cai partnership: building success together
DESCRIPTION
Overview of the CAI Global Partnership Alliance program. Contact: [email protected] for more informationTRANSCRIPT
Agenda
• CAI Core Business and Vision• Our Offerings• Partnership
2
CAI Company Overview• IT Services Business since 1981• Privately Held Entrepreneurial Organization• Experts in IT Process Engineering• 3,500 Associates Worldwide• $530 Million Revenue in 2014• Offices in 35 U.S. Metropolitan Areas• International offices in Bangalore, Hyderabad, Manila, Sao
Paulo, Shanghai, Sydney, Toronto• International Delivery Centers:
• USA, India, Ethiopia, Philippines• Customers: 120+ Fortune 1000 and Public Sector Agencies
3
CAI Core Competencies • Process Management Discipline
– Consistent process drives efficiency• Metrics Based Management
– Use tools to collect detail data, analyze and report trends
• Continuous Improvement– Acting on results of metrics based management to constantly evolve and improve
• Delivering Measurable Results– Measuring cost reductions and productivity increases
off the baseline• Using Automation
– Enforcing management systems to achieve results• Customized Client Engagements
– Adjust approach to meet client needs and fit within their culture
4
Agenda
• CAI Core Business and Vision• Our Offerings
– Framework– Services– Products
• Partnership
5
Plan
Build
Run
Planning or thinking represents all activities
associated with problem solving, at any level of the enterprise, and includes
functions such as strategy setting, research,
planning, requirements, analysis and design.
Building or delivering represents all activities
associated with the actual procurement,
construction, deployment, and verification of
solutions, post-planning and pre-running.
Running or operating represents all activities
associated with the execution, maintenance and support of all
solutions that are in the process of being delivered or have been
delivered.
Core Businesses
6
Staff Augmentation
CAI VeriCenter®
Application Knowledge Capture (AKC) Service Desk
Managed Maintenance
Plan
Build
Run
Managed Staffing Svcs (MSS)
Best PracticeConsulting
ApplicationDevelopment
Services
IT Maturity Assessment
Portfolio Analysis/ ApplicationRationalization
7
ServiceDelivery
Staff Augmentation
Vericenter
Application Knowledge Capture (AKC) Service Desk
Managed Maintenance
Plan
Build
Run
Managed Staffing Srvs (MSS)
Best PracticeConsulting
ApplicationDevelopment
IT Maturity Assessment
Portfolio Analysis/ ApplicationRationalization
29 US Locations
Australia
Solution Centers (3 US, Manila, India, Ethiopia)
Canada
CAI’s Partner Alliance adds to the completeness of this model with special products and services such as SIG (code
quality analysis), MSS (application migration), DNN/R2i (portable application development), Pie Matrix (process
modeling), Entelgy (application security).
In addition, our global partners add industry-specific and regional expertise including Entelgy (banking, utilities, Latin America), Newtouch (China/Japan), and other Asia/Pacific
partners in Malaysia, Japan, Korea, and Taiwan.
8 AsiaAfrica
Staff Augmentation
CAI VeriCenter®
Application Knowledge Capture (AKC) Service Desk
Managed Maintenance
Plan
Build
RunTracer
®
APO
Managed Staffing Svcs (MSS)
Best PracticeConsulting
ApplicationDevelopment
PPM
IssuesManagement
Products
IT Maturity Assessment
Portfolio Analysis/ ApplicationRationalization
Be A GreatProfessional IT
Tracer Portal
9
Sample of Computer Aid Clients
Manufacturing
Retail
Services
Financials Transportation / Logistics
Insurance Utilities
Government
Education
10
CAI “Snapshot”
11
Core Services
Application Maintenance
Application Development
Managed Staffing & Staff Augmentation
By Products Our Focus is Always…
IT Consulting
• Help Desk • Knowledge Transition• ITIL Compliance
On-time Within Budget Quality
Software
Resulting in High Customer
Satisfaction
• Project Management• Architecture & Design• Quality & Testing Practice
• Large Vendor Network• Resource Acquisition• Back Office Operations
• Assessments• Install Best Practices• Governance & Visibility
VisibilityClassify and Capture Work, Events & Time Utilization
ControlStandard Process & Measurements;Decisions on Value of Work
OptimizationUse info to Improve productivity;repeatable
Innovation
Impr
oved
Cap
abili
ty L
evel
CAI Approach Improving Organizational Capability
Cumulative Timeline
Improving IT Management:CAI provides process,measurements & tools
12
Focus on Maintenance & Support
• Largest Part of Software Budget – 50-80% of software management
budgets
• Most Critical Software Work – 100% of the software supporting
business operations
• Benefits More EasilyRealized than Development– Easier, rapid cycles and learning curve– Faster return on investment– Benefits are recurring– More commonality of activities across
application portfolio
Sof
twar
e B
udge
t 65%
Softw
are Supporting
Business 100%
Maintenance And SupportDevelopment
13
Application Support Outsourcing
Managed Maintenance
CAI commits to a 20-30% improvement in productivity in Operational Area
14
What is Managed Maintenance?
