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Planejamento da TI
JBeAC Administração de Bens Ltda.
Planejamento da TI (V-1-1)
Todo conteúdo © João Antonio Cardoso 2015
Página 1
Planejamento da TI
Desenvolvimento da Estratégia
Estratégia
de Negócios;
Orientações e
Competição
Sistemas Legados
Estratégia
da TI
Estratégia
da TITendências
da TIEstilo da Empresa
Cultura e Valores
Orientação Estratégica
Melhores Práticas
JBeAC Administração de Bens Ltda.
Planejamento da TI (V-1-1)
Todo conteúdo © João Antonio Cardoso 2015
Página 2
Planejamento da TI (cont.)
Abordagem
Resultado
- Linguagem comum entre negócios,
operações e TI
- Prioridades de negócio guiam as
principais decisões
- Abordagem pragmática de alto nível foca a
arquitetura onde é mais necessário
- Integração com a estrutura de governança
corporativa, alinhamento natural com os
processos de tomada de decisão
Abordagem Top-down orienta as decisões de
investimento a partir de potencialidades e objetivos
estratégicos
Que dados e ativos de TI precisamos para dar suporte a estas potencialidades?
Estratégia
Dados e ativos de TI
Quais são nosso objetivos corporativos em 3-5 anos?
Prioridades de Negócio
Quais são as prioridades, dados e objetivos corporativos?
Potencialidades de Negócio
Quais são as potencialidades-chave que vão maximizar a criação de valor no negócio?
Organização e processos Operacionais
De quais processos e elementos operacionaisprecisamos para permitir essas potencialidades-chave?
Arquitetura de Negócios
JBeAC Administração de Bens Ltda.
Planejamento da TI (V-1-1)
Todo conteúdo © João Antonio Cardoso 2015
Página 3
Planejamento da TI (cont.)
Objetivos (cont.)
� Uma visão integrada desde a identificação das necessidades dos negócios
até a definição dos projetos de TI, conforme figura abaixo:
ESTRATÉGIA DE NEGÓCIOSIdentificação e Avaliação
ESTRATÉGIA DE TIDesenvolvimento e Justificação
Estratégia de
Arquitetura de
TecnologiaProjetos
de
Negócios
Fatores
Chave de
Sucesso
Estratégia
Operacional•Organização
•Pessoas &
Cultura
•Processos
•Métricas
Estratégia de
Negócios•Missão
•Objetivos
•Metas
Elaboração
e
Justificativa
dos
Projetos
de
TI
Estratégia de Informação•Sistemas de Negócios
•Dados e Informações
•Aplicações
•Implementações
Estratégia de Gerenciamento
de TI•Organização
•Pessoas e Habilidades
•Políticas
•Processos
•Padrões e Métodos
•Terceirização
Avaliação da TI Atual
JBeAC Administração de Bens Ltda.
Planejamento da TI (V-1-1)
Todo conteúdo © João Antonio Cardoso 2015
Página 4
Planejamento da TI (cont.)
Objetivos (cont.)
� O Planejamento de TI deve ser:
� Orientado aos negócios:
– A estratégia de tecnologia da informação deve estar diretamente ligada aos
negócios e geralmente influencia a estratégia da Empresa.
� Completo:
– O planejamento deve contemplar todo o ciclo de vida da arquitetura de sistemas
de informação. As tarefas vão desde o levantamento e análise dos negócios e
oportunidades tecnológicas, até a preparação de orçamentos e início dos
projetos.
� Orientado para a ação:
– Após a identificação das necessidades de curto prazo, devem ser
recomendadas ações que possam ser iniciadas imediatamente.
� Flexível:
– Permitir a adaptação às condições específicas da Empresa.
JBeAC Administração de Bens Ltda.
Planejamento da TI (V-1-1)
Todo conteúdo © João Antonio Cardoso 2015
Página 5
Planejamento da TI (cont.)
Escopo
� O Planejamento da TI deve compreender:
� Recomendações estratégicas para que a Empresa obtenha:
– Atualização tecnológica;
– Retorno dos investimentos;
– Custos compatíveis com as suas necessidades;
– Arquitetura flexível para suportar a expansão e as novas necessidades dos
negócios;
– Transição e evolução da arquitetura de TI;
– Melhoria do nível de serviços e da satisfação dos usuários com os serviços de
TI; e
– Melhoria da eficácia dos negócios através de uma organização de TI mais pró-
ativa no apoio aos negócios.
� Identificar as tecnologias, listas de produtos, projetos de implantação e transição e
formas de gerenciamento que garantam eficácia, eficiência, qualidade e segurança
aos serviços da TI.
JBeAC Administração de Bens Ltda.
Planejamento da TI (V-1-1)
Todo conteúdo © João Antonio Cardoso 2015
Página 6
Planejamento da TI (cont.)
