iExec Enterprise Essentials Companion Guide Martha Young and Michael Jude, Ph.D Cisco Press 800 East 96th Street Indianapolis, Indiana 46240 USA ii iExec Enterprise Essentials Companion Guide iExec Enterprise Essentials Companion Guide Martha Young and Michael Jude, Ph.D Copyright© 2008 Cisco Systems, Inc Published by: Cisco Press 800 East 96th Street Indianapolis, IN 46240 USA All rights reserved No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without written permission from the publisher, except for the inclusion of brief quotations in a review Printed in the United States of America First Printing May 2008 Library of Congress Cataloging-in-Publication Data: Young, Martha (Martha L.) IEXEC enterprise essentials companion guide / Martha Young and Michael Jude p cm ISBN 978-1-58713-219-3 (pbk.) Information technology Management Business Computer networks I Jude, Michael II Title HD30.2.Y69 2008 658'.05 dc22 2008013708 ISBN-13: 978-1-58713-219-3 ISBN-10: 1-58713-219-2 Warning and Disclaimer This book is designed to provide information about networking Every effort has been made to make this book as complete and as accurate as possible, but no warranty or fitness is implied The information is provided on an “as is” basis The authors, Cisco Press, and Cisco Systems, Inc shall have neither liability nor responsibility to any person or entity with respect to any loss or damages arising from the information contained in this book or from the use of the discs or programs that may accompany it The opinions expressed in this book belong to the author and are not necessarily those of Cisco Systems, Inc Trademark Acknowledgments All terms mentioned in this book that are known to be trademarks or service marks have been appropriately capitalized Cisco Press or Cisco Systems, Inc., cannot attest to the accuracy of this information Use of a term in this book should not be regarded as affecting the validity of any trademark or service mark Corporate and Government Sales The publisher offers excellent discounts on this book when ordered in quantity for bulk purchases or special sales, which may include electronic versions and/or custom covers and content particular to your business, training goals, marketing focus, and branding interests For more information, please contact: U.S Corporate and Government Sales 1-800-382-3419 corpsales@pearsontechgroup.com For sales outside the United States please contact: International Sales international@pearsoned.com Publisher Paul Boger Associate Publisher Dave Dusthimer Cisco Representative Anthony Wolfenden Cisco Press Program Manager Jeff Brady Managing Editor Patrick Kanouse Copy Editor Karen Gill Editorial Assistant Vanessa Evans Book and Cover Designer Louisa Adair Composition TnT Design, Inc Indexer Tim Wright Proofreader Paula Lowell iii Feedback Information At Cisco Press, our goal is to create in-depth technical books of the highest quality and value Each book is crafted with care and precision, undergoing rigorous development that involves the unique expertise of members from the professional technical community Readers’ feedback is a natural continuation of this process If you have any comments regarding how we could improve the quality of this book, or otherwise alter it to better suit your needs, you can contact us through email at feedback@ciscopress.com Please make sure to include the book title and ISBN in your message We greatly appreciate your assistance iv iExec Enterprise Essentials Companion Guide v Contents at a Glance Introduction xiv Module Strategic Imperatives Module Management Strategies Module Organizational Readiness Module ICT Solutions Module Strategy Development 169 Module Portfolio Management 189 Module Business Case Module Conclusion Index 255 39 81 127 227 251 vi iExec Enterprise Essentials Companion Guide Contents Introduction Module xiv Strategic Imperatives Global Trends and Strategic Imperatives The Impact of the Internet on Global Productivity and Competitiveness The Internet and Global Productivity The Convergence of IT Standards and Productivity The Internet and Public and Private Sectors The Public Sector The Internet and Global Trends 10 Addressing the Global Trends 11 Conclusion 12 Exercise 13 IT and Its Effect on the Organization IT and the Organization IT and Productivity IT and Efficiency 14 14 15 15 What Is Innovation? IT and Innovation 17 17 Innovation and Efficiency Case Example IT, Efficiency, and Innovation IT and Customer Satisfaction IT and Quality Conclusion 18 19 20 21 22 Market and Business Drivers 22 Market Efficiency and Business Efficiency 23 Drivers of Market Efficiency and Business Efficiency Efficient and Inefficient Markets and Businesses Business Scenario Conclusion 28 30 External Integration and Business Value External Integration Conclusion Summary 37 37 31 30 25 24 vii Module Management Strategies 39 Management and Strategy Fundamentals 39 What Is Value? 