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ETH1: 1.3 Tr:CorpDev&IT > DECK_001 > Flashcards

DECK_001 Flashcards

1
Q

5 chg programs n projects: + Summing up to: (w 2 dims) + What to do if overfull n unaffordable?

A
  • migration - polit n legal reqs - curr projects - chg reqs out of curr biz - M&A Sum = Proj portfolio (ManYears & $) > If unaffordable, sell Co!
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2
Q

5 types of strategies:

A
  1. Owner strategy > is your biz optimally structured (risk n rewards) as compared to inv alternatives?
  2. Corp strat > which biz are / should we be in? w what resources n alliances?
  3. Biz strat > w whom n how we compete? And grow? > Porter 5 forces & generic strats
  4. Config strat > how to design Value Added Engine?
  5. Functional strat > principles & standards within functions
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3
Q

Biz architecture n Corp Transf: 3 stratified interacting components + Interpretation of Corp Transf n its 2 challenges

A

Strategies Processes Systems + CT = from curr to target; though immaterial n cannot be stopped

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4
Q

Change strategies (classification)

A

Radical. Evolutionary Top-down. Bold strokes. (Unusual) High involvement. (Unusual). Long marches

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5
Q

Companies usually die due to… How? 4 Sequential stages:

A

…internal reasons (unless de-privatised) 1-Strategic crisis > lack of vision 2-Earnings crisis > less investing > getting worse (3-)Banks’ pressure > restructuring (shrink to healthy core) 4-Liquidity crisis > bankruptcy

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6
Q

StG DEF enterprise, company, firm

A

A productive social system.

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7
Q

Ease of change “formula” =

A

= f ( Dissatisfaction [0…1] x ModelOfFuture x ProcessOfChg )

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8
Q

Longest lasting Cos: why

A
  • Coz congruence in identity bw CEO n Co Eg family owned biz, Church. CEOs of public listed Cos often need to be brutal > yearly results Family biz can think long term.
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9
Q

Rough process costing: (yearly total)

A

h/activity * activity/day * days/years / h/years * total_cost_of_1 employee/y

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10
Q

StG DEF mgmt / leadership

A
  1. start ~ create
  2. run / grow ~ steer
  3. change ~ develop

productive social systems, on two levels:

  • mechanical
  • psychological
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11
Q

The 3 main mgmt levels: + usual career direction

A

Top->down - normative - strategic - operational Career usually proceeds bottom up.

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12
Q

Transformation management “beer formula” =

A

= Project mgmt (general discipline, domain independent) + Process model (domain dependent: what steps?) + Change mgmt (psy… often badly w money incentives)

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13
Q

3 stakeholders groups in a Co

A
  1. executive board 2. middle mgmt 2.1. operational 2.1.1. front 2.1.2. back 2.2. staff functions 3. employees
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14
Q

How to treat ppl in org

based on 2 dims

A

2 dims:

  1. Performance
  2. Value-compliance

Treatment to apply:

  • high-high –> promote
  • low-low –> let go, because there is no person-org fit
  • low-high –> teach & re-check
  • high-low –> difficult cases of unbalanced high-perf: personality training, if they are willing; or constrain within limits
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15
Q

trust “beer formula”

A

contact –> relationship / negotiation

+

communication –> material (interest)

=

trust

+

outcome

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16
Q

A target process architecture answers the following 5 Qs:

A
  • Identification of the processes
  • Structuring of customer relationship interactions
    • Process outputs
    • Quality levels
  • Definition of process flow
  • Definition of organizational chart and sizing
  • Setup of process management
    • Definition of key performance indicators
    • Process target
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17
Q

(outdated) BCG matrix for corp strat:

A

(low/high growth) x (low/high market share)

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18
Q

3 economic sectors, in order f dev, as GDP grows + correl. f 3rd + maybe next one

A

1- agriculture 2- industries 3- services ~ urbanization > deindustrialization in UK eg (4- maybe next: repair env damage)

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19
Q

3 surprising sources of increased value added:

A

1- (repair of) env damage 2- (measures against) terrorism 3- regulation => CONTROLLED VALUE ADDED

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20
Q

3 types of psychology:

A

1- analytical > focus on what’s wrong (< childhood) 2- behavioral > rituals (to improve) 3- systemic > optimize your resources (strength) w social perspective

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21
Q

4 Characteristics of adaptable Cos =

A
  • adaptable vs traditional - considers all stakeholders - perf. n leadership oriented - collaborative, low hierarchy (-> check controller’s cost center structure!)
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22
Q

4+1 big strategies of biz segmentation: (As a taxonomy)

A

(Positioning): Products + (Markets): Regions Channels Customer segments + Value Chain Functions -> CRI

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23
Q

Auto referentiality of systems n premature aging of systems =

A

Successful Co wants to conserve! -> Goes on failure path

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24
Q

B2B vs B2C n brand

A

brand B2C. love B2B. CR,services

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25
Q

4 Biggest factors of failure of (strategic) projects: (n typical scapegoats)

A

1- resistance to change from the changed (psy) 2- insufficient support from (strategic) managers 3- unrealistic expectations 4- bad project management (can’t learn as you go > project/change consulting!) + Often IT ppl are scapegoated.

