SAP Simulation

1. SAP Simulation Strategy Click slides to continue…

2. Jim Sturman 2 Situational Analysis

3. How Grid and Utility Computing Fit into the Vision Converged IP Networks: Voice/VoIP, Video and Data Utility Computing: Policy-based SLA/QoS, dynamic resource allocation, and pay-for-use Grid: Virtualization, Provisioning, Aggregation of shared/pooled Resources 3

4. Nano, Bio, Info and Cogno Convergence* Globalization, Mobility and Outsourcing Convergence of Computing and Communications M. C. Roco and W. S. Bainbridge, editors, Converging Technologies for Improving Human Performance, National Science Foundation, 2002. Driving a StrategicInflection Point New Usage and New Solution Architectures Explode Inflection Point Legacy Continues 4

5. Number Crunching Data Storage Mainframe Minicomputer Interactive Productivity Workstation Streaming autonomic information Personal Computer Laptop PDA Rethinking Moore’s Law: “Devices per User” log10 (people per computer) year ‘60 ‘70 ‘80 ‘90 ‘50 ‘00 ‘10 5

6. Business Supermodels by Larry Bossidy and Ram Charan | Nov 15 '04 It's become commonplace to say that globalization has changed business, but the tectonic shifts run deeper than most businesses understand. These changes are permanent rather than cyclical; the fundamentals of how a business makes money have been altered by worldwide supply chains, instant communications and a surplus of readily available capital Who Moved My Stovepipe? “…Big changes follow from small events…” Malcolm Gladwell, The Tipping Point Healthcare: Saving Lives while Saving Costs Retailers: More Products on Shelves, Better Margins & Inventory Management Utilities: Deploy Services in Hours vs. Days Construction: Matching Supply Chains to Accelerated Development Needs Education: Student Retention, Development & Growth The Enterprise is Becoming Both Physically and Logically Distributed New Usage Models Converging… 6

7. Introduction to Complexity MastersA successful approach to innovation $ = 73% MORE PROFITABLE € $ = 17% MORE PROFITABLE € (37%) (7%) Low Global Value Chain Complexity High (49% of Respondents) $ = 19% MORE PROFITABLE € (7%) $ = BASE € Low Value Chain Capabilities High Source: Deloitte Research 7

8. Current Simulation Workflow Monday, September 13, 2010 Jim Sturman 8

9. Proposed Simulation Workflow Monday, September 13, 2010 Jim Sturman 9

10. Potential Issues 2. Average designer or design team will be unable to develop own simulation using a program. Reduced ability to make timely revisions in response to last minute changes. Reduced outsourcing capability 1. Training is often developed in parallel with software. Must rely on screenshots to create the simulation rather than actual app 3. a program is an object-based simulation tool for web-based applications. Some supported systems are not compatible with a program ELS or a program specialists could become the bottleneck in this workflow 4. Loss of branching and authenticity since a program captures single procedure/ path 7. With any solution, instructors will lose the ability to record Mock items calls and provide feedback 6. Navigation demonstrates serious usability challenges for the learner 10 Monday, September 13, 2010 Jim Sturman

11. Product Life CycleCash Flow Summary Net Income Cash Flow from Operations and Investments Intro- duction Growth Maturity Decline Investment Intro- duction Maturity Decline Growth Intro- duction Growth Maturity Decline

12. Disruptive Technology Established Technology Innovator’s Dilemma

13. Disruptive Technology Established Technology Innovator’s Dilemma Why upstarts and not established players?

14. Disruptive Technology Established Technology Innovator’s Dilemma Why upstarts and not established players? High dependency on existing customers Initial market too small (relative to current) Uncertain potential, certain consequences

15. “Immature” solution No “killer application” 34% Early majority 34% Late majority 13.5% 2.5% Innovators 16% Laggards Early adopters Time of adoption of innovations “Crossing the Chasm” C h a s m

16. Product Life Cycle Typical pattern, highly varied broadly representative product, brand,geography not necessarily predictive instructive, not definitive conceptually based:diffusion, tech adoption Cash flow critical Mature ‘lend’, growing ‘borrow’ Directlink to portfolio strategy Manageable … Differentiated tactics Competitive positioning Strategic regeneration Crossing the Chasm

17. Feedback from Design Monday, September 13, 2010 Jim Sturman 17 Move off our current tools (DML) as they are cumbersome and ancient: “doing math with an abacus” Development tools for instructional and practice sims need to be cheap, fast and flexible Need design process re-engineering and support to make the best use of the technology Robust, complex sim environment that is up-to-date, allows for authentic calls and hands-on practice activities, and captures correct procedures and common mistakes Enable self-empowerment for the designer, not an “ivory tower” that bottlenecks the dev process

18. Recommendations: Short-Term Monday, September 13, 2010 Jim Sturman 18 Discontinue the current a program/items pilot and simulation conversion Focus a program effort towards rebuild of items Mock to reach parity with homepage redesign project Standardize software simulation and other authoring tools across (Learning Tech Workgroup) Upgrade to Captivate 3.0* to leverage fixes and new branching capabilities Build super user base and conduct workshops on best practices using Captivate 3.0 for instructional and practice sims Setup wiki to provide designers a forum to post and find best practices for instructional design and authoring tools Conduct pilot on rapid eLearning with Disputes Conduct pilot on scenario-based simulations with NASP

19. 19 Jim Sturman