Winning With Io Partner Module 5 Profiling And Discovery
1. FY07 Winning with IO Day
Achieve your goals with IO
Module 5: Profiling and Discovery
2. Profiling & Discovery
Workshop’s agenda
1. Welcome & Introduction
9:00 to 9:15
(15 minutes)
Raising expectations
3. Optimizing your customer
9:15 to 10:30 Break
2. Getting strategic with IO
infrastructure (15’)
(30 minutes)
Understanding IO
(30 minutes)
Messaging & Value
5. Profiling & 6. Analyzing results & identifying
4. IO Execution Process
Lunch
potential opportunities
Overview Discovery (45’)
(60 minutes)
(15 minutes)
(30 minutes)
10:30 to 15:00
IO Execution Process
9. Delivering an IO customer
7. Preparing a preliminary IO 8. Preparing an IO customer Break
briefing – Role Play (45
Account Plan (30 minutes) briefing (30 minutes) (15’)
minutes)
15:00 to 16:00
10. Next steps: Managing IO 11. Local Call to Action: how
Understanding the next 12. Objection Handling
opportunities to engage with Microsoft?
steps (Opportunity (15 minutes)
(30 minutes) (15 minutes)
Management) & the local
strategy
16:00 to 16:15 Interactive session
13. Wrap up & conclusions
Providing comments & (15 minutes)
Lecturing session
feedback
5.2
3. Profiling & Discovery
IO Execution in the field
STEP 4: Account plan STEP 5: Opportunity
STEP 1: Conduct
agreed to with Management
discovery
Customer
Infrastructure Optimization Models
MS
Opportunities
MSSP
STEP 2: Analyze discovery
results and identifies
potential opportunities
STEP 3: Review
list of
opportunities with
Customer
Customer
Discussion/View
Relationship Management/Account Planning 5.3
4. Profiling & Discovery
The Infrastructure Optimization
Journey
Identify where your customer is in the Infrastructure
Optimization Models (Core IO, BPIO, APIO)
Identify highest impact options
Identify biggest challenges
Build a plan that maps to your customer business and IT priorities
Work with your Microsoft Specialist and /or Partner to help you
Re-evaluate the plan with the customer during the IO Briefing
Implement an evaluation plan
“Microsoft can help plan, build and execute
the journey to Infrastructure Optimization”
5.4
5. Profiling & Discovery
Process for the profiling stage
For each model there are questions that need to
be answered mapped to required capabilities
The answers to the questions will determine the
maturity level of each capability
To move to the next maturity level, all
conditions need to have a positive answer
The models are all supplied with
the IO partner kit
www.microsoftio.com
5.5
6. Profiling & Discovery
Group Exercise
Read through the case study
By referencing the “Overview Page” of each of the
models, see if you agree with the profiling already
completed for you
Read through the
answers to the questions –
mark particularly where the
answers are “No”
Time: 20 Minutes
5.6
7. Profiling & Discovery
Customer Profile #1
Distribution
Customer’s profile: PREMIER DISTRIBUTION (PD)
The parent company, based in Southern Europe, is a leading regional FMCG distributor. In the last two
years, they acquired three important national distributors in the region, aiming to take advantage of
important opportunities. A telecommunications company offering primarily mobile phone services. A
few years ago they took the step of standardizing all their desktop and server builds. They now have a
mix of Windows 2000 Workstation (40%) and Windows NT 4.0 (60%) installed across their
organization, with Windows 2000 Server as their standard and Active Directory used for
authentication.
Business Situation:
Operating in highly competitive markets, PD needs to improve individual and team productivity and increase the velocity
of information sharing among employees. To maintain its competitive advantage through rapid growth, the company has
to equip its employees with consistent software tools. The CIO is under pressure to solve quickly security and
communication issues and to create/consolidate BI policies and tools. It is also wanted to streamline administration and
support while maintaining predictable IT costs.
IS Challenge:
Recent acquisitions resulted in adding multiple disparate systems into the company’s network infrastructure. PD
companies have approximately 2,000 desktop computers, running different OS and desktop configuration. The
company’s network infrastructure includes 50 Windows and Novell based servers located primarily in two data centers.