Metodologia de Alinhamento Estratégico
Market to Order business architecture
framework DRAFT
Data/information
Businessmanagement
Selling
Partner data
Customer data/
info
Order data
Opportun ity data
RelationshipsCustomer management
Global acct coordinat ion
Customer contact tracking
Relationship maintenance
Partner management
Partner integration
Partner execut ion plan
Lead col laboration
Fieldsupport
Sales terr itory
data
Sales generation
Order t racking
Contract creat ion
Proposal development
Deal fina li zat ion
Solution development
Demo creation
Solution arch itecture
creat ion
Requi rements defin ition
Validate solution
arch itecture
Deal management
Opportunity identification
Lead dist ribut ion
Lead qual ifi cat ion
Lead identi fication
Opportun ity/ pipeline
management
People managementBusiness planning
Market plan
GTM plan
Customer/ account plan
Market forecast
Overlay p lan
Budget
Performance measurement
Channel/capaci ty p lan
Recru it ing
Training
Performance management
Career management
Contact data
Compensation management
Goal setting
Compensat ion
planning
Terri tory defin ition
Sales cred it ing
Payment
Information management
Market info
Product info
Competi tor info
Cisco internal management
Internal collaboration
Market development
Market entry Campaign creat ion
Customer segmentation
Campaign execution
Pr ic ing
Info. delivery
Communication
Col laboration
Info governan
ce
Data/inform ation
Businessm an agem ent
Selling
Different sized “gaps” need to be bridged to build each capability
Partner data
Customer data/
info
Order data
Opportunity data
RelationshipsCustom er managem ent
Global acct coordination
Customer contact tracking
Relationship maintenance
Partner management
Partner integration
Partner execution plan
Lead collaboration
Fieldsupport
Sales territory
data
Sales gen eration
Order tracking
Contract creation
Proposal development
Deal finalization
Solution development
Demo creation
Solution architecture
creation
Requirements definition
Solution architecture
validation
Deal management
Opportunity iden tification
Lead distribution
Lead qualification
Lead identification
Opportunity/ pipeline
management
People m an agem entBu siness plann ing
Market plan
GTM plan
Customer/ account plan
Market forecast
Overlay plan
Budget
Performance measurement
Channel/capacity plan
Recruiting
Training
Performance management
Career management
Contact data
Compensation m anagem en t
Goal setting
Compensation
planning
Territory definition
Sales crediting Payment
I nform ation m anagement
Info. delivery
Comm unication
Collaboration
Market info
Product info
Competitor info
Cisco internal m anagement
Internal collaboration
Market developm ent
Market entry Campaign creation
Customer segmentation
Campaign execution
Pricing
Larger gap
Sma lle r gap
Medium gap
ILLU
STRATI
VE
Estratégia Negocio
Fatores críticos
Documentar e Analisar
Capacidades
Arquitetura atual
Gaps
Composição da
arquitetura
Example use case: Customer interest -complex direct
Gather knowledge base around custom er:•Contact information•Customer installed base•High-level customer requirements•Size of company
Identify appropriate relationship m anager by criteria:•Customer account type•Geography•Size of potential deal•Product
Give lead to relationship m anager
Identify and engage appropriate subject m atter experts for lead qualification:•Identify experts with previous experience in required customer segment/geography/product•Gather virtual sales team•Determine team member availability
Work with custom er to identify preliminary specifics around lead: •Problem trying to solve•Potential solution/product options•Approximate size and scope of deal•Timing•Buyer approval process
Make pursue/no pursue decision by criteria:•Likelihood of success•Customer buying history•Size and complexity of deal
D ecide what to do with lead•Hold lead•Refer lead to Partner•Contact customer periodically
Capture lead data for prioritization
PursueDo not pursue
3
4
5
6
1
2
7a7b
Conduct post-m ortem study on lead8b
Triggering
event:
lead created by
customer
Continue to “customer
solution acceptance”
DRAFTExample use case: Customer interest -complex direct
Gather knowledge base around custom er:•Contact information•Customer installed base•High-level customer requirements•Size of company
Identify appropriate relationship m anager by criteria:•Customer account type•Geography•Size of potential deal•Product
Give lead to relationship m anager
Identify and engage appropriate subject m atter experts for lead qualification:•Identify experts with previous experience in required customer segment/geography/product•Gather virtual sales team•Determine team member availability
Work with custom er to identify preliminary specifics around lead: •Problem trying to solve•Potential solution/product options•Approximate size and scope of deal•Timing•Buyer approval process
Make pursue/no pursue decision by criteria:•Likelihood of success•Customer buying history•Size and complexity of deal
D ecide what to do with lead•Hold lead•Refer lead to Partner•Contact customer periodically
Capture lead data for prioritization
PursueDo not pursue
3
4
5
6
1
2
7a7b
Conduct post-m ortem study on lead8b
Triggering
event:
lead created by
customer
Continue to “customer
solution acceptance”
DRAFTExample use case: Customer interest -complex direct
Gather knowledge base around custom er:•Contact information•Customer installed base•High-level customer requirements•Size of company
Identify appropriate relationship m anager by criteria:•Customer account type•Geography•Size of potential deal•Product