A best practices approach to maintaining and enhancing production systems.Metrics-based methodology that tracks all events, individual and team performance against SLAs. Integrated workflow solution with your processes including helpdesk integration. Proven solution that provides visibility, control, and optimization of support resources and activities.
15
Managed Maintenance Life Cycle
Stabilization
Assessment
Transition
Optimization
Continuous Process Improvement
Initial
Growth
Partnership
• Begin Team Support
• Solidify Processes
• Efficiency and Quality Initiatives
• Prevention
• Knowledge Transfer
• Learn Environment
• Initial Evaluation
• Develop Initial Project Plan
• Identify Target Systems• Define the Project Scope• Document Existing Processes/Methodologies• Develop the Transition
Plan
• Execute Transition Plan• Staff Team – Skills &
Industry• Identify Project Manager• Learn System/Technical Environment• Thoroughly Document• Build Rapport with Clients/Users• Understand Business
Needs• Org Change Management• Client/SME approval on Knowledge transition
• Confirm Support Policies• Fully Integrate
CAI’s Methodology• Begin Tracking Efficiency• Solidify Processes• Perform to Service Agreement
• Support Automatic Gathering
of Process and Metric Data• Use Data to Analyze and Enhance the Process• Optimize Support
Structure
16 16
Knowledge Capture
• Knowledge Sources– Undocumented Knowledge – What is in peoples’ heads?
• Insights and understanding of the application and how it is used• Repeatable problems and undocumented solutions/utilities• Understanding of user challenges• Undocumented “common practices”
– Documented Knowledge• User Guides• Operations Guides• Formal Processes• Problem and Request Logs• Technical Specifications and Source Code Comments
17
Visibility
• What are my people doing?• What are they supposed to be doing? • How well are they performing?• What should they be doing next?• What do my customers think?
18
ControlSTANDARD WORK
PROCESSES STANDARD ESTIMATING
LEVERAGING KNOWLEDGE& INFORMATION
• Provides Structure and Consistency
• Reduces Non Value Added Work
Production Incident Process Flow
P04
Production IncidentProcess Flow Legend
Manual ProcessFunction
Main Process Function
Automated ProcessFunction
IncidentNotification Non-
ABENDABEND/
Job Abort
BatchProgram
On-LineProgramJob Abort
CaptureIncident Data
IdentifyResources
Pgm. ChangeWR Steps
28-45
EscalationProcess
UpdateIncident Issue
Tracking
Incident IssueForm
CorrectiveAction
AssignResources
IncidentLog-In
Tracking
NotifyResources
Customer Sat.Feedback Log In CSF
UserApproval
(Close)
UpdateIncident
Tracking
Close Incident
Time Entry
CaptureIncident Data
ClassifyIncident
IdentifyResources
NotifyResources
IdentifyOutside
Resources
AssignResources
IncidentLog-In
Tracking
IncidentInvest igat ion
No ActionRequired
EscalationProcess
UpdateIncident Issue
Tracking
Incident IssueForm
CorrectiveAction
PrioritizeIncident
Pgm. ChangeWR Steps
28-45
Customer Sat.Feedback
UserApproval
(Close)
UpdateIncidentTracking
Close Incident
1
6
8
9
4 53
2
7
10
1112 13
14
15
16
17
1819
20 21
23
24
25
26 2728
29
30
31
33
34
32
35 36
37
38
39
40
43
4241
Open NewWork Request
22
Open NewWork Request
44
45
• Motivate Performance through Self Measurement
• Application Documentation• Focus on Customer
Satisfaction
AKTNotebook
I A C
Computer Aid, Inc.
