Dianne Wyllie, Brocade: Transforming the Annual Planning Process

Case Study:
Transforming the annual
planning process
 Dianne Wyllie
 January 2014

© 2013 BROCADE COMMUNICATIONS SYSTEMS, INC. COMPANY PROPRIETARY INFORMATION

2

Corporate Strength

Product Excellence

• Founded in 1995

• Leading Ethernet fabric solution

• Headquartered in San Jose, CA

• Leading 16 Gbps SAN

• $2+ Billion in annual revenue

• Comprehensive campus LAN
portfolio

• Operating in 160 countries
• 4,500+ employees

Technology Relevance
Solutions levered to key
technology trends:
• Cloud
• Virtualization
• Mobility
• SDN

Brocade
Today

• Advanced 100 GbE Routing

Execution Success
• Expanding presence in
Ethernet market
• Continued leadership in SAN
• Thought leadership in software
networking

Transforming the annual planning process
 Introduction
 People, Process and Technology
 Technology
 People - Governance process
 Process
 Portfolio Planning
 Resource Management
 Application Portfolio

 Lessons Learned


4

Technology


5

Technology: Where We Started and Tools In Use Today
Project Server is providing incremental functionality to the tools we use today
• IT LCM methodology - process, templates, deliverables, activities …
• IT Project Center on SharePoint - collaboration, repository … plan to
integrate in future

• Hyperion for resource BUDGETING
• Oracle for tracking purchases to a Project
• Microsoft Project – Standard … moved to Project PROfessional
• Implemented Project Server 2010
© 2013 Brocade Communications Systems, Inc. Company Proprietary Information

6

People


7

Governance Model – Reconfigured
Previous – Two Tier model
 Sets priorities for IT/Business area
initiatives for the functional area
 Recommend IT initiatives for Steering
Committee approval
 Monitors project progress and resolve
issues/conflicts within a functional area
 Forum varies per functional group

Business Unit Planning, Project Prioritization and
Selection

 Review and approve “corporate” IT initiatives
 Status review of key investments/projects/ initiatives

IT Project
Prioritization
Steering
Committee

 Exec Staff and one or more delegates; Meets quarterly


8

IT 3 Tiered - Governance Model
 Sets priorities for IT/Business area
initiatives for the functional area
 Recommend IT initiatives for Business
Council cross functional prioritization
 Monitors project progress and resolve
issues/conflicts within a functional area
 Forum and frequency varies per functional group

Business Unit Planning, Project Prioritization and
Selection

 Review functional roadmaps to insure






cross-functional understanding
Prioritize projects across functions and
recommend to IT Exec Steering Committee
Forum for IT Business Architecture Reviews
Review status of corporate initiatives
Communicate the above to their respective functional
organizations; Change leader
One representative from each function; meets quarterly







IT Business Council

Exec Steering
Align annual IT investments/priorities with business
investments/priorities
Review and approve “corporate” IT initiatives
Provide course correction for any changes to the above
Status review of key investments/projects/ initiatives
Major policy/process change review
Exec Staff only – no delegates; meets quarterly

IT
Committee


9

Process


10

Objectives of Enterprise Project and Portfolio Management
Manage the IT Portfolio to ensure PREDICTABLE DELIVERY to the Business
• Optimization – Allocate resources to maximize the value of the portfolio
• Balance – Achieve a desired balance of projects via a number of
parameters such as risk, short-term vs long-term, return
• Strategy Alignment – Ensure that the portfolio of projects reflects the
Brocade’s objectives and that the breakdown of spending aligns with the
Brocade’s strategic priorities
• Prioritization – Obtain the right number of projects to achieve the best
balance between the pipeline of resource demands and capacity of
resources available.
• Feasibility - Ensure the project goals and proposed projects are
achievable given the projects already in flight

11

Enterprise Project Management (EPM) Capabilities
Create

Select

Plan

Manage

Governance & Portfolio Management
Demand Mgmt.