Give lead to relationship m anager
Identify and engage appropriate subject m atter experts for lead qualification:•Identify experts with previous experience in required customer segment/geography/product•Gather virtual sales team•Determine team member availability
Work with custom er to identify preliminary specifics around lead: •Problem trying to solve•Potential solution/product options•Approximate size and scope of deal•Timing•Buyer approval process
Make pursue/no pursue decision by criteria:•Likelihood of success•Customer buying history•Size and complexity of deal
D ecide what to do with lead•Hold lead•Refer lead to Partner•Contact customer periodically
Capture lead data for prioritization
PursueDo not pursue
3
4
5
6
1
2
7a7b
Conduct post-m ortem study on lead8b
Triggering
event:
lead created by
customer
Continue to “customer
solution acceptance”
DRAFT
Data/information
Business
m an agem ent
Selling
Drill-down on each capability reveals detailed description based on use cases
Partner data
Customer data/
info
Order data
Opportunity data
RelationshipsCustomer managem ent
Global acct coordination
Customer contact tracking
Relationship maintenance
Partner m anagement
Partner integration
Partner execution plan
Lead collaboration
Fieldsupport
Sales territory
data
Sales generation
Order tracking
Contract creation
Proposal development
Deal f inalization
Solution developm ent
Demo creation
Solution architecture
creation
Requirements definition
Validate solution
architecture
Deal management
Opportun ity identification
Lead distribution
Lead qualif ication
Lead identification
Opportunity/ pipeline
management
People managem en tBusiness plann ing
Market plan
GTM plan
Customer/ account plan
Market forecast
Overlay plan
Budget
Performance measurement
Channel/capacity plan
Recruiting
Training
Performance management
Career management
DRAFT
Contact data
Com pensation managem en t
Goal setting
Compensation
planning
Territory definition
Sales crediting
Payment
Information m an agem ent
Market info
Product info
Competitor info
Cisco internal managem ent
Internal collaboration
Market developm en t
Market entry Campaign creation
Customer segmentation
Campaign execution
Pricing
Info. delivery
Comm unication
Collaboration
Info governan
ce
Opportunity/Pipeline managem ent
• Capture , governance and deli very of l ead data:- For all leads:
- Com pany nam e
- Contact inform ation
- Purchase history
- Current status- For com plex direct and com plex indirect leads:
- Customer requirem ents
- Problem trying to solve
- Solution options
- Size of deal
- Tim ing
- Buyer approval process
- For sim ple indirect and complex indirect leads:
- Partner inform ation
• For complex di rect leads: P riori ti zation of l eads based on:- Likelihood of success
- Custom er buying history
- Size and com plexity of deal
- Overlap/synergies with current deals
- Bandwidth
• For complex di rect leads: Periodi c revi ew of inactive leads to determ ine whether to:
- Continue to hold lead- Refer lead to Partner
- Contact customer to maintain relationship
Use case: Customer interest
Use case: Prioritize/allocate
leads
Use case:
Customer interest
Pain points have been gathered from interviews and internal documentation
• Collaboration lacking w ithin Cisco
- Difficult to gather Cisco internal expertise required to sell product
- Difficult to get an accurate picture of product
release dates, availability or delivery status for custom er or partner
• Information/foundational data not accurate and rel iable
- Tim e is wasted finding and validating data
- Salesforce cannot effectively target custom ers
for upsell, upgrades, service renewals product refreshes or new products
• Deal approva l/management not efficient
- Lower productivity due to tim e spent on approvals, tracking deal status, and data entry
- Difficult to find quotes
- Difficult to integrate HW/SW/services deals
• Demo depot not ful ly leveraged for sales
- Lim ited availability/visibility into dem o depot
• Lead conversion rate low
- Low quality leads are generated
- Leads are lost due to lack of routing system between m arkets
• Difficult to forecast
- Manual entry/adjustments required to com pensate for lack of integrated planning tool and governance around data input
• Difficult to work w ith Partners- Difficult to construct quotes
- Partner inform ation is limited and/or inaccurate
- Difficult to assign AM responsibility
- Disjointed planning process between Partners
and Cisco suboptimizes sales
• Promotions and pricing poorly managed
- Price deviation approvals are comm on and time consuming
- Prom otions not clearly defined and not aligned to AM sales goals
• No consistent view across STT and account ownership
- Account ownership changes result in confusion and lost productivity
- Difficult to assign custom ers, com pensate sales team and get relationship view of global
custom ers
Cisco’s strategic imperatives will have an impact on the Field
7. Tailor cost of selling to segment economics (including Partners)
8. Focus on customer relationships instead of transactions
9. Increase vertical and customer specific knowledge and resource alignment
10. Flexible deal structures to meet customer value, needs and sophistication
Customer Segmentation6. Grow Commercial segment profitably7. Increase relationship depth with our largest
accounts (Service Provider & Enterprise customers)8. Increase vertical GTM focus
- Enterprise: industr ies
- SP: wi re line, cable, mobi li ty, etc.