®
ON-LINE NEW PROGRAM ________________ DATE __________COMPLEXITY WORKSHEET(COMPUTER AID, INC.) PREPARER _______________
COMPLEXITY RATING CHARTVS < 30 S = 31-100 A = 101-180 C = 181-280 VC > 280
POINTS _______________ APPROVAL DATE _______________ORIG.TYPE ______ NEW TYPE ______ ORIG. COMP._______ NEW COMP._______
COUNT VALUE POINTS
1) Scrollable Screen (Pageable) _______ 5 _______
2) Multiple Screens within the Program _______ 5 _______
3) Number of Screen Fields(Note: Include all exits. No exeptions.)Inq Type _______ 1 _______Upd Type _______ 3 _______
4) Number of Screen Responses _______ 5 _______
5) Number of Accesses to Database _______ 5 _______
6) Number of Accesses to VSAM File _______ 5 _______
7) Number of Subprogram, Subroutine, or Job Stream Calls _______ 2 _______
8) Number of Programs That Call This Program _______ 2 _______
9) Number of Single Level Edits _______ 1 _______
10) Number of Relational EditsCompound or Relational Conditions Linked Together _______ 3 _______
11) Number of Complex Formulas and Calculations _______ 3 _______
12) Array or Table ProcessingSingle Dimension _______ 3 _______Two Dimension _______ 5 _______
13) Complex Routines(Sorting/Summarizing, File Interface Processing,Database Change/REORG, Managing Multiple Recs)Rating of Complexity (Count 1 to 4) _______ 10 _______
Total Points _______
• Enables Consistency in Estimating
• Provides Common Baseline for Measuring Performance
19
Incidents 94
Call Support 86 Work Requests 371
Admin 22
Total Hours 655
Work Request 192
Admin 47
Call Support 173
Incidents 229
Total Hours 614
• Communicate Status of All IT Work Events to Users/IT Management
• Graphic Display of Work Completed on-Time & In Budget
• QC Checklists enforces “Best Practices”
• Work/Rework Breakdown Analysis
• Elimination of Repetitive Calls and Problems
Work Hours 170
Rework Hours 9Total Hours 179
• Rework Tracking and Problem Trend Analysis
• Tracer Data Can Be Sorted to Display Trends and Root Cause Analysis
DRILL DOWN ANALYSIS
IMPROVINGQUALITY
REDUCINGREWORK
Optimization
20
Why Managed Maintenance with CAI?We are a productivity based companyFocused on reducing costs and driving out inefficiencies
We Can Get You Out of the “Support Business”By providing efficient, cost-effective support solutions for applications & help desk
Consistent On-time, Within Budget Delivery on ProjectsOur PMO ensures compliance with methodology for consistent results
Variable Workforce thru Global Development CentersAllows clients to staff up/down as needed to meet demand
Low Cost/Low Risk SLA based managed services at competitive prices
Buy a Business Solution, not HoursStrong Commitment to Building Long Term Relationships
21
Knowledge Capture
• Knowledge Sources– Undocumented Knowledge – What is in peoples’ heads?
• Insights and understanding of the application and how it is used• Repeatable problems and undocumented solutions/utilities• Understanding of user challenges• Undocumented “common practices”
– Documented Knowledge• User Guides• Operations Guides• Formal Processes• Problem and Request Logs• Technical Specifications and Source Code Comments
22
Results: Improved ProductivityAnalysis of Total Year-to-Date Hours
Admin, 57
Call Support, 113
Incidents, 104
Work Requests, 381
AdminCall SupportIncidentsWork Requests
Analysis of Total Year-to-Date Hours
Admin, 47
Call Support, 102
Incidents, 229
Work Requests, 173
AdminCall SupportIncidentsWork Requests
23
Why do people work with CAI?We Let You Focus on Your Core Activities
Leverage employees & business knowledge on most strategic initiatives
We Get You Out of the “Support Business”By providing efficient, cost-effective support solutions for applications & help desk
Consistent On-time, Within Budget Delivery on Projects Our PMO ensures compliance with methodology and is proactive in resolving issues
Infusion of Best Practice Process & Metrics Increases the productivity of IT & Business
Buy a Business Solution, not HoursCAI provides the management and contracts on SLAs & scope
Our Commitment to Building Long Term RelationshipsDelivering measurable value — A strong reputation & references
Easy to do Business With
24
Advanced Management Insight (AMI)• HAVE YOU EVER BEEN SURPRISED BY SOMETHING OF
SIGNIFICANCE IN YOUR BUSINESS?