Project Lifecycle & Governance
Portfolio Selection
Roles & Security

Resource Management
Capacity Planning
Resource Mgmt.
Program & Project Management
Project Scheduling
Financial Mgmt.

Project Tracking
Team Collaboration
Portfolio & Project Reporting

January 2014

12

Portfolio and Project Management
100%

Portfolio
Management

50 %
Value Lost

Project
Management

66%

50%
Value Realized
75%

0%

100%

Delivering the Investments Right

13

Process Review
• Established Strategic Drivers and "impact (outcome) statements"
• Conducted Pairwise Comparison to set Priority
• Created Project Proposals and Business Council presented to the team
• Scored Projects within each Business Function
• Reviewed Ranking for each Business Function, and modified as needed
• Reviewed data for consistency and completeness; edited where appropriate
• Compiled summary/rollup, reviewed and adjusted in Business Council
meetings

14

Strategic Drivers - Example with Impact Statements
Customer Advocacy:
Improve Customer Experience and Product/Service Quality
Develop stronger customer loyalty by enhancing the quality of service and experience of external customers. Relentless pursuit of
World Class Customer Satisfaction, Product Quality, and an engaging online experience.

…fully resolves multiple causes of customer
dissatisfaction

OR

…fully resolves multiple causes of
product/service quality

Project…

…fully resolves one cause of customer
dissatisfaction

OR

…fully resolves one cause of product/service
quality

…partially mitigates multiple causes of
customer dissatisfaction

OR

…partially mitigates multiple causes of

Project…

…partially mitigates one cause of customer
dissatisfaction

OR

…partially mitigates one cause of product/service
quality

Project…

Strong

Project…

Project…

Extreme

…does not resolve or mitigate causes of
customer dissatisfaction

AND

…does not resolve or mitigate causes of

Moderate

Low

None


15

Business Drivers Prioritization – Pairwise Comparison
Is [Business Driver on the left] more / equally / less important than [Business Driver on top]?
Customer
Advocacy

Customer Advocacy

Revenue Enablement
Innovation

Revenue
Enablement

Innovation

Operational
Excellence &
Increased
Gross Margins

Manage /
mitigate Risk

High
Performance
Culture

More important

More important

Much more
important

Extremely more
important

Extremely more
important

More important

Much more
important

Much more
important

Extremely more
important

More important

Much more
important

Equal

Equal

Operational Excellence &
Increased Gross Margins
Manage / mitigate risk
High Performance
Culture

16

Each Business Unit
Presented Project Proposals
to Business Council

And, then scored them
and presented back to
Business Council

Brocade.com Product & Solution Redesign
Marketing - 1H FY13

Project Name

Functional Area/ Owner

Timeframe

Status

Brocade.com Product &
Solution Redesign

Global Communications/
John O’Donoghue

2Q – 3Q FY13

Concept

Description

Marketing

Update the taxonomy and content of the product and solution pages on Brocade.com to

improve conversion of visitors to leads.
Marketing Response & Lead Integration
Business problem The current taxonomy and information architecture no longer matches our portfolio, having

Marketing -been implemented two years ago.
1H FY13

Project Name

Project Name

Installed Base Data
Marketing Response and Lead Integration (Aprimo-SFDC )
Brocade dot com Product and Solution Redesign
MyBrocade Registration Redesign
MyBrocade Improvements
Core Team and Launch Collaboration (Sharepoint 2010)
Omnifind Search Upgrade
Brocade Portal Strategy
Website Performance Improvements
Briefing Source Integration with SFDC
Brocade Communities Improvements
WWW Performance Optimization
Internal Sales Portal Evaluation
FlightDeck Single Sign-on

This is leading to a sub-optimal presentation of our
products/solutions to our customers and we’re missing opportunities for increased lead
generation from the website.
Timeframe
Status

Potential Solution New information architecture and page templates
Aprimo-SFDC Integration
Marketing Operations/ Shari
4Q FY12 – 1H FY13
Horton
Business Value Category Demand Creation

