business & technology: how to strike the right balance for success
TRANSCRIPT
Business & Technology: Striking the Right Balance for Success
John RizzoDirector/TSA,
Salesforce Services
@johnrizzo1
In/johnrizzo1
Israel ForstSenior Director,
Salesforce Services
in/israelforst
John Rizzo
• Wife and two kids
• Love to create• Linux
• Hardware hacking
• Woodworking
• Passionate about tech• Development, Infrastructure, etc.
• Technology Leadership for past
decade
Agenda
What’s Changing? WIIFM
Designing for the Future
Delivering In the Future
Selling In The Future
*aaS = Equalizer
Legacy Approach:
• Limited business ROI
• Took too long
• Wasn’t agile
• No continuous evolution
• Competitors are excelling
With *aaS • All roads don’t lead to IT• Disintermediation creates options• Options = Competition = Power to Consumer
Consumerization of IT?
Benefits
• More standardization (communication, etc…)
• More Options• More End User Focused• More Innovative
Challenges
• More Disconnected• More Options• More End User Focused• More Innovative• Higher Expectations• New Design Paradigms
How Does IT Stay Relevant?
Embrace The Future
Lead Coalescence of Technology Options To Align With Business Strategy
Hampering Progress Will Lead To Greater Irrelevancy
Which choice solves for these goals?
• Provides solutions in a timely manner
• Aligns costs to ROI
• Constantly adapts to business changes
• Satisfy all constituents
• Becomes part of the business strategy/success
There is no single answer for all requirements
On Prem?*aaS?Other?
Balance Is KeyOn Premise
(Infrastructure and Apps)
Infrastructure / Platform as a
Service
Software as a Service
Flexibility● High Customizion
● Low Configuration
● Low end-user power
● High Customizion
● Low Configuration
● Low end-user power
● Low Customizion
● High Configuration
● High end-user power
Cost
● Low/No License Cost
● High IT Mgmt Cost
● Low/No License Cost
● Higher Overall Cost
● High IT Mgmt Cost
● Usage (Value) Based
● Very Low Mgmt Cost
Time to Market● Slow ● Faster than on-prem
but still slower than PAAS/SAAS
● Fastest
Barriers To Entry● Slow Time to Market
● High Startup Cost
● Fixed IT Costs
● Faster Time to Market
● Lower Startup Cost
● Fast Time to Market
● Low/No Infrastructure Cost
For ( Solution Component sc : Solution) {Evaluate sc: […]
}
Decision Criteria Differs
Component• Customization vs. Configuration• Rapidly Evolving Requirements• Points of Access (Mobile,
Desktop)• Compliance Requirements• Customer Skillset• Multi-Tenancy Suitability• Data Security Constraints• Data Volumes• Latency Sensativity
Options
• On Prem• IAAS• SAAS• PAAS
3
4
1
5
6
2
The Right Order?
Trad
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Ap
pro
ach
User Interface Requirements = Means to Data
Model
6
5
1
4
3
2
Met
a-D
ata
Ap
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User Interface Is The End Goal
Data Model Remains Fluid
• Data Model
• Security Model
• User Interface
• Integration
• Optimization
• Reports & Outputs
Krispy Kreme Do-Nots
• Check your dogma at the door• Everything is on the table (Including the cloud)• Speak in future-state requirements – Not about the last app
The Price of Admission:
• Disengaged top-down sponsorship• Fixed Scope/Design – Agile design needs agile scope• Feature Parity – “Make it just like my current app”
Project Killers:
• Feature Parity = Issue Parity• Embrace Failure – Fail often, fail fast, iterate and evolve
Design For Success:
• You can’t continue to scope the way you used to
• The single greatest factor that will affect your sale is
configuration vs customization
• Don’t nickel and dime.
Customization is a multiplier
Configuration Limits Scope• Fixed/Known Scope• Anticipated Permutations• Encourages Common Use-cases• Drives Cost Down
Customization Opens Scope• Unlimited/Unknown Scope• Greater Opportunity for Defects• Encourages “Feature Parity”• Drives Cost Up
The Downside of Configuration
• Configuration Work = Business Decisions, not application config• It can be done remotely, but should it? – Alignment with users• Not a good candidate for off-shoring
Configuration work ≠ Lower Cost Resources
• “Why can’t we just put that in production?”• Highlight cost of getting it wrong
Great/Fast Demo = Higher Expectations
• Reset expectations early• Highlight time-to-market• Highlight the cost-savings
Doesn’t Look Like Our Current Tool
Scoping Best Practices
• Enterprise projects are never delivered as scoped• Agility is your friend• Embrace the shifting sand, encourage your customer to do the same
Acknowledge The Reality
• Tight scope requires complete pre-sales design – Don’t sell that way• Forces customer to made decisions before they’re ready
Sell The Ability To Evolve
• Phase 1 = Minimum Acceptable Functionality• Resist scoping Phase 2 until some miles behind you
Encourage Iteration
• Avoid tightly-scoped configuration, focus on broad strokes (L/M/H)• Solve for what can’t be configured, and scope that
Law of Diminishing Returns
Question for Delivery Resources
• What type of Project would you prefer to staff? • Tightly scoped by pre-sales or flexible scope with price range?
This Isn’t The End
Consumerization of IT doesn’t marginalize IT
Forces a transition to business oriented IT Professionals
Represents opportunity for us all