40 The Value Chain 44 Cost Advantage and Competitive Differentiation 48 Out-Tasking and Outsourcing for Competitive Advantage 49 Tasking and Outsourcing Table 51 Case Studies 52 Case Study 1: In a Decidedly Low-Tech Business, CEMEX Has a Surprisingly High-Tech Workforce Customer View 53 Case 2: IBSG Helps FedEx with a New Generation Sales Force Automation Platform 56 Case 3: British Airways—Getting in Shape with eWorking 60 Conclusion 66 The Business Value Framework 66 Overview of the Business Value Framework 67 The First “D”: Financial Drivers 67 The Second “D”: Business Differentiators 69 The Third “D”: Improvement Disciplines 70 How Does It All Fit Together? 71 Conclusion 72 Networked Virtual Organizations 72 The Networked Virtual Organization 73 Strategy One: Customer Centricity 74 Strategy Two: Core Versus Context 75 Strategy Three: Continuous Standardization 75 Case Studies 76 Kennisnet Case Study 76 Centrelink 78 NVOs Delivering Returns Module 79 Organizational Readiness Introduction 81 81 What Is Organizational Readiness? 81 Leadership: The First Pillar of Organizational Readiness Characteristics That Define IT-Savvy Leadership 83 82 viii iExec Enterprise Essentials Companion Guide Governance: The Second Pillar of Organizational Readiness 83 ICT-Centric Governance Characteristics 84 Competencies: The Third Pillar of Organizational Readiness 85 The Five Cs of Core Competencies 86 Technology: The Fourth Pillar of Organizational Readiness 87 IT-Ready Elements 88 What Makes Internet-Enabled Organizations Successful? 88 Formula for Success with IT 89 Value of Organization Readiness 91 Conclusion 92 IT Governance and Planning 92 IT Governance: What Is It? 93 The Role of IT and IT Governance 93 How to Manage Funding for IT Governance 94 IT Governance and Planning 94 Funding 95 Conclusion 100 Moving Toward Organizational Readiness 101 The Leadership Guide 101 Moving Toward Leadership Readiness 101 The Guidelines for Success 102 The Role of Leaders and Culture 102 Issues and Challenges 103 The Governance Guide 105 Moving Toward IT Governance Readiness 105 The Governance and Operations Framework 106 Issues and Challenges 106 Governance Best Practices 107 IT Governance Funding Options 107 Governance: A Best Practice Example Insert Case Study PNB Paribas 108 The Competencies Guide 108 Moving Toward Competencies Readiness 109 Improving Performance and Outcomes 109 The Guidelines for Success 110 108 ix Competencies: A Best Practice Example 110 The General Electric (GE) Energy Initiative 110 The Technology Guide 110 Moving Toward Technology Readiness 111 Performance and Outcomes 111 Issues and Challenges 113 Best Practice List 113 Conclusion 115 Organizational Readiness Planning 115 Planning: The First Step to Improvement 115 Why Plan for Organizational Readiness? 115 Improving Organizational Readiness 116 Conclusion 117 Readiness Assessment and Plan Development 117 Why Assess Your Organizational Readiness? 118 Characteristics of Organizational Competencies 118 Tools for Assessing Organizational Readiness 119 Net Readiness Scorecard: What Do I Do with the Results? 