Installed Base Analytics

In Flight
Phase 1 – BRD in process

Description
an
Marketing - 1HProvides Aprimo (Marketing Automation of accounts, contacts, leads, activities, and opportunities
FY13 automated synchronization Platform) and SFDC.
between

Anticipated ROI

Increase in leads generated from Brocade.com visitors

Business problem
Project Name

Dependencies/Stakeholders

Today, lead data is manually pushed from Aprimo to SFDC by our data services vendor and
Timeframe
Status

Product Mgmt/Mktg participation; is only pushed to Aprimo(method of displaying product and
account/contact data decision on taxonomy quarterly. These processes cost approximately
$160K/year upon the end customer sales visibility into account activity, and introduce delay into the
solution categories based in operating expense, limit view) and design of wireframe/template
Installed Base Analytics
Marketing Operations/ Alex
4Q FY12 – 1H FY13
In Flight
sales process.work
options required priorFleming commencing
to IT
Phase 1 – BRD in review

Potential Solution Implement an API to link Aprimo and SFDC; align
Vendor Involvement TBD Description Consolidates end customer purchase data fields to allow for synchronization. Provides view
data from existing applications (SFDC, Oracle, POS)
of early stage lead activity and contacts to Sales (within SFDC) and provides customer lifecycle data for
November 12, 2012
and provides a reporting/query environment for accessing this data. 73
purchase propensity analysis.

© 2012 Brocade Communications Systems, Inc. CONFIDENTIAL—For Internal Use Only

Fiscal Year

Customer
Advocacy

High
Performance
Culture

Innovation

FY13 H1
FY13 H1
FY13 H1
FY13 H1
FY13 H1
FY13 H1
FY12
FY13 H2
FY13 H2
FY13 H1
FY13 H1
FY12
FY13 H2
FY13 H2

Low
Moderate
Strong
Moderate
Moderate
None
Strong
Moderate
Moderate
Low
Low
Low
None
None

Moderate
Low
Low
None
Low
Moderate
Low
Low
None
Low
None
None
Low
None

Low
None
Low
Low
Low
None
None
Low
Low
None
None
Low
None
None

Manage Risk Operational
Excellence

Strong
Strong
Strong
Strong
Moderate
Strong
None
Low
None
Low
Low
None
None
Low

Revenue
Growth

Low
Moderate
None
None
Low
Low
None
Low
None
None
None
None
Low
None

Strong
Low
None
None
None
None
None
None
None
None
None
None
None
None

Business problem
Business Value Category DemandEach system gives a partial view to end user purchase data. We are missing opportunities
Creation; Productivity/Cost Reduction
for increasing revenue to our existing customer base due to the difficulty and lack of

Anticipated ROI

Reduce scalability in the current adhoc manual data collection and cleansing process.
quarterly data services fees by $40K; increase in pipeline of 5%

Potential Solution


Data repository of consolidated customer purchase information that can be queried by

Sales Operations/Field Sales, Field Marketing,acts as aGeneration to SFDC/Sales 360.
Marketing and Sales analysts and Demand data feed


Business Value Category Demand Catapult
Vendor Involvement Yes – Aprimo and CreationData Services

Anticipated ROI

Vendor Involvement

November 12, 2012

Increase in sales to existing accounts of approximately 10%

November 12, 2012

70

72

No dependencies/Various stakeholders across the company
No


November 12, 2012

71


17

Portfolio Scenario – “what if’s”
Develop different scenarios and select an optimal mix for the portfolio

Manual adjustments
allow consideration
of other factors


18

Project Proposal Summary
FY12
FY12 Carryover

FY13
First Half

FY13
Second Half

9

9

FY13 Planning

44

Moved to RFE

10

Totals

9

Total

54

45 *

89
10

45


108

19

Impact Measures Analysis
Projects contribution to Strategic Value


January 2014

20

Resource Management – Capacity Planning
KTLO/RFE workload is planned using Resource Plans with named resources
• Roadmap Projects: strategic, crossfunctional projects formally selected for the
IT portfolio and monitored by the IT Steering
Committee
• Non-Roadmap Projects: local projects that
use the IT project Life Cycle Management
(LCM) process to manage

