Oracle 8 · Curriculum maintenance (5 days) Server Side Tasks: · mot.com LDAP sign-on with · Certification status (5 days) PM final test · Shop Manager screens (5 days) · Export membership data to · Test Equipment screens (3 days) Microsoft SQL · SiteServer admin screens Microsoft SQL Server · Direct e-mail · Configure staging and production servers at mot.com Site Server 10% Complete 100% complete. No further Development and Windows 2000 resources needed. Production Sites Internet Information Server Final publish to mot.com = 2 person/days. Development and Production Sites Windows 2000 Advanced Server Need $8K in W2K Advanced Server Licenses to be compliant with new standards Development and Server Hardware 100% complete. No further Production Sites resources needed. SystemSteps/Colleagues® 33
  34. 34. Current State of SystemSteps SQL SERVER Servers must have a database to store account and permissions data. By default, Microsoft provides a small Access database with its server products for this function. Access is a “flat” database, non-relational, that cannot accomodate personalization and membership relational data, so in keeping with Microsoft products, in upgrading to e- commerce, SiteServer typically uses Microsoft SQL Server, which is very similar to Oracle, to enable this kind of more sophisticated functionality. SQL Server is fully installed and configured in our system. It’s structure, though, is con- stantly being revised as PM functionality is increased. ORACLE 8 Oracle drives the learning management system, including Customer account, regional information, facility, student, curriculum, certification and other features. Oracle is fully installed. LMS development does, however, alter its content and structure daily. LEARNING MANAGEMENT We estimate another 55 days to complete all LMS features. The SystemSteps team has SYSTEM been challenged many times on why we did not choose to host our site with an outside vendor with LMS capability, like Docent, used by GTSS for its first CBT program. Companies like Docent, who specialize in projects like SystemSteps, charge in the $50/ student range for rudimentary LMS functionality, and apply moderately expensive charges to incorporate customized items like the Motorola logo, etc. Beyond simple upgrades, however, charges begin to sharply escalate. It is not practical for an LMS vendor to incorporate other Motorola-specific perfor- mance management features like software downloads, online tools etc. -- at least not at reasonable expense, so even if external pricing was more attractive short-term, going outside would end up for us a dead-end solution. Since we will have invested about $90K, almost exclusively in time, to develop our own LMS with the tools we need, how does that stack up compared to Docent? . The breakeven point for our particular investment compared with Docent, for example, is around 1800 Students - far less than the 10K+ we believe are out there as a baseline Technician population in the cellular subscriber business. Without considering the addi- tional functionality in the SystemSteps LMS, the simple fact that with 10K subscribers, our cost drops to $9.00/student, is solid validation that our decision to invest in our own program up front was the right one for us. To save cost in other sectors, any Motorola group is welcome to use SystemSteps or any of its components as they see fit. SITE ADMINISTRATION Account information in SiteServer is closely tied through PM functionality to the FEATURES LMS, so it is not apparent to someone interacting with administration features at higher levels exactly which site elements are actually being affected. Administration is designed so any Instructor or clerical associate can keep the site cur- rent without IT help. Some PM elements are designed for self-declaration; a shop Manager or even a Student can update limited fields in their respective profiles. This is what someone with site-wide administration priveleges sees: 34 SystemSteps/Colleagues®
  35. 35. Current State of SystemSteps This is the uppermost level of all personaliztion and membership features. Click here to go here SystemSteps/Colleagues® 35
  36. 36. Current State of SystemSteps Shop Data can be applied globally to all Technicians assigned to that particular shop. 36 SystemSteps/Colleagues®
  37. 37. Current State of SystemSteps Any changes are logged: Course modules, whether online or live platform instruction are added in this screen: The LMS uses sequence numbers to put course status bubbles in order on the user view of curriculum flow. When courses expire, they disappear from the curriculum flow view. SystemSteps/Colleagues® 37