121 Organizational Readiness Improvement Plan 123 Conclusion 124 Conclusion Module 124 ICT Solutions 127 Understanding Internet-Enabled Solutions 127 Examining Workforce Optimization Solutions 141 Workforce Optimization 141 Finance 144 Human Resources 146 Learning and Development 149 Customer-Facing and Supply Chain Solutions 152 Customer Care 152 Manufacturing 157 Supply Chain Management Conclusion 167 163 Module 7: Business Case 247 The IRR also has some disadvantages over the NPV: ■ The IRR ignores the relative size of investments ■ The IRR ignores the relative size of returns ■ The IRR does not consider the reinvestment of the positive cash flow of a project Metrics and Key Performance Indicators Calculating an ROI for an IT Initiative Is Not That Different from Calculating an ROI for a Non-IT Initiative The trick to calculating an acceptable ROI is to focus on the operational objectives that the IT initiative seeks to enhance These operational objectives will be relevant to your industry and your organization The best-case scenario is to use the operational objectives that are important to the organization regardless of any IT initiatives and then find the linkage between IT and those objectives In Module 3, “Organizational Readiness,” you learned about and identified the operational objectives of your firm In Module 6, “Portfolio Management,” you learned that the performance of operational objectives is measured by KPIs Recall that KPIs are the specific measurable indicators used to report progress toward organizational goals and objectives KPIs should measure the critical success factors of your organization This enables management to measure improvements and take corrective action when needed For example, the following might be KPIs to measure sales: ■ Average discount by region ■ Average sales by salesperson ■ Average order size ■ Number of inventory turns in manufacturing supply chains Components of an Internet-Enabled Solution An Internet-enabled solution has three basic components: ■ The business processes that an organization executes on a regular basis to perform in the marketplace ■ The software applications that automate the business process ■ The IT infrastructure, including the network hardware across which data is transmitted and the servers that the applications reside on 248 iExec Enterprise Essentials Companion Guide Figure 7-15 shows that by effectively automating business processes, you enhance performance Therefore, performance enhancement metrics can be defined in association with the applications related to specific processes The software vendors usually define the performance metrics, which are bound by specific parameters and ranges Figure 7-15 Benefit of Performance Enhancement Metric Infrastructure Business Processes Applications Performance Enhancement Metric Value Indicators Performance metrics must be translated into value indicators that the stakeholders of the organization understand This translation flow is shown in Figure 7-16 Funding is determined by those projects demonstrating the highest potential for generating value (increasing revenue, reducing costs, improving productivity, and improving the nonfinancial benefits) Figure 7-16 Translating Performance Metrics into Value Indicators Internet-Enabled Solution Infrastructure Performance Enhancement Metric Business Processes Applications Calculating Value NPV IRR Payback Period Etc Whenever you are making a case for investment, it is critical to know the value indicators that are most commonly used by the firm Organizations use different calculations for value indicators Module 7: Business Case 249 Linking KPIs The linkage between the performance enhancement metrics and the value indicators is not direct Organizations use KPIs to measure the effectiveness of their operations The trick is to tie the performance enhancement metrics to the KPIs of the organization, as noted in Figure 7-17 Figure 7-17 KPIs Link Performance Enhancement Metrics to Value Indicators Internet-Enabled Solution Infrastructure Applications Business Processes KPIs Revenue Expenses Performance Enhancement Metric Calculating Value NPV IRR Payback Period Etc KPIs translate into top-line growth or bottom-line improvement Every company can readily show how KPIs either directly or indirectly translate into revenue increase or expense reduction Revenue increase or expense reductions are the primary components of the value calculations 250 iExec Enterprise Essentials Companion Guide Conclusion In this module, you learned about the financial and nonfinancial components of building a business case and why those components are important You also explored financial concepts, including how to complete the four most common financial calculations used to justify a business case Following are four common financial calculations used for investment impact: ■ Payback period ■ NPV ■ IRR ■ ROI This module also looked