- Publ ic: Nat ional/PTT, state, loca l
11. Sales and operating models f lexible/localized by theatre as required
12. Strike balance in establishing win-win customer partnerships/ alliances in emerging markets
13. Establish sustainable local operating models for high growth & emerging markets as they mature
14. Increased coordination across theatres/ functional silos for global accounts
Global focus9. Increase ability to tailor go to market model by
theatre
10. Capture full potential sales in high growth & emerging markets
11. Manage global customers; one voice across theatres
15. Align Partner portfolio to market opportunities
16. Partners and Cisco enabled to sell and deliver to customers seamlessly
17. Creating an extended enterprise application and data model
Seamless extend ed enterprise12. Integrate Partner/Cisco value proposition
13. Enable Partner success across hw/sw/services14. Tighter integration with Partners around sales data
and process
1. Collaborative, knowledge based sales process for AT
2. Full service/product integration at each touch point through the life cycle
3. Clear understanding of entire customer network including installed base
4. Ability to sell architecture rather than products5. Establish/ integrate software and services led sales motion
6. Ability to manage large scale, heterogeneous and complex product/ solution portfolio
Products to Solutions1. Drive customer success through Advanced
Technologies (AT)
2. Integrated HW/SW/Life cycle services value propositions
3. Solutions tailored or adaptable to customer environments
4. Establish software and services as a Cisco dif ferentiator
5. Beat point product competitors
Product
Customer
Cisco Strategy Field implications
Theatre
Channel
Source: Cisco internal documents; Rick Justice’s Top 10 Goals for the Sales Organization
Nova Arquitetura
CONTROLBANC
Para uso interno da COINBRA apenas - Todo conteúdo © ControlBanc 2005Página 13
COINBRA Plano Estratégico de Tecnologia da InformaçãoProjeto: #2005-133 –Dezembro/2005 – Fase 6 – Plano de Ação (V-1-1)
Cronograma dos Projetos do Plano Estratégico de TI (cont.)
Área Atividade J F M A M J J A S O N D J F M A M J J A S O N D J F M A
Board Aprovação Projeto
TISeleção e contratação de Fornecedores
Board Governança de TITI Infra-estruturaTodas Redesenho de Processos
ControladoriaERP - Portal e Módulos Contábil e OrçamentoERP CompletoVerticais NegócioERP CompletoVerticais NegócioERP CompletoVerticais Negócio
Todas BI
TodasERP - Módulo de Planejamento
Corporativo, Soja, Pluma, Café e Portos
Conversão Verticais para nova arquitetura
CitrusConversão Verticais para nova arquitetura
Safras J F M A M J J A S O N D J F M A M J J A S O N D J F M A
SojaCitrus
AACafé
Pluma
Preparação
Citrus
2006
Soja, Portos, Pluma e Café
AA
2007
2006 2007
Implantaçao/Acompanhamento
Priorização das
iniciativas e
Plano de Ação
Estratégia de TI
FIAEstratégia e Governança de TI (V-1-1)
Todo conteúdo © João Cardoso 2005Página 28
Governança da TI (cont.)
Modelos de Organização da TI
Opção 1: Modelo Centralizado (Tradicional)
CEOCEO
VP/DiretorTI
VP/DiretorTI
Desenvol-vimento deAplicações
Desenvol-vimento deAplicações
Adminis-tração
Adminis-tração
Planejamentoe
Arquitetura
Planejamentoe
Arquitetura
Rede e Telecomu-nicações
Rede e Telecomu-nicações
Serviços e Suporte
aos Usuários
Serviços e Suporte
aos Usuários
Produçãoe
Suporte
Produçãoe
Suporte
Projeto e Desenvol. daInfraestutura
Projeto e Desenvol. daInfraestutura
Organização
JBeAC Administração de Bens Ltda.
Planejamento da TI (V-1-1)
Todo conteúdo © João Antonio Cardoso 2015
Página 7
Fase 4
Fase 5Fase 3Fase 2Fase 1
Planejamento da TI (cont.)
Metodologia de Alinhamento Estratégico (cont.)