In addition, isolated file and print servers are located in most of its local offices.
Branch managers have complained occasionally about security breaches, limited network attacks and downtime due to
worms and virus infections.
Similarly, key product pricing updates were faxed and sent in e-mail to sales managers for distribution to sales
represen-tatives. PD managers travel frequently, which often delays the distribution of critical pricing information to
those who need it. PD’s employees are frustrated because of its diverse legacy e-mail systems, which includes IBM
Lotus Notes, Webmail on Linux, and IMAP.
The IT staff spent most of its time reacting to problems and had difficulty supporting the company’s remote offices.
5.7
8. Profiling & Discovery
Case Study #1 – PREMIER DISTRIBUTION (PD)
Customer’s IT environment
IT Environment Key Performance
Indicators
The company IT environment is a mixed one, consisting in disparate
systems and applications. The reason for this was primarily the aquisition
of the other three distribution companies. The company has 2000
No. of users
desktops running a mix of Windows NT 4.0 Workstation (60%) and
Windows 2000 (40%) and 50 Windows and Novell servers. The company No. of mobile users
uses a legacy e-mail system based on Lotus Notes with limited webmail
No. of e-mails sent and
access.
received / day
People Process Technology No. of concurrent remote
IT Staff in reactive Communication Legacy systems access connections
mode processes not Systems not secured No. of desktops
standardized (uses fax,
Field sales reps
No. of laptops
e-mail)
travel a lot
No. of standard
Virus signatures not
Users not trained on
configurations for OS
updated
Information Security and applications
IT Projects No. of incidents received
/ solved
Standardize the IT infrastructure on Windows XP Professional and
Office System 2003 for desktops and Windows Server 2003 for servers
Perform a security audit on all IT systems and create and implement an
Information Security plan.
Implement a antivirus solutions as a standard on all company systems
and a signature update policy
Implement a modern messaging and collaboration system based on
Exchange Server 2003
Implement an ERP system with Bussiness Intelligence capabilities
5.8
9. Profiling & Discovery
Customer Profile #2
Manufacturing
Customer’s profile: CHEMICAL SERVICES (CS)
Chemical Services offers more than 20 years of industry-leading experience and know-how,
producing 0 chemicals, fibers and plastics. The company owns 12 production locations and a
relatively newly created R&D department; typically they operate complex, geographically-distributed
business processes and rely on their own teams for transportation, logistics and sales.
Business Situation:
The market is changing rapidly and it requires the use of collaborative tools and processes to
maintain the leading position; the integration between departments is critical therefore the
management asked the CIO to present the business value of IT investments and future plans for
improvement.
IS Challenge:
The people at CS are required to collaborate and share knowledge to drive innovation in the
planning, production and distribution of high-performance products.
Information workers have reliable access to internally authenticated e-mail and their communication is
safe and SPAM protected.
The IT division controls the installed base through the use of standards and policies to manage more
than 1000 desktops and servers. This includes controlling the introduction of new machines to the
network. By using Active Directory and SMS services to manage resources, security policies, and
access control, there is a standard desktop image for almost all PCs, including anti-virus and
centralized firewall. Still, despite the well-administered network and in-place processes and policies,
the Director of IT has to consider and implement a more “offensive” approach, to augment the
business value of information technology.
5.9
10. Profiling & Discovery
Case Study #2 – Chemical Services (CS)
Customer’s IT environment
IT Environment Key Performance
Indicators
The company has a solid IT infrastructure consisting of 1000 desktops
and servers distributed in 12 locations. The IT department makes use of
systems management technologies like SMS and Active Directory to
No. of users
perform centarlised administrations and software and patch management
No. of mobile users
People Process Technology No. of e-mails sent and
IT Staff trained Automated software Active Directory and received / day
deployments and patch Group Policy for
Good customer No. of concurrent remote
management centralised
service access connections
administration
Centralised security
End users in need of No. of desktops
management and SMS for software
information sharing No. of laptops
antivirus signature distribution and patch
capabilities
updates management No. of standard
configurations for OS
IT Projects
and applications
Implement a messaging and collaboration system based on Exchange
No. of incidents received
Server 2003 to offer increased access to information to all users.