at the relationships between metrics and KPIs and how they link to the value indicators of the firm As you develop your business case and project proposals, you will need to show the impact of your IT investments from a financial aspect as well as an overall value aspect MODULE Conclusion You have successfully completed the Business Essentials Program! As this course concludes the discussion on the business fundamentals necessary for building and maintaining a web-enabled business, it is a good idea to briefly review the concepts that have been covered Module 1, “Strategic Imperatives,” introduced global trends, opportunities, and strategic imperatives driving the use of the Internet and IT As you saw, Internet-enabled IT, first widely deployed during the dot-com bubble, has now entered the mainstream of business Those businesses that adopt such technology and the applications enabled by it will find that they have a significant edge in the marketplace The benefits that Internet-enabled IT confers on any organization are considerable Not only businesses, but organizations of all types are moving to deploy applications that allow better integration with suppliers, customers, and even competitors Module 2, “Management Strategies,” explained IT-enabled business strategies and the evolution to the networked virtual organization (NVO) As you saw, this process depends on understanding the core functions that define your organization These are generally those functions that allow you to improve your intellectual property assets or that provide a competitive edge in delivering value to your customers Module 3, “Organizational Readiness,” explored how to assess and build organizational readiness and how to improve IT governance It also discussed the importance of organizational readiness to improving business outcomes The module included several toolkits that can help you build IT governance, such as concepts associated with budget management and control Module 4, “ICT Solutions,” examined Internet-enabled solutions and internal and external business processes This module also discussed the delivery of value and the value chain Value chains involve operation processes and supporting processes, many of which can be effectively improved through the application of information and communications technology (ICT) Some of the processes that can be improved include workforce optimization, finance, and human resources (HR) functions Module 5, “Strategy Development,” assessed the process of situational analysis and visioning success In this module, you discovered the power of building a business strategy that defines how a business will interact with the market and the forces that control that market You saw how a situation analysis, when done in a structured way, will yield important intelligence on ways to successfully engage with competitors and customers to achieve success 252 iExec Enterprise Essentials Companion Guide Module 6, “Portfolio Management,” described the project management and change management processes, including the portfolio management approach, and how they can be used to create a successful Internet-enabled business roadmap In this module, you also discovered how the effective management of IT projects can deliver transforming IT solutions to the organization in an incremental way that reduces risk and ensures a positive return to the business Module 7, “Business Case,” helped you apply some basic financial concepts and calculations for the creation of a business case Course Summary This course should enhance your knowledge of the opportunities, tools, and approaches required to plan and implement better strategies Through the strategic use of the Internet and IT, you should be able to create an actionable proposal and business justification for an Internet-enabled business application that will provide measurable benefits to your organization Having completed this program, you should now be able to the following: ■ Identify global trends and the impact of the Internet and information technology (IT) on businesses ■ Describe how the Internet and IT can be used to address the challenges and opportunities facing your business ■ Assess your organizational readiness, and describe the importance of leadership, governance, competencies, and technology to