Post on 29-Dec-2015
From the Trenches: Using Architectural Skills to Increase Solution Adoption Success Rates
Jim WiltChief Software ArchitectMetrics Reporting, Inc.ARC301
Session Objectives and Takeaways(Why This Matters)
Session Objective(s): Increased value to your stakeholder-trusted advisor relationshipAssist stakeholdersto properly align technology to their strategic business goals
Key Takeaways:Four architecturalpractices/timeless strategy tools to position solutions for successTitanium Rules of Adoption
Really, from the Trenches
Have You Ever Built a Technological Wonder…Only to have it unappreciated or under utilized?
Stakeholders areAlways Right
Right?
The Perfect Disaster
Is not technological
Is created by peoples’ expectations
Is fixed using Communication and Education
Can be avoided…
The key is to help stakeholders assume responsibility and take ownership
Vendor/Product Stakeholder/Organization
#1 Communicate using the Platinum Rule
Do unto others as they'd like done unto them
#2 Lead and Educate, Warts and All
Lead and Educate, Warts and All: Case Study
Lead and Educate, Warts and All: Case Study
$200K morein details
Architecture first
Governance first
Stakeholder ownership
#3 NABC
Need
Approach
Benefit
Considerations
NABC: Case Study
Greenfield Microsoft Platform (BizTalk) replaces Legacy
Platform (WebSphere) for Integration (EDI)
NABC
You Need a cost effective integration platform
NABC
Our Approach is to recommend a less costly platform and invest in
your development team who admittedly will have to undergo
a transition hurdle
NABC
The Benefit is a 75% recurring cost reduction and an elevated, brighter development team who can extend
their new skills toward increased value in other solution
development efforts
NABC
Alternative Considerations:
Keep the existing integration platform (too costly, must eliminate head-count)
Custom develop each Integration (not a timely, repeatable, or extensible approach)
NABC
NeedApproachBenefitConsiderations
NABC
You Need a cost effective integration platform
Our Approach is to recommend a less costly platform & invest in your development team who admittedly will have to undergo a transition hurdle
The Benefit is a 75% recurring cost reduction and an elevated, brighter development team who can extend their new skills toward increased value in other solution development efforts
Alternative Considerations are to keep the existing integration platform (too costly, must eliminate head-count) or to custom develop each Integration (not a timely, repeatable, or extensible approach)
Should fit onOne Page
#4 Strategy Map Norton and Kaplan
Strategy Map: Case Study
Sports franchise wishes to facilitate season ticket customers resale of unused tickets to fans to take advantage of secondary sales at the stadium
Strategy Map: Case StudyPerspective
Owner (Financial)
Fan (Customer)
Game (Operations)
Employee Learning &
Growth
Objectives Metrics Initiatives
Strategy Map: Case StudyPerspective
Owner (Financial)
Fan (Customer)
Game (Operations)
Employee Learning &
Growth
Objectives Metrics Initiatives
Train IT Team to
Build/Support
Identify Ticket Website Vendors
What capabilities and tools do our employees need to help them execute our strategy?What kind of culture, teamwork, and alignment?
Tech Readiness
Infrastructure, Systems Ready
Strategic Awareness
Tech & Tools Training
Regulatory Awareness
Tech Acquisitions
Strategy Map: Case StudyPerspective
Owner (Financial)
Fan (Customer)
Game (Operations)
Employee Learning &
Growth
Objectives Metrics Initiatives
Train IT Team to
Build/Support
Identify Ticket Website Vendors
Ticket Resale Process
To satisfy our customers, at what processes must we excel?
Tech Readiness
Infrastructure, Systems Ready
Strategic Awareness
Tech & Tools Training
Regulatory Awareness
Tech Acquisitions
Tickets posted for Resale
Tickets Resold
Ticket Vendor Integrations
Implement Customer Interface/Promotion
Strategy Map: Case StudyPerspective
Owner (Financial)
Fan (Customer)
Game (Operations)
Employee Learning &
Growth
Objectives Metrics Initiatives
Train IT Team to
Build/Support
Identify Ticket Website Vendors
Ticket Resale Process
Reduce No-Shows
Increased Fan
Loyalty
Grow Fan Base
Who are our targeted customers, and what is our value proposition in serving them?