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26
Q

Bw 4 salary quartiles of mngrs, who will boards hire? N therefore?

A

-> Q2 (choose best ones but avoid press n malpractice accusation) -> Q2 salaries go up

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27
Q

Challenge for Cos by large sing. Mkts:

A

Be there! In each country

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28
Q

Character = Character Dev. =

A

= sum of your unquestioned beliefs; shows under pressure; Character Dev. = Revising beliefs; leaders (should) have more

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29
Q

Chg strats n culture: Nations n what matters

A

BS < Us,Uk,LatAm,China LM < DE,Jp,Scandi but (international) Co culture trumps!

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30
Q

Co life: Span Death Typical longest good spell

A
  • short n decreasing (avg 14y in CH) based on registered name change - typically die by being bought (otherwise bad for board members) - rarely more than 12y spell w good VA
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31
Q

Combining dims: best n worst quadrants: run vs chg biz n mechanical vs psy

A

best is mech chg only, w already adaptive co culture; worst is when psy chg is needed b4 all else

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32
Q

Common segmentation vs variants

A

(local) variants are fine if they add value, otherwise kill them

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33
Q

Company culture =

A

= norms, (unquestioned) beliefs

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34
Q

corp strat nowadays: 1. old, why? 2. one big, yielding billions 3. 4.

A
  1. portfolio mgmt > diversify thru acquisitions w/o merging… today useful only for familiy offices, coz fin mkts are so efficient today 2. restructuring biz > eg GS: buy sick biz, infuse it w knowledge & industry veterans, then resell it 3. transfer skills in value chain activities > eg GE: let bizs f Co learn from each others, based on similarities 4. (most common today) “sharing activities in VC” > share HR, R&D, … shrink bizs as much as possible
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35
Q

cost leader strat = goal, when it works?

A

try to use your deep pockets to starve your competitors… re-raise prices when you have become dominant enough (but not so much as antitrust!) > Works in consolidating markets.

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36
Q

cultural fit bw individual n co in time

A

Co needs to evolve w world: there is no right to stability!

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37
Q

Degree of vertical integration: -def - trend n conseq in econ cycle

A

= VA / REVENUE = (REV - SOURCE) / REV Trend: decreasing due to integrated supply chains -> makes it more difficult to survive economic cycle downturns coz always interacting w suppliers

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38
Q

Distribution of VA:

A

5 directions: - investment (sustains n keeps alive Co) - salaries - boni - dividends / interest - taxes

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39
Q

Excellent Cos n Entrepreneurs w strategic crises: (strat n psy)

A

They anticipate crises cognitively, expecting deterioration upon stagnation. Entrepreneurs live in t future: Change when you are at the best, coz then you can afford it!

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40
Q

GDP: def. rel w econ policies

A

Sum VA All national economic policies aim to increase GDP.

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41
Q

How BS / LM chg strats combine w mechanical / psy:

A

BS. LM Mech. Mech transf. Incr. improv. Eg 6 sigmas Psy. Replace mgmt team leadership program.

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42
Q

Investment:

A

Recycling VA into projects. It’s a vital cycle.

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43
Q

IT n standardization

A

standardization should precede IT implementation eg f ERP, as IT does not standardize

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44
Q

key to strat SWOT analysis

A

summarizing to key SWOTs

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45
Q

Normative mngrs provide: what 2 things otherwise…

A
  • provide energy n identification otherwise ppl leave the system
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46
Q

Operational level creates…

A

… the current VA.

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47
Q

Operational mngr does what? goals Development in time psy

A
  • manage against deviation - towards targets, revised up bw cycles - depressive fear-driven job
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48
Q

Phases f globalization:

A

1- world trade of products n raw materials 2- global sourcing incl labour < unions dislike!

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49
Q

Process view for biz design:

A

TO DO from slide 26 of part 1b

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50
Q

Product view for biz design (Taxonomy w 4 main branches)

A

product 1- range > produces complexity – breadth – depth = variants 2- modularization > fights complexity – component structure n standardization – product data mgmt structure 3- degree f vert integration (aka manufacturing depth) < outsource based on competencies f suppliers 4- Differentiation

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51
Q

product x market biz strat advice: (2)

A

(old,new prod) x (old,new mkt) = (penetration, prod dev, mkt dev, diversification) 1> go to boring high VA biz! the grass is NOT greener where you don’t know 2> diversify only reusing core skills (don’t go too far from your core)

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52
Q

Measure unit of Productivity of 1- countries 2- Cos

A

1- GDP per capita 2- VA per employee High in (inv) banking, pharma… down to pizzerias!