your success ■ Examine your organization’s situation, key challenges, and needs, and create an evision for success ■ Identify and prioritize opportunities for process improvement using the Internet and IT ■ Recognize the importance of portfolio management and change management to the success of your Internet and IT initiatives ■ Build a business case for an improvement project involving Internet-enabled solutions that can deliver measurable benefits to your organization Module 8: Conclusion 253 So, Where to from Here? Of course, any one of these modules could fill libraries In fact, new books are being released every day that address each of the topics reviewed in this course in exhaustive depth The good news is that you now have all the fundamentals you need to successfully build a web-enabled business At its core, business is still about having a good idea and then successfully translating that idea into revenue by using it to satisfy an unmet need in the market The technology just helps you it better, faster, and with a better chance of success Think of this course as a primer on how to ask questions If you see an area where technology could make an improvement, it is likely that you will seek expert assistance Armed with the principles laid out in this course, you should be able to articulate your technology needs, suggest some alternatives, and then intelligently evaluate the answers you get The main concept central to this material is that truly transformational technology is available, and the processes and structures necessary to apply it are easy to understand and relatively easy to apply As you seek to utilize ICT solutions to transform your organization, keep in mind that others have successfully done so If you need it, help is available Good luck! This page intentionally left blank Index A Adams, Eric J., 93 advancements in productivity, Internet, 4-6 transportation, assessing organizational readiness, 119-121 B barriers to project success, 217-218 best practices for IT governance, 107 bottom-up alignment of metrics, 195-196 BPM (business performance metrics), 194 BPR (business process reengineering), 131-132 process mapping, 132-139 British Airways case study, 60-63, 66 building a project roadmap, 207 business cases components of, 229-230 creating, 227 financial calculations, 241 IRR, 244-245 NPV, 241-244 payback period, 241 ROI, 246-247 financial concepts, outlining, 237 financial justification, outlining, 238-239 functions of, 228 performance metrics, 247 risks and assumptions, 234-235 scope of project, 232-234 sustainability plan, 235-236 template, 231-236 256 business differentiators business differentiators, 69-70 Chambers, John, 73 business efficiency, 24 effect on success rate, 26-27 Change Acceleration Process (CAP), 202 business performance metrics (BPM), 194 change management, 221-223 adoption strategies, 224-225 business process management, 130, 209-210 DMAIC, 212-214 NVOs, 212-213 Coghlan, Robert, 108-110 business process reengineering(BPR), 131-132 process mapping, 132-139 company shareholder metrics, 194 business reviews, 178 SWOT analysis, 180-182 collaboration, 11 communication-based solutions, 141 competencies, 85-86, 118 GE Energy Initative, 110-113 competitive advantage, maintaining, 49-52 business strategies, 169 planning process, 170-177 reasons for, 172 competitive advantage period (CAP), 68 business value framework, 67 business differentiators, 69-70 financial drivers, 67-69 improvement disciplines, 70-71 continuous standardization, 75-76 C competitive differentiation, 42 effect on value chain, 48 convergence of IT standards and productivity, 6-7 core competencies, 50, 86-87 cost, 41 cost advantage, 43 effect on value chain, 48 calculating IRR, 244-245 NPV, 241-244 payback period, 241 ROI, 246-247 cost avoidance, 129 CAP (Change Acceleration Process), 202 current initiatives, reviewing, 198-199 CAP (competitive advantage period), 68 customer care solutions, 152-155 case studies British Airways, 60-63, 66 CEMEX, 53 Centrelink, 78 differentiation, 53-66 FedEx, 56-58 IT governance, PNB Paribas, 108-110 Kennisnet, 76 customer centricity, 74 CEMEX case study, 53 Centrelink case study, 78 course summary, 252-253 Crewlink Online, 61 CRM (customer resource management), 152-155 culture, importance of in leadership readiness, 102 