Market to Order business architecture
framework DRAFT
Data/information
Businessmanagement
Selling
Partner data
Customer data/
info
Order data
Opportun ity data
RelationshipsCustomer management
Global acct coordinat ion
Customer contact tracking
Relationship maintenance
Partner management
Partner integration
Partner execut ion plan
Lead col laboration
Fieldsupport
Sales terr itory
data
Sales generation
Order t racking
Contract creat ion
Proposal development
Deal fina li zat ion
Solution development
Demo creation
Solution arch itecture
creat ion
Requi rements defin ition
Validate solution
arch itecture
Deal management
Opportunity identification
Lead dist ribut ion
Lead qual ifi cat ion
Lead identi fication
Opportun ity/ pipeline
management
People managementBusiness planning
Market plan
GTM plan
Customer/ account plan
Market forecast
Overlay p lan
Budget
Performance measurement
Channel/capaci ty p lan
Recru it ing
Training
Performance management
Career management
Contact data
Compensation management
Goal setting
Compensat ion
planning
Terri tory defin ition
Sales cred it ing
Payment
Information management
Market info
Product info
Competi tor info
Cisco internal management
Internal collaboration
Market development
Market entry Campaign creat ion
Customer segmentation
Campaign execution
Pr ic ing
Info. delivery
Communication
Col laboration
Info governan
ce
Data/inform ation
Businessm an agem ent
Selling
Different sized “gaps” need to be bridged to build each capability
Partner data
Customer data/
info
Order data
Opportunity data
RelationshipsCustom er managem ent
Global acct coordination
Customer contact tracking
Relationship maintenance
Partner management
Partner integration
Partner execution plan
Lead collaboration
Fieldsupport
Sales territory
data
Sales gen eration
Order tracking
Contract creation
Proposal development
Deal finalization
Solution development
Demo creation
Solution architecture
creation
Requirements definition
Solution architecture
validation
Deal management
Opportunity iden tification
Lead distribution
Lead qualification
Lead identification
Opportunity/ pipeline
management
People m an agem entBu siness plann ing
Market plan
GTM plan
Customer/ account plan
Market forecast
Overlay plan
Budget
Performance measurement
Channel/capacity plan
Recruiting
Training
Performance management
Career management
Contact data
Compensation m anagem en t
Goal setting
Compensation
planning
Territory definition
Sales crediting Payment
I nform ation m anagement
Info. delivery
Comm unication
Collaboration
Market info
Product info
Competitor info
Cisco internal m anagement
Internal collaboration
Market developm ent
Market entry Campaign creation
Customer segmentation
Campaign execution
Pricing
Larger gap
Sma lle r gap
Medium gap
ILLU
STRATI
VE
Estratégia Negocio
Fatores críticos
Documentar e Analisar
Capacidades
Arquitetura atual
Gaps
Composição da
arquitetura
Example use case: Customer interest -complex direct
Gather knowledge base around custom er:•Contact information•Customer installed base•High-level customer requirements•Size of company
Identify appropriate relationship m anager by criteria:•Customer account type•Geography•Size of potential deal•Product
Give lead to relationship m anager
Identify and engage appropriate subject m atter experts for lead qualification:•Identify experts with previous experience in required customer segment/geography/product•Gather virtual sales team•Determine team member availability
Work with custom er to identify preliminary specifics around lead: •Problem trying to solve•Potential solution/product options•Approximate size and scope of deal•Timing•Buyer approval process
Make pursue/no pursue decision by criteria:•Likelihood of success•Customer buying history•Size and complexity of deal
D ecide what to do with lead•Hold lead•Refer lead to Partner•Contact customer periodically
Capture lead data for prioritization
PursueDo not pursue
3
4
5
6
1
2
7a7b
Conduct post-m ortem study on lead8b
Triggering
event:
lead created by
customer
Continue to “customer
solution acceptance”
DRAFTExample use case: Customer interest -complex direct
Gather knowledge base around custom er:•Contact information•Customer installed base•High-level customer requirements•Size of company
Identify appropriate relationship m anager by criteria:•Customer account type•Geography•Size of potential deal•Product
Give lead to relationship m anager
Identify and engage appropriate subject m atter experts for lead qualification:•Identify experts with previous experience in required customer segment/geography/product•Gather virtual sales team•Determine team member availability
Work with custom er to identify preliminary specifics around lead: •Problem trying to solve•Potential solution/product options•Approximate size and scope of deal•Timing•Buyer approval process
Make pursue/no pursue decision by criteria:•Likelihood of success•Customer buying history•Size and complexity of deal
D ecide what to do with lead•Hold lead•Refer lead to Partner•Contact customer periodically
Capture lead data for prioritization
PursueDo not pursue
3
4
5
6
1
2
7a7b
Conduct post-m ortem study on lead8b
Triggering
event:
lead created by
customer
Continue to “customer
solution acceptance”
DRAFTExample use case: Customer interest -complex direct
Gather knowledge base around custom er:•Contact information•Customer installed base•High-level customer requirements•Size of company
Identify appropriate relationship m anager by criteria:•Customer account type•Geography•Size of potential deal•Product
