SOFTWARE LIFE CYCLE SALES

Requirement
Prepare
Design
Open
Build
Needs Deal with
Test Objections
Propose
Deliver
Close
Support

MY SKILLS AREAS

Communications

Diagnose Design Build Implement

Functional
Specification Training
based on
business needs
Project Management
 Hot Leads

Social & Trust Trust

Relationship Relationship

REFERAL
EXISTING
SALE

Understanding Product
Based BULLET Based
BUCKSHOT
 THE ANDERSEN CONSULTING METHOD

Strategy
Strategic Planning
Buyer Values / Customer Focus
Product / Market Strategy
Financial Strategy

Operations Business Solutions Organisation

Business Process Change Readiness
Improvement Organisation Design
Logistics Optimization Knowledge Management
Facilities Planning Technology Assimilation

Technology
Technological Assessment
IT Planning
System Integration
Computer System Management
 ENTRY POINT MODEL PROCESS
OBJECTIVE As Is & To Be
# Identify area of 2 days
investigation
FUNCTIONAL SPECIFICATION AGREE FUNCTIONAL SPECIFICATION
INPUTS
IDENTIFY OBJECTIVES &
OBJECTIVE & ACTIONS
# Client defined # Agree detailed list of
(amended by CONSTRAINTS functional
consultant) OBJECTIVE requirements
# Identified by # Agree objectives OBJECTIVE
INPUTS
consultant # Agree constraints & # Agree Functional
# Statement of Specification
# Identified by risks objectives,
evaluation
PEOPLE of INPUTS
# Agree actions & outline
constraints & risks responsibilities
# processes
Process owners # Info. gathered at # Process Models
# Process customers Entry point INPUTS
PEOPLE
# Process managers # Process Models # Draft Functional
# Process owners Specification
METHOD PEOPLE # Process customers # Outline Proposal
# Workshop # Process owners # Process managers PEOPLE
# Structured Interviews # Process customers METHOD
# Process managers # Process owners
TOOLS & TECHNIQUES # Workshop # Process customers
# High level system METHOD # Structured # Process managers
diagram # Workshop Interviews
# Structured METHOD
# Prioritise Processes: TOOLS & TECHNIQUES
# Presentation
- effect on customer Interviews # LOVEM # Discussion
- cost TOOLS & TECHNIQUES # Brainstorm TOOLS & TECHNIQUES
- effect on organisation # Objective Tree # Best Practice
- organisation specific # NPV calculations # Negotiation
- others identified by # Cash flow models OUTPUT:-
the group # Process simulations HIGH LEVEL OUTPUT:-
USE # cost / benefit analysis FUNCTIONAL # AGREEMENT TO
quantities SPECIFICATION 1
day PROCEED
scales OUTPUT:-
2
# ACCEPTANCE OF
ranks AGREED STATEMENT OF FUNCTIONAL
OBJECTIVES, Prepare Draft Functional SPECIFICATION
OUTPUT :- SELECTION OF CONSTRAINTS & RISKS 2day
1
Specification # AGREE
PROCESS 1
2
day 1
2
day RESPONSIBILITIES
Record low level objectives 1
2
day
for Future Projects Prepare Outline Proposal
1
2
day 1
day
2
1
2
day Prepare Formal Proposal
1
day
2
 LOVEM
BUSINESS PROCESS REENGINEERING TOOLS & TECHNIQUES
INDICATORS / EVIDENCE
Model, analysis and design of business Hand-offs Diagrams
processes: Dependencies GAP Analysis
- service encounters Bottlenecks SWOT
- functions, process and jobs Problem Areas Issue Diagram
- opportunities, problem areas Opportunities Objective Tree
- critical measurement points Cycle Times Root Cause Analysis
- employee skills, training and Service Encounters
education requirements Interfaces Validation
- hand-offs and dependencies Defects / Rejects / Reworks Verification
- identification of solutions Value / Non-value Add Activities Risk Analysis
- internal interfaces Best of Breed Indicators
- data entities and data flows Number of Owners Skills Matrix
- manual / automation Number of Data Flows Job Grouping
interfaces Span of Control Job Combination
- process path costing Empowerment Simplify
Architectural Key Functions
Logical Market Break Points Workshops
Physical Task Analysis Structured Interviews
Job Utilization Rates
Demand / Provision Combined Techniques
eg Brainstorm with Fishbone
OBSERVATIONS
Assumptions 5 W's & 3H's FINANCIAL MEASURES
Issues Who Activity Based Costing
Recommendations What ROI
Where NPV
Goals When Cash Flow Projections
Strategies Why
Policies How Eliminate sunk costs
How much Eliminate Costs which don't change
How long Use remaining costs
 PRESENTATIONS GROUP DYNAMICS TRAINING MODEL

TRAINING OPPORTUNITIES FOR CONFLICT Identify Needs

Explain Purpose Evaluate Allocate Resources
Demonstrate n x (n - 1)
Copy 2 Validate Design Plan
Break (eg new task)
Assess Programme Design
Implement
TUCKMAN ('65)
Forming: Storming: Norming:
DEVICES Performing
Contrast
Rule of Three
Imagery
Puzzle & solution COMPOSITION
Dominant & influential members
for high success levels

OBJECTIVES
Specific
DISSONANCE REDUCTION Measurable
Achievable
Realistic
Time Limited
GROUP THINK
 Diagrams
Multiple Cause Diagram
Mindmaps Relationship Diagram
Force Field Activity Sequence Diagram
Input-Output Fishbone Diagram
Systems Map Issue Diagram
Value Chain Analysis Objective Tree
Influence Diagram Evaluation Matrix
Task / Activity Due Customer Follow On Action
 Microsoft
HTML Office
Document Professional
Image Microsoft Lotus
Processing FrontPage Structured
SmartSuite Systems Line of
WorkFlow Visibility
Internet Suites Approach
Document Technologies Engineering
Management Methodology
Conceptual Hands-on Business Business
Client Server
Change Process Modelling &
Lotus Notes IT Systems & Reengineering Simulation
Management Tools
& Domino Solutions
Document &
Forms Design Business Business
Process Process
Marketing & Graphic
Management
Advertising Design
Materials Skills & Experience Microsoft
Finance at a Glance Project Project
Strategic Management
Management General
Management Prince2
Marketing
Education & Presentations,
Quality
Training Demonstrations
Assurance Account
& Training
Management
ISO 9000 & Sales
QAS Auditing
IBM Sales Solutions
Method Selling
 One View of Some of the Issues Causing Organisations to Underperform

Human Strategic
Resources No commitment to Plan not prepared Planning
forming and supporting Plan not
a management "team" Communicated
People follow their
own agendas No common goals or
Marketing, sales,
focus
development,
education not
synchronised People not working
together
Reward Cashflow
system Strategy not Requirements
inequitable Implemented
Low Moral
now or in
Profitability Reactive Management 3rd Party pressure
People the future
don't know
the "rules"
Functions not fulfilled Customer pressure

Internal Applications Late

People do not know Pressure to Recruit payment
the roles of others not available
We deliver
People do not know late
what their role is Fail to exploit our own
technological skills
Knowledge
management not
Processes &
working
Procedures not
Processes, defined
Procedures,
Metrics Operations
This is a starting point, an attempt to generate discussion. Ideally the issues should be drawn out by the whole management team,
preferably with input from all staff. Problem areas can then be defined and addressed according to priority. The normal approach is to begin
with a series of workshops. This will be time consuming and requires commitment from all those with management responsibility. However,
failure to commit to the process in the short-term could prove to be a far more expensive option in the long term.
November 1999