• HAVE YOU EVER GOTTEN INCONSISTENT MESSAGES OR INFORMATION FROM YOUR ORGANIZATION?
• DO YOU BELIEVE THAT YOU HAVE “AT YOUR FINGERTIPS” THE MOST IMPORTANT DATA AND OPINIONS ABOUT IMPORTANT ACTIVITIES AND EFFORTS?
• WHAT IS THE VALUE OF CATCHING OFF-COURSE ACTIVITIES EARLIER?
• HAVE YOU BEEN TOLD A PROJECT WAS OK TO FIND OUT LATER OTHERWISE?
25
26
Management Cell CockpitInformation Flow Among Decision-Making Units
Innovation & Growth
Continuous Improvement
Operate & Survive
Management In The 21st Century
27
Hard Data (IT, ERP, DSS, BI,
DW)
Soft Data(Human
Knowledge, Intuition, Judgment)
Best Practices,
Quality Assurance,
Rules
Morale
Collaboration
Communication
Alarm
Functions:• Collect data• Filter data• Create dashboards• Create repository
Imagine . . .
If every effort had great Management,Leveraged Knowledge,
proper Governance & Risk Management, with total Visibility & Control through its lifecycle.
What percent of the time do you have this?
If you had it, what would it mean to you?28
CAI’s Goal:Create an automated system that ensures “management, visibility, control, and governance”actually are occurring !!
At all times !
29
Create an Individually Customized Model Collect data – what data, from
whom, when Information by phase Reminders Issues
Components of Automated Insight
Repositoryfor all
projects
System to Collect Data & Monitor Process Role-based information Surveys External feeds
Analysis & Visibility Must do’s Never again’s Dashboard Alerts Recommended action
Management Knowledge & Subject Expertise Assessments Project/Process types Project/Process
classifications Rules
Without Programming30
In Review
• Goal:“Create an automated system that ensures management, visibility, control, and governance are actually occurring
– at all times.”
• Built system we call AMI
31
How Does AMI Work?
AMI facilitates easy development without programming by providing five core systems that solution authors can easily leverage. Each component can be quickly customized to meet the needs of your organization.
32
How Does AMI Work?
33
How Does AMI Work?
34
How Does AMI Work?
35
How Does AMI Work?
36
How Does AMI Work?
37
APO Value Proposition
Organizations can cut project overruns 50% by “establishing enterprise standards for project management including a project management office with suitable governance.”
(Gartner)
ReducedFailures
ReducedCosts
IncreasedReliability
38
Success !!Manage Risk
Maintain / increase controlGet desired benefits
Effectively manage change
Good / Fast / Affordable
Capture your operational hard data and 360-degree team feedback in one location
What if your management system could…Quantitative & Qualitative
Harness the collective power of your people to increase your success across the board
Enable real “actionable insight” about your project risk by combining your hard data with human feedback
Leverage your existing management system investment....
According to McKinsey there is a ..
Dramatically enhance visibility, control, and governance
39
Stewards of taxpayer dollars / need to manage project risk
Governance for $200-450M annually 119 State Agencies Success based on applying discipline
of process, insight, and management - “What’s really going on”
Georgia Technology AuthorityCase Study
4141
Project data gathering was cumbersome, inaccurate and rarely timely
Access to data is limited -It's a push, not a pull
Lack of predictive capability and Issue Management necessary to manage risk
Inadequate enterprise visibility into all project activities
GTA Governance Challenges
4242
GTA Solution Provide Governance A Solution that isn’t
overkill Web Based Solution Captures Qualitative
Data Easily Import Project
Data
Provides Effective Issue Management
Identifies Key Risk Indicators
Improves Project Manager’s Skills
Displays Dashboard Metrics
Captures Key Data
43
Automated status reporting process allows GTA to produce report in a few clicks of a mouse
Reduced time on task for status reporting by over 75% and reduced reporting costs by over 90% within one year of use
Improved visibility into the performance of projects, programs, and portfolios throughout the entire lifecycle
Delivered sooner, months ahead of competition
GTA Results
44
Client IT Challenges• Business changing rapidly – IT must be flexible• Many new security & regulatory requirements
– Client Software Development Life Cycle (SDLC)• Teams working on both support & projects
– Support takes priority and impacts project delivery dates• Delivering projects and enhancements
– Requirements and priorities can change quickly– Must deliver high-ROI requirements in a timely and
compliant (Regulatory and SDLC) manner
45
Results: Improved Productivity
46
July 2012 – Onshore and Offshore
• Visibility and Control efforts provided a 15% increase in bandwidth for releases.• Offshore Developers currently recording 91% of time to WR events.• Onshore Developers currently recording 55% of time to WR events.• Avg rate (between on-shore and off-shore) for CAI Java Development is $33/hr.