Tech Readiness
Infrastructure, Systems Ready
Strategic Awareness
Tech & Tools Training
Regulatory Awareness
Tech Acquisitions
Tickets posted for Resale
Tickets Resold
Ticket Vendor Integrations
Implement Customer Interface/Promotion
Empty Seat Count
# Season Ticket Holders
Fan Site Feedback
VIP for a Day Promotion
Season Ticket Holder Incentives Promotion
Strategy Map: Case StudyPerspective
Owner (Financial)
Fan (Customer)
Game (Operations)
Employee Learning &
Growth
Objectives Metrics Initiatives
Train IT Team to
Build/Support
Identify Ticket Website Vendors
Ticket Resale Process
Reduce No-Shows
Increased Fan
Loyalty
Grow Fan Base
Increase Stadium Revenue
Increase Licensing Revenue
What Financial Steps are needed to ensure the execution of our strategy?
Tech Readiness
Infrastructure, Systems Ready
Strategic Awareness
Tech & Tools Training
Regulatory Awareness
Tech Acquisitions
Tickets posted for Resale
Tickets Resold
Ticket Vendor Integrations
Implement Customer Interface/Promotion
Empty Seat Count
# Season Ticket Holders
Fan Site Feedback
VIP for a Day Promotion
Season Ticket Holder Incentives Promotion
Stadium Revenue
Market Value
Strategy MapPerspective
Owner (Financial)
Fan (Customer)
Game (Operations)
Employee Learning &
Growth
Objectives Metrics Initiatives
Train IT Team to
Build/Support
Identify Ticket Website Vendors
Ticket Resale Process
Reduce No-Shows
Increased Fan
Loyalty
Grow Fan Base
Increase Stadium Revenue
Increase Licensing Revenue
Tech Readiness
Infrastructure, Systems Ready
Strategic Awareness
Tech & Tools Training
Regulatory Awareness
Tech Acquisitions
Tickets posted for Resale
Tickets Resold
Ticket Vendor Integrations
Implement Customer Interface/Promotion
Empty Seat Count
# Season Ticket Holders
Fan Site Feedback
VIP for a Day Promotion
Season Ticket Holder Incentives Promotion
Stadium Revenue
Market Value
Should fit onOne Page
Titanium Rules of AdoptionPromotion of technology gains you nothing - business problems are solved by people not technology Time is best spent addressing business problems using generic terminology establishing customer ownership of the problem and the solution Educate, educate, educate, and one more, educate (problem solving first, then technology)
Adoption comes in small portions, but grows quickly
Engineers ask How, Architects ask Why -- Miha Kralj
ReferencesTony Alessandra and Michael J. O'Connor, The Platinum Rule: Discover the Four Basic Business Personalities and How They Can Lead You to Success, Grand Central Publishing (February 1, 1998)
Carlson and William W. Wilmot, Innovation: The Five Disciplines for Creating What Customers Want, Crown Business (August 8, 2006)
Robert S. Kaplan and David P. Norton, Having Trouble with Your Strategy? Then Map It, Harvard Business Review (January 15, 2009)
Your Experiences, Questions
A Better Metric…
Try these tools and concepts
In a few months, evaluate their effectiveness
Please Email me and let me know your results
jim.wilt@metricsreporting.com
www.microsoft.com/teched
Sessions On-Demand & Community
http://microsoft.com/technet
Resources for IT Professionals
http://microsoft.com/msdn
Resources for Developers
www.microsoft.com/learningMicrosoft Certification and Training Resources
www.microsoft.com/learning
Microsoft Certification & Training Resources
Resources
Complete an evaluation on CommNet and enter to win an Xbox 360 Elite!
© 2009 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS,
IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.