  38. 38. Current State of SystemSteps PERSONALIZATION AND The illustration on the opposing page shows PM features in the first SystemSteps MEMBERSHIP HEIRARCHY release. Those elements are defined in decending heirarchal order as: • CORPORATE ENTITY Corporate entities are umbrella organizations Motorola does business with - a Verizon or Cingular. At this level, our general business agreements, contracts, POs, etc. would be administered. • REGION Most corporate entities have regional variations in their business practices that System- Steps has to accomodate. Regions may or may not have actual facilities and people that are directly a part of them. Generally they appear like mini-corporate entities in the U.S. carrier base. • SITE Sites, in our heirarchy, are always physical locations with SystemSteps members in them. Site Managers have some account administration privleges for their direct reports like add/drop members, examine certification status, etc. AFFINITIES • LEVELS Access to higher levels, and this should be fairly self-explanatory, enables access to more detailed and sensitive information depending on skill level or organizational align- ment. • TECHNOLOGY Organizations and members may declare technology affinities themselves in order to gain access to information on products that may not be in their immediate portfolios, though typically, we would charge for such access. At initial sign-up, however, our Training Coordinator would set these affinities for them. • TEST EQUIPMENT Shops typically try to standardize test equipment setups and don’t want every Techni- cian to have access to that kind of information. This affinity allows shop Managers to grant access for only certain lead Technicians or test equipment specialists. • PRODUCTS Product affinities are a series of fields that is quite large and is shown on page 38. These fields are self-declared. While it may be intriguing to some to declare an affinity for all products, the performance management monitoring process would then enforce the reading of CSBs, online courses, etc. In short- if you tell us you work on a particular product, SystemSteps will make sure you know how. • CERTIFICATION SystemSteps certification is a combination of shop/person capabilities. These fields per- mit us to grant varying states of partial certification depending on the factors shown. Conditional states can be set for a shop or person that may have been fully certified at one time, but which has failed to complete some recent certification requirement on time. 38 SystemSteps/Colleagues®
  39. 39. Personalization and Membership Affinities Heirarchy Affinities are what allow a website to interact, on-the-fly, with Customers on a personal basis. Affinities allow Motorola, Customers and Users to tailor the online experience to specific needs and business conditions. Depending on which affinity points are checked in a User’s profile, they will see more, less, or specific information. In addition, as performance improves or degrades, only the appropriate kind of remediation will be required. Affinities also save work because important, but incremental, changes and short Heirarchy Notes: bursts of information can be pushed automatically to specific individuals, in small or large groups. • Heirarchal structure is - - organizational - geographical Levels: - personal Certification: Customer Aff • Public • None • Different business rules can be applied to any component of the • Level 1 • In Process SystemSteps/Colleagues® Customer base, ie: • Level 2 • Will Not Be • Level 3 Current State of SystemSteps - logos • Used to Be DUULHU ' - software/configuration • Level 4 • Certified - special service actions • Content Developer/Owner • Conditional State 1 • Administrator • Conditional State 2 • Some sites may be corporate, bypassing other regions 0HPEHU • No Pay 9$5 • Different levels of a Corporate entity can administer the activities of • Shop Failure Technology: subordinates or subsidiaries 0HPEHU • 1-way Paging 'HDOHU • 2-way Messaging Performance Management: • General • Productivity 6LWH 0HPEHU • Analog • Bounce Rate • TDMA • Return to Manufacturer (RTM) 5HJLRQ 6LWH 0HPEHU • CDMA/1X/CDMA2000 • Swap Rate • GSM/GPRS • Calls to Call Center • 3G/4G • Claims Filing Quality 6LWH 0HPEHU • Bluetooth/802.11 • Parts Use/Cost • Support Tools • SuperTech Achievement RUSRUDWH • Software/Applications • Advanced Forum Access 5HJLRQ • Physical Repair • Gold Stars (QLWLW Test Equipment: • Basic Bench Other Website Business Features 5HJLRQ • GATE/Autotest • Call Test • Claims Reimbursement • Calibration Correlation • Online Forums • Reporting In/Out 6LWH • AAD Products: • By Model # • Call Center Cases • Search by ESN Utility • Billing/Payment Data 0HPEHU 39
  40. 40. SystemSteps Site Development Timeline • PERFORMANCE Factors in the performance management list each have a positive and negative metric MANAGEMENT which can be used to affect pay-for-performance. Some of these affinities will be numerically computed from other business systems. This is the only family of affinities that does not consist of binary values. Another interesting concept is to apply basic artificial intelligence to evaluate perfor- mance management states to alter when and how members are rewarded or remediated. • CUSTOMER AFFINITIES The nature of the sales channel in U.S. carrier markets makes for strange bedfellows. . Handsets find their way to consumers through various distribution channels that may serve several masters. VARs and dealers sell product from most manufacturers and on different carriers, putting their interests in occasional opposition to those of Motorola