July 2013 – Onshore and Offshore
47
CAI in Client’s SDLC ProcessUser
Requirements
Functional Requirements
Tech Design/ Estimate
Code Development
QA Testing -Requirements
QA Testing -Regression
User Accept Testing (UAT)
Development SIT Testing
CMR Processing
Client Business – Can take up to 3 to 4 weeks.
Client BA – Can take up to 3 to 4 weeks.
Developer (CAI) – Can take up to 3 to 4 weeks.
Developer (CAI) – Can take up to 3 to 4 weeks.
Developer (CAI) – 1 to 2 weeks.
3rd-Party QA Analyst – 1 to 2 weeks.
3rd-Party QA Analyst – 1-3 wks.
Business – Usually done within 1 week.
Client IT – Usually done within 2 business days.10-1
2 wk
s fro
m D
esig
n th
roug
h UA
T fo
r RAM
M/L
MC
rele
ases
48
APO Gates of Client’s SDLC ProcessUser
Requirements
Functional Requirements
Tech Design/ Estimate
Code Development
QA Testing -Requirements
QA Testing -Regression
User Accept Testing (UAT)
Development SIT Testing
CMR Processing
8-10
wee
ks fr
om D
esig
n th
roug
h UA
T fo
r LM
C re
leas
es
Kick-off: With Business, Dev, QA, and BA.
Analysis: Develop functional requirements.
Design: Develop high-level technical requirements and corresponding estimate.
Build: Code and Unit Test on local environment, then SIT in Dev environment.
QA Test: RQ and RG test in QA environment.
UAT: Replicate production use in UAT env.
Implementation: Deploy and verify in Prod.
49
Visibility: Assessing the SDLC with APO
49
50
Visibility: Assessing the SDLC with APO
51
Visibility: Assessing the SDLC with APO
52
53
1 2 3 4
1 – APO Consultant brings ‘Scope’ concerns to attention of CAI Account Manager.
2 – CAI Account Manger enforces Project Kick-Off meetings with the BA, QA, and Business.
3 – APO Consultant and CAI Account Manager create and implement Risk Analysis process.
4 – CAI Account Manager enforces Requirements Walkthrough with BA and Business. * The corresponding increase in Morale was an unplanned benefit of resolving scope issues.
54
• Developed process to schedule and manage multiple releases at one time.
• Created Scope Change document and process to track requirements changes.
• Developed classification/review process for test defects for all WS releases.
• Developed draft of Functional Requirements template and process for BA team.
• Implemented ‘Post-mortem Review’ process for all Web Services Releases.
• Implemented ‘QA Touch Point’ with Offshore Dev and QA teams during QA testing.
• Provided ROI-calculation process to Business to use in prioritizing requirements.
Control: Adding MM process/control with APO
MM WR Process: Full Version
MM WR Process: Data-Capture Version
StandardizedEstimating
Using MM to resolve APO Needs1
2
3
4
5
8
7
6910 11
• APO is a project-related tool to assess the project health and SDLC effectiveness/compliance of one or more projects.
• CAI’s MM methodology is a time-proven project-related SDLC to ensure project quality and delivery.
• After implementing the base (data capture) MM processes, CAI used APO at [Client] to determine which MM processes to implement next, based on need.
• Since MM is ITIL-compliant, efforts for non-CAI projects can be done using ITIL terms, but using MM controls and processes (and possibly resources) to improve.
MM WR Process: Currently in place at [Client]
There is no formal ‘Issue Tracking’ process at this time, but APO may be an option for this.