/solved
Implement a company portal based on SharePoint Portal Server to
publish and disseminate information, maintain version control and
approval of documents.
Implement an Enterprise Project Management solutions based on
Project Server 2003 to be used by the R&D department to plan and track
their projects.
5.10
11. Profiling & Discovery
Customer Profile #3
Banking Sector
Customer’s profile: PRIMO BANK
Founded in 1985, Primo has 375 branch and retail locations in France, with more than 2500
employees that provide diversified financial products and services to consumers and local
businesses. Primo continually strives to encourage close customer relationships, and information
technology plays a central role in its strategy.
Business Situation:
The bank is diversifying product portfolio and is rapidly expanding in new cities, based on its interest in having
increased presence in order to serve the attractive segment of retail banking.
IS Challenge:
The bank is committed to accessible, responsive, personalized customer service, so its communications system must
be reliable and customer-friendly. The simple, integrated solution lets the bank quickly establish secure, full-service
network connectivity at new sites, using a standardized deployment plan and BDD (business desktop deployment)
tools that are easy to manage and maintain. The challenge is to preserve high level of security and banking standards
compliance while expanding in new territories.
Every three months, the compliance manager runs H/W and S/W inventory in order to always have a known and
managed environment. The last report indicates approximately 2500 PCs and 150 servers.
The IT department has put in place a coordinated strategy of central administration of configuration and security,
Group Policy on domain controllers, VPN and automated software distribution. Due to industry standards and Basel II
requirements, Primo has a strong policy of back-up/restore on all servers, AV, server monitoring and IPSec. MOM and
MIIS utilization is helping the implementation of standards.
For both scenarios, internally and externally developed application, Primo deploys a virtual test environment to ensure
application and software update compatibility.
E-mail has developed into a critical tool for communicating and resolving requests from customers and colleagues.
Primo sought to create a modern system for electronic messaging, as well as build a unified infrastructure consistent
with the newest information technologies. That is why the bank chose Microsoft Exchange Server 2003 messaging
and collaboration for electronic exchange, centralized management and administration, for secure web-based e-mail
access, SPAM blocking and server health monitoring.
5.11
12. Profiling & Discovery
Case Study #3 – PRIMO BANK
Customer’s IT environment
IT Environment Key Performance
Indicators
The company has a distributed IT infrastructure consisting in 375
locations. The system architecture is a modern one using integrated
solutions to offer a rich set of IT services.
No. of users
The e-mail system is based on Exchange Server 2003
No. of mobile users
No. of e-mails sent and
People Process Technology received / day
IT Staff trained Hardware and software Group Policy for No. of concurrent remote
inventory quarterly automating system
IT department based access connections
configurations
on roles Automated software No. of desktops
distribution Modern e-mail and
Great customer No. of laptops
collaboration
service Separate testing
No. of standard
environment Business Desktop
configurations for OS
Deployment
and applications
IT Projects
No. of incidents received
Expand the portfolio of services offered to both the internal users and /solved
external customers.
Optimize the IT systems by analyzing the current performance data
versus the Service Level Agreement and implement a set of measures to
increase performanc and reduce costs
Implement an online banking system with latest security technologies
like 2-factor authentication and encryption.