and our direct customers. It is extremely important, for the sake of data security, to define which part of the distri- bution foodchain a particular entity belongs to so we can limit self-declared affinities. For example; we don’t want a Verizon/Alltel dealer to self-declare an affinity for ATT information. SystemSteps Site Development Timeline In this proposal, we’ll treat the timelines for e-commerce site development and learning content development separately. We do this because e-commerce site development is a finite project that will soon enter maintenance/upgrade modes, where learning content evolves constantly, and in fact will pick up dramatically once the site is posted. The site is a sandbox and all the content developers players in it. . The illustration on the next page reflects the fully loaded cost of the two developers cur- rently on the project. By July, with only the U.S. base of around 1200 Technicians, we will begin to generate positive revenue. We can then fund more learning content development with additional headcount in a pay-as-we-go system. Because we’re bundling test equipment support, live instruction, and call center support along with SystemSteps online presence, the entire value propo- sition is strong enough out of the box to spark enrollment without a complete curricu- lum, even if at reduced pricing for the first year. 40 SystemSteps/Colleagues®
  41. 41. Year 2002 SystemSteps Development Timeline +20 members +120 members Fully loaded development cost ($17K) ($17K) ($17K) ($17K) ($17K) ($17K) ($17K) ($13.5K) $1.75K SystemSteps/Colleagues® SystemSteps Site Development Timeline ay ar g r b n p n l Ap Ju Au Ju Fe Ja Se M M Design PM Feature LMS Design Enhancements 60 Days 15 days 10% complete Extensive First Revenue Design New Testing Site 35% 30 Days Beta Customer Complete Complete 0% Testing and LMS Data Load complete Design revision 60 days 10% Complete 45 Days 0% complete Move to mot.com 3 days 20% Email complete Formal Functions Corp. Announcement Implemented Security 2 Days 0% complete NT Server Testing e-commerce for Direct 1 day 0% version in TX Mail complete Complete Connect to 10 Days 1% Oracle. And SQL Start complete business rules 5 Days 10% complete (Days are in people days) 41
  42. 42. Re-allocation of Resources Re-allocation of Resources THERE ARE MANY OTHER The revenue opportunity in SystemSteps begins with delivery of support information, TECHNICAL but that opportunity grows exponentially by adding instructional content for sale to a COMMUNICATORS broader audience. AROUND THE WORLD CAPABLE OF MOVING TO Initial release of the fully functional site for beta testing, with mature PM features, ONLINE DELIVERY. will be in June. From there, we intend to shift the focus of the two site developers and our other two platform developers to instructional content, but the greatest opportunity to expand depends on the successful migration of other technical communicators, Authoring Learning Curve worldwide, from paper production to the SystemSteps environment. This is not particu- Start 0 larly expensive from a capital standpoint, as illustrated earlier, but such a transformation requires dedication and a willingness to learn, along with some learning curve time. Like all techology migrations, it requires fortitude to accept and fund the change. Basic AuthorWare 30 days If all Service team members currently producing platform learning and paper documen- Advanced tation worldwide shifted to developing in the single, SystemSteps environment - sup- AuthorWare ported by tools we’ve already customized and implemented in Texas - PCS would produce much more effective and timely media at significantly lower cost of delivery Authoring at 200:1 60 days per Customer. So where are these Technical Communicators? TABLE 1. PCS Technical Communications Activities Authoring at 150:1 90 days Dept. HC Activities BB810/811 9 PCS Technical Communications. Instruction and Call Center support. Platform instruction, service docs, Authoring at online solutions, interactive development. E-business. 120:1 120 days SystemSteps owners. EU501 18 ITC - User Guides, messaging technical docs. Paper based. No interactive delivery at this time. Strong print/ graphics skills. BB213 2 TDMA/3G International Service Engineering. Platform Instruction/Service Docs. No interactive delivery BB215 2 CDMA Service Support. Limited Platform Instruction. Service docs. No interactive delivery YE134 1 GSM Service Support. Platform Delivery. No interactive delivery YI453 1 GSM Service Support. Documentation. No interactive delivery Latin America 16 Doc translation, platform instruction. No interactive delivery Note that Asia is not shown as it is mostly supported by EMEA at this time. Long-term, local assets must eventually be put into place to create regional strength. Intially, not all this bandwidth can be channeled into online delivery, but redirecting a portion of it, around half, would yield a complete support site plus thirteen hours of instructional content and Spanish language support as shown on the next page. 42 SystemSteps/Colleagues®

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