Impact on Client Releases
59
Results – 2013 Planned ReleasesReduction in Test Defects
60
Information shown above is for the three ‘planned’ releases.Total testing defects and total release items shown for each release.The defect percentage is total defects divided by total release items.Note the increase in total release items per release. As well as the dramatic improvement in defect percentage per release.Result: Higher throughput of quality requirements to the business.
Next Steps:
61
Engage other MM Account Managers to conduct CAI WR Assessment using the custom [Client] APO implementation.• Opportunity for our MM accounts to improve their Dev processes.• Acct Mgrs. proactively take improvement opportunities to the client.• Possible segway to using APO for all CAI/Client projects per site.• Additional APO success stories for Marketing• Increased CAI expertise with the tool, providing valuable feedback.
Setup Client Release Manager on APO for ‘Trial Run’ using CAI projects.
Appendix
62
6363 * Capers Jones Associates (2013)
*
CIO
VP GlobalServices
App Dev Bus RelMgmt
Info SvcSolutions
VP BIS
ReleaseManager
DataWarehouse
DatabaseManager
ClientEmployee
64
Web Services Development
CAI /Client Org
65
ControlSTANDARD WORK
PROCESSES STANDARD ESTIMATING
LEVERAGING KNOWLEDGE& INFORMATION
• Provides Structure and Consistency
• Reduces Non Value Added Work
Production Incident Process Flow
P04
Production IncidentProcess Flow Legend
Manual ProcessFunction
Main Process Function
Automated ProcessFunction
IncidentNotification Non-
ABENDABEND/
Job Abort
BatchProgram
On-LineProgramJob Abort
CaptureIncident Data
IdentifyResources
Pgm. ChangeWR Steps
28-45
EscalationProcess
UpdateIncident Issue
Tracking
Incident IssueForm
CorrectiveAction
AssignResources
IncidentLog-In
Tracking
NotifyResources
Customer Sat.Feedback Log In CSF
UserApproval
(Close)
UpdateIncident
Tracking
Close Incident
Time Entry
CaptureIncident Data
ClassifyIncident
IdentifyResources
NotifyResources
IdentifyOutside
Resources
AssignResources
IncidentLog-In
Tracking
IncidentInvest igat ion
No ActionRequired
EscalationProcess
UpdateIncident Issue
Tracking
Incident IssueForm
CorrectiveAction
PrioritizeIncident
Pgm. ChangeWR Steps
28-45
Customer Sat.Feedback
UserApproval
(Close)
UpdateIncidentTracking
Close Incident
1
6
8
9
4 53
2
7
10
1112 13
14
15
16
17
1819
20 21
23
24
25
26 2728
29
30
31
33
34
32
35 36
37
38
39
40
43
4241
Open NewWork Request
22
Open NewWork Request
44
45
• Motivate Performance through Self Measurement
• Application Documentation• Focus on Customer
Satisfaction
AKTNotebook
I A C
Computer Aid, Inc.
®
ON-LINE NEW PROGRAM ________________ DATE __________COMPLEXITY WORKSHEET(COMPUTER AID, INC.) PREPARER _______________
COMPLEXITY RATING CHARTVS < 30 S = 31-100 A = 101-180 C = 181-280 VC > 280
POINTS _______________ APPROVAL DATE _______________ORIG.TYPE ______ NEW TYPE ______ ORIG. COMP._______ NEW COMP._______
COUNT VALUE POINTS
1) Scrollable Screen (Pageable) _______ 5 _______
2) Multiple Screens within the Program _______ 5 _______
3) Number of Screen Fields(Note: Include all exits. No exeptions.)Inq Type _______ 1 _______Upd Type _______ 3 _______
4) Number of Screen Responses _______ 5 _______
5) Number of Accesses to Database _______ 5 _______
6) Number of Accesses to VSAM File _______ 5 _______
7) Number of Subprogram, Subroutine, or Job Stream Calls _______ 2 _______
8) Number of Programs That Call This Program _______ 2 _______
9) Number of Single Level Edits _______ 1 _______
10) Number of Relational EditsCompound or Relational Conditions Linked Together _______ 3 _______
11) Number of Complex Formulas and Calculations _______ 3 _______
12) Array or Table ProcessingSingle Dimension _______ 3 _______Two Dimension _______ 5 _______
13) Complex Routines(Sorting/Summarizing, File Interface Processing,Database Change/REORG, Managing Multiple Recs)Rating of Complexity (Count 1 to 4) _______ 10 _______
Total Points _______
• Enables Consistency in Estimating
• Provides Common Baseline for Measuring Performance
65
66
Incidents 94
Call Support 86 Work Requests 371
Admin 22
Total Hours 655
Work Request 192
Admin 47
Call Support 173
Incidents 229