Give lead to relationship m anager
Identify and engage appropriate subject m atter experts for lead qualification:•Identify experts with previous experience in required customer segment/geography/product•Gather virtual sales team•Determine team member availability
Work with custom er to identify preliminary specifics around lead: •Problem trying to solve•Potential solution/product options•Approximate size and scope of deal•Timing•Buyer approval process
Make pursue/no pursue decision by criteria:•Likelihood of success•Customer buying history•Size and complexity of deal
D ecide what to do with lead•Hold lead•Refer lead to Partner•Contact customer periodically
Capture lead data for prioritization
PursueDo not pursue
3
4
5
6
1
2
7a7b
Conduct post-m ortem study on lead8b
Triggering
event:
lead created by
customer
Continue to “customer
solution acceptance”
DRAFT
Data/information
Business
m an agem ent
Selling
Drill-down on each capability reveals detailed description based on use cases
Partner data
Customer data/
info
Order data
Opportunity data
RelationshipsCustomer managem ent
Global acct coordination
Customer contact tracking
Relationship maintenance
Partner m anagement
Partner integration
Partner execution plan
Lead collaboration
Fieldsupport
Sales territory
data
Sales generation
Order tracking
Contract creation
Proposal development
Deal f inalization
Solution developm ent
Demo creation
Solution architecture
creation
Requirements definition
Validate solution
architecture
Deal management
Opportun ity identification
Lead distribution
Lead qualif ication
Lead identification
Opportunity/ pipeline
management
People managem en tBusiness plann ing
Market plan
GTM plan
Customer/ account plan
Market forecast
Overlay plan
Budget
Performance measurement
Channel/capacity plan
Recruiting
Training
Performance management
Career management
DRAFT
Contact data
Com pensation managem en t
Goal setting
Compensation
planning
Territory definition
Sales crediting
Payment
Information m an agem ent
Market info
Product info
Competitor info
Cisco internal managem ent
Internal collaboration
Market developm en t
Market entry Campaign creation
Customer segmentation
Campaign execution
Pricing
Info. delivery
Comm unication
Collaboration
Info governan
ce
Opportunity/Pipeline managem ent
• Capture , governance and deli very of l ead data:- For all leads:
- Com pany nam e
- Contact inform ation
- Purchase history
- Current status- For com plex direct and com plex indirect leads:
- Customer requirem ents
- Problem trying to solve
- Solution options
- Size of deal
- Tim ing
- Buyer approval process
- For sim ple indirect and complex indirect leads:
- Partner inform ation
• For complex di rect leads: P riori ti zation of l eads based on:- Likelihood of success
- Custom er buying history
- Size and com plexity of deal
- Overlap/synergies with current deals
- Bandwidth
• For complex di rect leads: Periodi c revi ew of inactive leads to determ ine whether to:
- Continue to hold lead- Refer lead to Partner
- Contact customer to maintain relationship
Use case: Customer interest
Use case: Prioritize/allocate
leads
Use case:
Customer interest
Pain points have been gathered from interviews and internal documentation
• Collaboration lacking w ithin Cisco
- Difficult to gather Cisco internal expertise required to sell product
- Difficult to get an accurate picture of product
release dates, availability or delivery status for custom er or partner
• Information/foundational data not accurate and rel iable
- Tim e is wasted finding and validating data
- Salesforce cannot effectively target custom ers
for upsell, upgrades, service renewals product refreshes or new products
• Deal approva l/management not efficient
- Lower productivity due to tim e spent on approvals, tracking deal status, and data entry
- Difficult to find quotes
- Difficult to integrate HW/SW/services deals
• Demo depot not ful ly leveraged for sales
- Lim ited availability/visibility into dem o depot
• Lead conversion rate low
- Low quality leads are generated
- Leads are lost due to lack of routing system between m arkets
• Difficult to forecast
- Manual entry/adjustments required to com pensate for lack of integrated planning tool and governance around data input
• Difficult to work w ith Partners- Difficult to construct quotes
- Partner inform ation is limited and/or inaccurate
- Difficult to assign AM responsibility
- Disjointed planning process between Partners
and Cisco suboptimizes sales
• Promotions and pricing poorly managed
- Price deviation approvals are comm on and time consuming
- Prom otions not clearly defined and not aligned to AM sales goals
• No consistent view across STT and account ownership
- Account ownership changes result in confusion and lost productivity
- Difficult to assign custom ers, com pensate sales team and get relationship view of global
custom ers
Cisco’s strategic imperatives will have an impact on the Field
7. Tailor cost of selling to segment economics (including Partners)
8. Focus on customer relationships instead of transactions
9. Increase vertical and customer specific knowledge and resource alignment
10. Flexible deal structures to meet customer value, needs and sophistication
Customer Segmentation6. Grow Commercial segment profitably7. Increase relationship depth with our largest
accounts (Service Provider & Enterprise customers)8. Increase vertical GTM focus
- Enterprise: industr ies
- SP: wi re line, cable, mobi li ty, etc.