• Request for Enhancements (RFE): small adhoc business requests for continuous
improvement/growth
• Keep the Lights On (KTLO) Support: ongoing
maintenance activities allocated an overall
budget for the year

21

Enterprise Project Types (EPTs)
Each project corresponds to one of four main work types
• Roadmap Projects: strategic, crossfunctional projects formally selected for
the IT portfolio and monitored by the IT
Steering Committee
• Non-Roadmap Projects: local projects that
use the IT project Life Cycle Management
(LCM) process to manage

Roadmap Project

Strategic Projects
Major Effort (long term)
Detailed Schedule
IT Governance

•
•
•
•

Medium Effort (>6 weeks)
Detailed Schedule
PMO Review
Single Work Order

•
•
•
•

Ad Hoc Intake
Minor Effort (<6 weeks)
Resource Allocation
Multiple Work Orders

Non-Roadmap Project

RFE Work

• Request for Enhancements (RFE): small
ad-hoc business requests for continuous
improvement/growth

• Keep the Lights On (KTLO) Support:
ongoing maintenance activities allocated
an overall budget for the year

•
•
•
•

KTLO Support
• Ongoing Activities
• Allocated budget
• Resource Allocation

22

Resource Management – Resource Utilization
Resource workload and availability can be assessed in the Resource Center

View by Resource
or by Project

Check/Uncheck
selected items

Adjust the
time scale


23

Application Portfolio Management (APM)
APM enables organizations to understand, control and optimize their application
portfolio in alignment with Business and IT Objectives and in integration with Project
Portfolio Management.


24

Level I

Level II

Level III

APM provides multiple
perspectives to provide
visibility, gain control and
optimize the application
portfolio

Level IV

APM Maturity Levels
Optimize Business Alignment
 Business Drivers alignment, priorities, process support

Gain Financial Control
 Detailed application-level costs budgeting and tracking

Assess the Application Portfolio
 Risk, Operational Performance, Architectural Fit

Build an Application Inventory
 Application identity and basic information

Foundational
Pilot BI
Reporting, focus
SharePoint Collaboration


25

IT Supported Business Application Portfolio Metrics
On Premises or Hosted

Application Type

Does not include IT applications/tools required to develop, install, support, or monitor
Does not include individual application modules,
e.g., individual Oracle modules, GL, AR, AP, etc are not counted
'COTS' for "Commercial Off-the-Shelf" and used as is (typically endpoint apps);
'Custom' for custom-developed or customized apps; and
'OTB' for "Out of the Box", configured, not customized, a "vanilla" installation

26


27

Lessons Learned
What went well

Challenges

•Portfolio Management - Brocade was “ready”
•Execs interested in knowing “what we were not doing”
•Moved to a new model from “siloed” prioritization/allocation
•New BU Council worked well
•All business organizations were involved in “Fiscal Planning” at the same time
•Resource and Project Management implementation
•Modeled our work types to capture capacity/demand
•Training materials
•Application Portfolio
•Single source of truth – governed thru Change Control and Project Roadmap
•Used successfully for managing tech stack upgrades (JRE, IE, etc.)

Lessons Learned
Challenges and Going forward
•Portfolio Management
•New Management
•Resource and Project Management implementation
• Change management and training ongoing
•Many different project manager skill levels
•Need consistency in how manage “work”/use project
•Projects are always at different phases – requires “retraining” and ongoing coaching
•Integrate existing SharePoint Project Center with Project Server (with SharePoint 2013 Upgrade)


30

Thank you


31

Dianne Wyllie, Brocade: Transforming the Annual Planning Process

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