5.12
13. Profiling & Discovery
Current situation: Core Infrastructure
Standardized Rationalized
Basic Dynamic
No common identity Identity management for ● Centralized configuration ● Centralized
management model user identification and authentication, administration, Federated
Identity & Access
information protection Identity Management
Management
infrastructure
No Standards Antivirus, central firewall, ● Secure remote access, ● Fully automated IT
basic networking policy-managed firewall on management and
Security &
server and desktop mitigation, quarantine
Networking
solution
No formal procedures in Mission critical server ● Back up all servers ● Fully automated IT
Data Protection & place backup/recovery management
Recovery
No desktop standards, Automated patch ● Automated SW ● Capacity Analysis
many images, no management, standard distribution & asset mgmt, Solution, Application Push
CORE IO
Desktop, Device &
management standards images, mission critical layered image strategy, app to mobile devices, Fully
Server Management
server monitoring, mobile comp solution, Secure automated IT management
device provisioning mobile device provisioning
Lack of standard security Formal security policies ● Defense-in-depth policy ● Efficient web server
policies defined for Web server security. security, all security
Security Process
Fail safes for attacks are in processes and policies in
place place
Ad-hoc Reactive, Stable IT ● Proactive, Accountable ● Proactive, Optimizing
ITIL/COBIT-based Cost & Quality
Management Process
Ad-hoc Reactive, Stable IT ● Proactive, Accountable ● Proactive, Optimizing
Lack of standard security Formal security policies ● Defense-in-depth policy Cost & Quality
policies defined for Web server security. ● Efficient web server
Governance
Fail safes for attacks are in security, all security
place processes and policies in
place
5.13
14. Profiling & Discovery
Current situation: Business Productivity Infrastructure
Basic Standardized Rationalized Dynamic
● Inefficient document ● Departmental Teaming, ● Enterprise wide ● Seamless collaboration
collaboration, Limited cross Enterprise managed standardization & across firewall, federated
functional teams, Difficult messaging, IM and Web pervasive access, secure communication & services
Communication & find people & team info Conferencing platform and integrated integration
Difficult find people and communication, no
Collaboration
info across enterprise integration with LOB data
● Manually driven ● Electronic organization ● Limited document ● Federated DM/RM,
processes, Limited cross of content, inconsistent collaboration via trusted Dynamic document
functional teams, personal metadata, disconnected relationship with partners, assembly, personalization,
stores, no search repositories, basic fragmented record policy Standard search across
Enterprise
standards, no electronic search, inefficient form & management, no desktop, enterprise,
Content
forms, silo-ed content workflow deploying personalization internet and LOB.
Management
process
● Limited/custom reporting, ● Ad-Hoc Analysis, ● Shared subscription & ● Real-time closed loop
data silos Departmental data model, self-service reporting, proactive analysis, event-
ETL tools Standardization of BI driven embedded BI,
tools and Data Audit, Visualization Mapping,
Business Real-time data access Data Mining, Formal Data
Intelligence from desktop, centrally Architecture
managed data models
5.14
15. Profiling & Discovery
Current situation: Application Platform Infrastructure
Basic Standardized Advanced Dynamic
● No identifiable UX ● Reactive and separate ● Lifecycle commitment to ● App development team
design, focus on UX design discipline UX design, UX quality part using process, tools &
User Experience (UX) quot;functionalquot; capabilities implemented, No UX skills of development metrics, platform with integrated UX
only in team proactive UX design, capabilities, Dedicated UX
limited UX resources resources
● Unmanaged ● legacy and modern ● Multi-tier development, ● Integrated transactional
departmental development tools, stored lifecycle development, and web application
development, legacy procedures , basic mission critical apps, development, development
development tools & development roles modeling tools, dedicated policies, design patterns,
Development
platform, no development (dev/test), status reports development and QA compliance
department group, integrated change
management
● Reactive to business ● Departmental-level ● Core business processes ● Full process abstraction
needs; process is locked integration solutions with automated, cross and SOA maturity, business
inside standalone point-to-point integration or application & department modeling
SOA & Business
application or involves usage of packaged integration, some process
Process
manual workarounds software abstraction via workflow
mapping, project
management
● No Database ● Departmental data ● Common data ● Dynamic data services,
Management and model, basic security architecture across Real-time integration among
Standards authentication, Minimal systems, centrally apps, Data Mining, Formal
Data Management
High availability, scalability managed data models, Data Architecture
and disaster recovery data audit standards, data
standards encryption
● Limited/custom ● Ad-Hoc Analysis, ETL ● Shared subscription & ● Real-time closed loop
reporting, data silos tools self-service reporting, proactive analysis, event-
Business Intelligence Standardization of BI tools driven embedded BI,
and Data Audit, Real-time Visualization Mapping
data access from desktop
5.15