customer resource management (CRM), 152-155 customer satisfaction, 19-20 D–E Davidow, William, 73 Deming, W Edwards, 21, 210 deploying IT initiatives, 98 internal situation analysis differentiation, 52 case studies, 53-66 discounting, 242 DMAIC (define, measure, analyze, improve, and control), business process management, 212-214 DPMA (defects per million attempts), 71 257 governance, 83 best practices, 107 characteristics of, 84 funding, 107 governance and operations framework, 106 Griffiths, Lloyd Cromwell, 61 Drucker, Peter, 16 Haldar, Sanjoy, 57 e-finance solutions, 145-146 Hartman, Amir, 198 e-government programs, 9-10 e-learning solutions, 150-151 HIPAA (Health Insurance Portability and Accountability Act), e-vision statements, developing, 184-185 human resource solutions, 146-147 Eddington, Rod, 64 efficiency, 19, 23, 67 and IT, 15-16 business efficiency, 24-27 market efficiency, 23-27 enablers, 89-90 establishing measurement programs, 99 executing IT initiatives, 98 external integration, 31-32, 35 external situation analysis, 172 F–G–H FedEx case study, 56-58 finance solutions, 144-146 financial concepts, outlining for business plan, 237 financial drivers, 67-69 financial justification of project, outlining in business case, 238-239 I IBSG (Internet Business Solutions Group), 53 ICT (information and communication technologies) solutions, 127 BPR, 131-132 process mapping, 132-139 customer care solutions, 152-155 finance, 144-146 human resources, 146-147 learning and development, 149-151 manufacturing solutions, 157-160 SCM, 163-165 workforce optimization, 141-142 identifying core competencies, 50 new opportunities, 201-203 improvement disciplines, 70-71 funding IT governance, 107 improving, organizational readiness, 116-117, 123-124 funding models, 96 inbound logistics, 44 Garcia, Gilberto, 53 INM (intelligent networked manufacturing) solutions, 159 GE Energy Initiative, 110-113 innovation, 17-19 globalization, 10-11 internal situation analysis, 177 258 Internet Internet advancements in productivity, 4-6 capabilities of, 129-130 collaboration, 11 e-government programs, 9-10 effect on operational efficiency, 11 globalization, 10-11 virtual organizations, in public sector, 9-10 Internet-enabled solutions, components of, 247 IRR (internal rate of return), calculating, 244-245 IT See also IT governance; IT portfolio management and efficiency, 19 external integration, 31-32, 35 impact on customer satisfaction, 19-20 impact on innovation, 17-19 impact on organizations, 14 efficiency, 15-16 productivity, 15 initiatives deploying, 98 prioritizing, 205-207 repeatable processes, 21 standards, convergence with productivity, 6-7 IT governance, 93 communication, importance of, 99 funding, 107 managing, 94 IT pays model, 96 user discretionary model, 96 user mandatory model, 96 measurement program, establishing, 99 planning, 94, 100 PNB Paribas case study, 108-110 readiness, 105 best practices, 107 governance and operations framework, 106 risks involved, 94 role of, 93 standards, 97-98 IT pays funding model, 96 IT portfolio management, 190-193 business performance framework, 195 business process management, 209-210 DMAIC, 212-214 NVOs, 212-213 change management, 221-223 adoption strategies, 224-225 current initiatives, reviewing, 198-199 example, 208 IT initiatives, prioritizing, 205-207 metrics, 194 bottom-up alignment, 195-196 top-down alignment, 195 new opportunities, identifying, 201-203 PLM, 215, 219-220 project management, 216-217 barriers to success, 217-218 principles of, 218 project roadmap, building, 207 iValue matrix, 198-199 J–K–L JIT (just-in-time) manufacturing, 30 Kennisnet case study, 76 KPIs (key performance indicators), linking, 249 leadership, 82-83 leadership readiness, 101-102 challenges to, 103 culture, importance of, 102 learning and development solutions, 149-151 linking KPIs , 249 PLM (project lifecycle management) M Maddox, Matt, 57 Maizey, Silla, 60 Malone, Michael, 73 managerial skills, 85 managing funding for IT governance, 94 manufacturing solutions, 157-160 INM solutions, 159 market efficiency, 23 effect on success, 26-27 measurement programs, establishing, 99 metrics, 100, 194-195 bottom-up alignment, 195-196 top-down alignment, 195 milestones, 219 N 259 operational skills, 85 operations, 44 organizational readiness, 118 competencies, 