Total Hours 614
• Communicate Status of All IT Work Events to Users/IT Management
• Graphic Display of Work Completed on-Time & In Budget
• QC Checklists enforces “Best Practices”
• Work/Rework Breakdown Analysis
• Elimination of Repetitive Calls and Problems
Work Hours 170
Rework Hours 9Total Hours 179
• Rework Tracking and Problem Trend Analysis
• Tracer Data Can Be Sorted to Display Trends and Root Cause Analysis
DRILL DOWN ANALYSIS
IMPROVINGQUALITY
REDUCINGREWORK
Optimization
66
CAI SLA Performance at [Client]
67
Transition in 30 - 90 Days
Detailed planning to ensure team is productive
Organized knowledge capture & transition between people
Living documentation on systems, owned by OD – stays forever
Confirm processes & baseline performance measures
Implement in workflow tool to enforce time/metrics gathering & process adherence
68
The CAI Customer Experience• Commitment to performance & measurable
outcomes• Customized delivery model • Very strong execution capability – rigor &
discipline in our work• Long tenured staff • Honesty & full visibility • Clear contracts – know what you are getting• Management participation & loyalty to your
success
69
Agenda
• CAI Core Business and Vision• Our Offerings• Partnership Alliance
– Business relationship philosophy– Partner process and agreements
• Services• Products• Relationship management
70
71
CAI Alliance Outline
• An independent association of Mid-market technology and consulting firms
• Objective to share information, products, and delivery capability
• Together alliance members are able to go after new opportunities and expand their marketing
CAI
Member Member
Member Member
Collaborative Opportunity
72
PLAN
BUILD
RUN
BPR
Project #1Project #2
Project #3
App #1
Help DeskControlAp
plica
tion D
evelo
pmen
t
Outsou
rcing
Application Support
Outsourcing
Managed Staffing Services
Management Solutions & Consulting
Collaborative Opportunity
73
PLAN
BUILD
RUN
BPR
Project #1Project #2
Project #3
App #1
Help DeskControl
Shift your clients resources to higher value activities
Appli
catio
n Dev
elopm
ent
Outsou
rcing
Application Support
Outsourcing
Managed Staffing Services
Management Solutions & Consulting
Alliance members focus
areas
74
Alliance Offerings
Application Development Outsourcing
Application Support Outsourcing
• Staff Augmentation
Managed Staffing Services
Management Solutions & Consulting
• Application Development
• Off-Shore and BPO
• Support Staffing• QA & Testing
Services
Processes | Performance Metrics | SLAs | Best Practices• Automated Project
Office• Advanced
Management Insights
• IT Education Packages
Fastest Startup
75
Support for Members
• Training– Programs available for products / services– Access to online materials
• Marketing Support– Advertising space in daily newsletter (AITS)– Promoted webinar opportunities (ITMPI)
• Sales Support– Support for list building and email campaigns– Joint sales call support
• Collateral– Sample whitepapers– Sample presentations
• Budget– Case by Case support marketing events
76
Thought Leadership Opportunity
• Get your message to a broad audience– Distribute articles and ads via Accelerating IT
Success newsletter– Readership of over 40k+ IT professionals– Ability to create custom tailored newsletters
• Develop recognition as a thought leader– Present to an audience for 60 – 90 minutes
online– Reach 100 – 500 people per webinar– Become part of a digital archive– Offer education credits to your audience and
clients
77
Sample of Members
78
Example Member: CAI-STA
• Joint venture with Manila based firm
• 150 people in development center
• $50M in joint business over 10+ years
79
Our Goals
• Build a alliance of IT service providers worldwide
• Expand our partners ability to delivery IT services
• Attract new business opportunities for members
• Expand awareness through world wide thought leadership efforts
80
Engagement in the Alliance
Joint Marketing / Speaker
Marketing Alliance
Product Integration
Joint Venture
Alliance Rebrand
Reseller
Agent
81
Next Steps
1. Deep dive into specific capabilities
2. Review joint capabilities
3. NDA / Teaming Agreement
4. Joint planning
5. Execution on partnership programs
82