- Publ ic: Nat ional/PTT, state, loca l
11. Sales and operating models f lexible/localized by theatre as required
12. Strike balance in establishing win-win customer partnerships/ alliances in emerging markets
13. Establish sustainable local operating models for high growth & emerging markets as they mature
14. Increased coordination across theatres/ functional silos for global accounts
Global focus9. Increase ability to tailor go to market model by
theatre
10. Capture full potential sales in high growth & emerging markets
11. Manage global customers; one voice across theatres
15. Align Partner portfolio to market opportunities
16. Partners and Cisco enabled to sell and deliver to customers seamlessly
17. Creating an extended enterprise application and data model
Seamless extend ed enterprise12. Integrate Partner/Cisco value proposition
13. Enable Partner success across hw/sw/services14. Tighter integration with Partners around sales data
and process
1. Collaborative, knowledge based sales process for AT
2. Full service/product integration at each touch point through the life cycle
3. Clear understanding of entire customer network including installed base
4. Ability to sell architecture rather than products5. Establish/ integrate software and services led sales motion
6. Ability to manage large scale, heterogeneous and complex product/ solution portfolio
Products to Solutions1. Drive customer success through Advanced
Technologies (AT)
2. Integrated HW/SW/Life cycle services value propositions
3. Solutions tailored or adaptable to customer environments
4. Establish software and services as a Cisco dif ferentiator
5. Beat point product competitors
Product
Customer
Cisco Strategy Field implications
Theatre
Channel
Source: Cisco internal documents; Rick Justice’s Top 10 Goals for the Sales Organization
Nova Arquitetura
CONTROLBANC
Para uso interno da COINBRA apenas - Todo conteúdo © ControlBanc 2005Página 13
COINBRA Plano Estratégico de Tecnologia da InformaçãoProjeto: #2005-133 –Dezembro/2005 – Fase 6 – Plano de Ação (V-1-1)
Cronograma dos Projetos do Plano Estratégico de TI (cont.)
Área Atividade J F M A M J J A S O N D J F M A M J J A S O N D J F M A
Board Aprovação Projeto
TISeleção e contratação de Fornecedores
Board Governança de TITI Infra-estruturaTodas Redesenho de Processos
ControladoriaERP - Portal e Módulos Contábil e OrçamentoERP CompletoVerticais NegócioERP CompletoVerticais NegócioERP CompletoVerticais Negócio
Todas BI
TodasERP - Módulo de Planejamento
Corporativo, Soja, Pluma, Café e Portos
Conversão Verticais para nova arquitetura
CitrusConversão Verticais para nova arquitetura
Safras J F M A M J J A S O N D J F M A M J J A S O N D J F M A
SojaCitrus
AACafé
Pluma
Preparação
Citrus
2006
Soja, Portos, Pluma e Café
AA
2007
2006 2007
Implantaçao/Acompanhamento
Priorização das
iniciativas e
Plano de Ação
Estratégia de TI
Fase 6FIAEstratégia e Governança de TI (V-1-1)
Todo conteúdo © João Cardoso 2005Página 28
Governança da TI (cont.)
Modelos de Organização da TI
Opção 1: Modelo Centralizado (Tradicional)
CEOCEO
VP/DiretorTI
VP/DiretorTI
Desenvol-vimento deAplicações
Desenvol-vimento deAplicações
Adminis-tração
Adminis-tração
Planejamentoe
Arquitetura
Planejamentoe
Arquitetura
Rede e Telecomu-nicações
Rede e Telecomu-nicações
Serviços e Suporte
aos Usuários
Serviços e Suporte
aos Usuários
Produçãoe
Suporte
Produçãoe
Suporte
Projeto e Desenvol. daInfraestutura
Projeto e Desenvol. daInfraestutura
Organização
JBeAC Administração de Bens Ltda.
Planejamento da TI (V-1-1)
Todo conteúdo © João Antonio Cardoso 2015
Página 8
Planejamento da TI (cont.)
Metodologia de Alinhamento Estratégico (cont.)
