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How do you make sure that the right bits are processed by the right brains Analysts might take a lesson from the chief information of cer at a telecommunications rm who created a scorecard in which hundreds of performance metrics of various types are broadcast to PCs around the company, each occupying the screen for 15 seconds The idea is to get everyone not just senior executives focused on information and what it means to that organization s performance Not recognizing the importance of managing and taking full advantage of positive attention moments is a crime of attention The more politically oriented among you may remember that George H W Bush (forty- rst President of the United States) had little are for the dramatic Presented with the major attention-focusing opportunity, the fall of the Berlin Wall, he opted out, saying I am not going to dance on.

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It s natural for them to wonder whether the proposed scope is too broad or the objectives are overly ambitious, making the entire undertaking shaky Most often, this perception of risk signals a client who is uneasy turning over an important assignment (and responsibility for its outcome) to an outsider For complex problems, plan to use frequent milestones with speci c outcomes, especially early in the initiative, so your client can see measurable progress and get early warning of any trouble You can also mitigate the client s perception of this risk by offering site visits and reference calls to companies where your team has worked before Execution risk is perhaps the most common one that buyers cite when.

Costing-based profitability analysis PSG #Complaints or PSGSalesChannel Sender processes ProcessActualQuantity

and product returns were sky-high and getting worse Just getting the right products to customers had become a challenge because of the growing number of new products the company was offering Still, some of the client executives thought other issues were a higher priority Most of them might listen to ideas for a better distribution system, but they would be a tough audience After a contentious discussion, the client executives authorized a brief exploratory project to size up the problem A joint client and service provider team started collecting every available piece of performance data about the company s distribution network The team members turned the company s information system inside out; they conducted interviews with the company s employees, customers, and suppliers Within four weeks, they were ready to report their ndings to the client executives.

Note When two or more objects are combined into a single compound object, they use a single object material. The Multi/Sub-Object Material type can be used to apply different materials to the various parts.

unfortunately common, my client showed me the Figure 4.10 design, which proposed a solution without truly identifying a problem. My original discussions with the client focused on data flow among the four sites, frame relay to service other sites in the metropolitan area, and the LAN within the main site. On examining the physical installation plan, I discovered orders for about 40 DS1 facilities in addition to the DS3. Investigating, I found these were for voice and videoconferencing applications, including backup connectivity through a government voice network as well as through the PSTN. Figure 4.11 shows the actual requirements, independent of the solution, but for which a solution could be developed. The entire project was on short deadlines, and could only use wellproven equipment. Nevertheless, going to ATM connectivity offered the opportunity to reduce system cost by 20 percent, while adding reliability through full meshing. Cost reduction came from economies of scale, in that a given amount of bandwidth costs less on a higherspeed facility. The cost of DS1s for voice and video had not been considered as part of the main plan.

The project team opened the meeting with a story about one of the client s biggest customers, which had recently shifted most purchases to a competitor The team let the customer executive speak for himself by showing a video interview of him recounting his reasons for taking the company s business elsewhere He talked about receiving the wrong orders almost 30 percent of the time, which in turn caused havoc with his customers The team then shared the ndings of an employee group interview that explored how the poorly performing operation led to numerous snafus, disgruntled customers, and a backlog of product returns that were stacking up in the company s warehouses Using the company s own nancial reports, the team showed the squeeze on cash ow from all the product problems and that warehouse overtime charges were escalating Finally, the team turned its attention to the company s competitors.

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