85-86, 118 core competencies, 86-87 governance, 83 characteristics of, 84 improving, 116-117, 123-124 IT governance readiness, 105 IT strategies, 89-91 leadership, 82 characteristics of, 83 leadership readiness, 101-102 challenges to, 103 culture, importance of, 102 NRS, 119-121 planning for, 115 technology, 87 value of, 91-92 Net Impact Study, out-tasking, 49-52 network integration, 129 outbound logistics, 44 new opportunities, identifying, 201-203 outsourcing, 49-52 NPV (net present value) calculating, 241-244 discounting, 242 P NRS (Net Readiness Survey), 119-121 payback period, calculating, 241 NVE (networked virtual ecosystem), 74 performance metrics, 247 NVOs (networked virtual organizations), 39, 72-73, 212-213 continuous standardization, 75-76 core versus context, 75 customer centricity, 74 PEST (political, economic, social, and technology) analysis, 173 O Oasis office, portfolio management example, 208 operational metrics, 194 operational processes, 130 Peters, Tom, 220 planning business strategies, situation analysis and visioning, 170-175 internal situation analysis, 177 importance of in IT governance, 100 organizational readiness, 115 PLM (project lifecycle management), 215, 220 milestones, 219 260 PMI (Project Management Institute) Porter’s five forces, 41-42, 174-175 project management, 216-217 barriers to success, 217-218 principles of, 218 Porter, Michael, 41, 44, 174 project roadmap, building, 207 PMI (Project Management Institute), 217 PNB Paribas, IT governance case study, 108-110 portfolio management, 190-193 business performance framework, 195 business process management, 209-210 DMAIC, 212-214 NVOs, 212-213 change management, 221-223 adoption strategies, 224-225 current initiatives, reviewing, 198-199 example, 208 IT initiatives, prioritizing, 205-207 metrics, 194 bottom-up alignment, 195-196 top-down alignment, 195 new opportunities, identifying, 201-203 PLM, 215, 219-220 project management, 216-217 barriers to success, 217-218 principles of, 218 project roadmap, building, 207 Q–R quality, repeatable processes, 21 reconfiguration, 48 reeingineering, 131-132 process mapping, 132-139 Reference Management Barometer Study, 20 repeatable processes, 21 revenue, Porter’s five forces, 41-42 reviewing current initiatives, 198-199 risks associated with IT governance, 94 ROI (return on investment), calculating, 246-247 role of IT governance, 93 S Sarbanes Oxley Act, scan-based trading, 18 PPM (Project Prioritization Matrix), 205-207 Schmitt, Tom, 57 principles for project success, 218 SCM (supply chain management), 163-165 prioritizing IT initiatives, 205-207 Sifonis, John, 198 process integration, 128 situation analysis, 171-175 external, 172 internal, 177 process mapping, 132-136, 139 productivity, 67 advancements in, Internet, 4-6 transportation, convergence with IT standards, 6-7, 15 profits, strategies for increasing, 41 Six Sigma, 71 Smith, Fred, 56 solutions, 127 standards, IT, 97-98 strategic skills, 85 Street, Mike, 61 supporting processes, 130 SWOT (strengths, weaknesses, opportunities, threats) analysis, 180-182 Yunkun, Denise T technical skills, 85 technology, 87 template (business case), 231-237 time efficiencies, 129 top-down alignment of metrics, 195 TQM (total quality management), 71 transaction-based solutions, 141 U-V user discretionary funding model, 96 user mandatory funding model, 96 value cost advantage, 43 definition of, 40 iValue matrix, 198 indicators, 248 of organizational readiness, 91-92 value chains, 44-46 virtual organizations, in public sector, 9-10 vision statements, developing, 184-185 W-X-Y-Z web applications, Internet capabilities, 128-130 workforce optimization, 141-142 Yunkun, Denise, 57 261 .. .iExec Enterprise Essentials Companion Guide Martha Young and Michael Jude, Ph.D Cisco Press 800 East 96th Street Indianapolis, Indiana 46240 USA ii iExec Enterprise Essentials Companion Guide. .. Enterprise Essentials Companion Guide iExec Enterprise Essentials Companion Guide Martha Young and Michael Jude, Ph.D Copyright© 2008 Cisco Systems, Inc Published by: Cisco Press 800 East 96th Street Indianapolis,... First Printing May 2008 Library of Congress Cataloging-in-Publication Data: Young, Martha (Martha L.) IEXEC enterprise essentials companion guide / Martha Young and Michael Jude p cm ISBN 978-1-58713-219-3