Desenho da
Estratégia de TI
Definição da
Arquitetura de TI
Plano de Ação e
Organização
Fase 1
Situação Atual
e
Requerimentos
Fase 2
Estratégia de TI
Fase 3
Arquitetura de
TI
Fase 6
Organização
Fase 4
Composição da
arquitetura
1. Funções de TI,
seus papéis e
responsabilida-
des
2. Estrutura
Organizacional
de TI
3. Programa de
Comunicação e
Obtenção do
Comprometi-
mento
Fase 5
Plano de Ação
1. Desempenho
atual da TI e sua
contribuição aos
negócios
2. Ambiente e
Estratégia de
Negócios e
Tecnologia
3. Requerimentos
de Negócios e
de TI
4. Situação atual
da TI
1. Processos de
negócios e
direcionamentos
de TI
2. Direcionamentos
para os
objetivos de
controle
3. Visão da
Estratégia de TI
1. Padrões da
Arquitetura
2. Direcionamento
de Tecnologia
3. Objetos da
Arquitetura
4. Plano
Estratégico de
Tecnologia
1. Critérios de
Avaliação e
Seleção dos
Objetos
2. Especificações
da Arquitetura
de TI
3. Pré-seleção dos
Objetos da
Arquitetura de
TI
1. Planos táticos
de TI
2. Normativas de
planejamento
estratégico de TI
3. Processo de
Planejamento
Estratégico de TI
4. Processo de
acompanhament
o de tendências
e regulamentos
5. Plano de Ação e
Investimentos
JBeAC Administração de Bens Ltda.
Planejamento da TI (V-1-1)
Todo conteúdo © João Antonio Cardoso 2015
Página 9
Planejamento da TI (cont.)
Produtos
� Os produtos do Planejamento da TI deverão ser estratégicos prevendo um
horizonte de 3 a 5 anos.
� A atualização da estratégia e a execução dos projetos definidos no Plano de
Ação serão executados após a aprovação do plano.
� A Empresa deverá planejar detalhadamente os projetos, refinando requisitos,
soluções, especificações, custos e benefícios de cada um dos projetos.
� Os principais produtos de um Planejamento de TI são:
� Planejamento do Projeto;
� Identificação dos objetivos e metas empresariais e dos principais projetos
necessários para atingi-los;
� Avaliação da situação atual da TI, incluindo organização, custos, serviços, sistemas
e tecnologia;
� Estimativa da performance atual da TI e sua capacitação para suportar os desafios
empresariais;
JBeAC Administração de Bens Ltda.
Planejamento da TI (V-1-1)
Todo conteúdo © João Antonio Cardoso 2015
Página 10
Planejamento da TI (cont.)
Produtos (cont.)
� Modelo da Arquitetura de TI que melhor suportará as necessidades de informações
e que seja mais facilmente implementável;
� Relação dos principais projetos para a implantação da Estratégia de TI contendo
prioridades, estimativas de investimentos, custos, benefícios, riscos e prazos;
� Relação dos principais produtos disponíveis no mercado para suprir os objetos da
Arquitetura de TI e avaliação dos produtos; e
� Plano de Ação para a implementação das recomendações,
� Justificativa do plano visando a obtenção da aprovação.
� Pré-seleção dos produtos para suprir os objetos da Arquitetura de TI;
� Recomendação da estrutura organizacional da área de TI e da Governança da TI
necessária para implementar o Plano de Ação e manter a Arquitetura de TI; e
� Programa de Comunicação e comprometimento dos envolvidos com a
Implementação.
JBeAC Administração de Bens Ltda.
Planejamento da TI (V-1-1)
Todo conteúdo © João Antonio Cardoso 2015
Página 11
Planejamento da TI (cont.)
Estratégia dos Investimentos em TI
Tipo do
InvestimentoValor
Métricas /
Método de
Avaliação
Perfil do RiscoInformações
dos Negócios
Estratégia de
suprimento
Principal
Competência da
TI
Infra-estruturaEficiência dos
Processos da TI
ROA (Returm on
Assets),Custos
Unitários, Níveis
de Serviço, TCO
(Toral Cost of
Ownership),
Benchmarks
MédioPlanejamento dos
Negócios
Menor TCO e Alta
Confiabilidade
Processos e
Gerenciamento de
Fornecedores
Externos
Aplicações de
UtilidadeReduzir Custos
ROI (Return of
Investments),
Custos Unitários,
TCO, Benchmarks
com Empresas
Pares
BaixoPlanejamento dos
Negócios
Menor TCO e Alta
Confiabilidade
Maximizar as
Economias de
Escala e
Gerenciamento de
fornecedores
Externos
Aplicações de
Melhoria
Reduzir Custos
Diretos,
Produtividade,
Vantagem
Competitiva
ROA, ROI,
Benchmarks com
Empresas Pares,
Análise Financeira,
Mudanças
Implementadas
MédioPlanejamento dos
Negócios
Orientado para
Aquisições e
Preservação do
Conhecimento em
Casa
Conhecimento dos
Negócios e da TI
Aplicações de
Fronteira
Novas Receitas,
Estrutura de
Custos,
Sustentação da
Vantagem
Competitiva
ROI, Prontidão,
Revisão financeira,
Inovação
AltoEstratégia de
Negócios
Fornecedores
Externos e
Desenvolvimento
Avançado em
Casa
Gerenciamento e
Integração de
Fornecedores
Externos