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53
Q

Project: What’s career decisive?

A

Implementing strategies (more career decisive than knowing good ones) Thus changing the operational VA setup

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54
Q

(3 Reasons for consolidation)

A
  • increase growth - exit market where not competitive - overcapacity > decreasing price
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55
Q

Return On Equity = (Decomposed into 3 factors, on which you can separately act) -measures what?

A

= profit/sales (profit margin) * sales/totAssets (capital turnover) < e.g. pay late, cash early * totAssets/shareholderEq (financial leverage) > Lehman profits SALES TOT.ASSETS capital -measures financial success.

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56
Q

Segmentation: def + 4 things you can segment:

A

“language” to analyze things + Biz, finance, HR, IT

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57
Q

St Gallen def of Business Model: + where most capex goes

A

Triangle Value Proposition Products CUSTOMER SEGMENTS Earning mechanism. Value Chain config. < capex!

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58
Q

Stovepipe model = + Consequently.

A

each product line in a division (Maybe coming from M&A) + causes desynchronization f efforts > projects fail

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59
Q

Strategic mngr does: task challenge psy

A
  • change op through projects - designer/designed problem: the designed push against change - also psy draining
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60
Q

SWOT St Gallen way:

A

Inside view (SW) x Outside view (OT) = (SO=winning the princess, ST, WO, WT=killing the dragon) strats

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61
Q

Taxonomy of product differentiation:

A

Diff 1- brand -> psy! 2- product 2.1 function 2.2 design ~ look n feel 3- client relationship INTERACTION = CRI

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62
Q

Technological innovation: - goal - 3 dimensions

A
  • increase Value Added - Dim1: product vs process - Dim2: internal vs external in:function,efficiency vs ex:design,effectiveness - Dim3: incremental vs radical (All 8 combinations! Give examples!)
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63
Q

The 3 MKTS of an economy:

A

1- products n services 2- capital market 3- labour market regulated by Gov to let them function as a precondition.

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64
Q

To whom do div n int go? generally n conspicuously

A

To us the ppl. Households. Pension funds.

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65
Q

Today’s 4 (5) big transformation forces:

A

1- globalization 2- technology 3- customer-orientation 4- Government (5- M&A)

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66
Q

Transformation vs implementation: (Typical) directions

A

Top down vs bottom up

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67
Q

Types of technology + correl n conseq f 2nd

A

1- product tech 2- process tech ~ phase 2 globalization -> integrated supply chains

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68
Q

Typical change pattern in 3 phases:

A

1- mechanical bold stroke 2- behavior/psy long March w leadership program 3- process improvement long March (and it overlaps w previous cycle)

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69
Q

Unions goal:

A

Increase salary

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70
Q

Value added:

A

Output (revenue) - input (all you source; but no salaries!) Value may be just availability! > added by commerce

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71
Q

What happens to whom in a price war? (for each f 2 generic competitive strats & then both)

A
  • Cost leaders win - Differentiators suffer coz f pathologically high cost structure (high fixed costs) - All forced to participate even doing bad biz (=low profit) just to cover fixed costs (need enough revenue)
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72
Q

What psy characteristics in a startup?

A

Belief, identification, energy

73
Q

Why important to have independent board members?

A

Coz so they can shut down (sell) biz PROJECTED to be unprofitable.

74
Q

Why prod function trends to less important?

A

Coz globalization phase II n integrated supply chains make all products functionally homogeneous

75
Q

4 levels of competences

in 2 dims

A

2 dims:

  1. influenceability
  2. importance over time in career

4 levels of competences - from high influenceabilty + low importance to high importance + low influenceabilty:

  1. professional competence
  2. managerial competences

MECHANIC LEVELS

PSYCHOLOGICAL LEVELS

  1. social competences
  2. personality competence
76
Q

a good leader does what 2 things:

and avoid what 2 things:

A

DO’s

  1. clearly separate material & communication levels
  2. always start from relationship (and keep it)

DON’T’s

  1. sacrifice relationship for material interest
  2. sacrifice material interest for relationship
77
Q

Advice on communication

A
  1. communicate as early as possible
    * i.e. as soon as there is systemic cohesion
    - -> so you can add product to project info*
  2. make sure all parties understand it correctly
  3. test it on test groups, if need be, before sending it out
78
Q

Communication & influence/negotiation over 2 dims

A

Dims:

  • Style: directive <> consultative <> collaborative
  • Form of contact/communication: virtual <> physical

Communication (of decisions taken) happens from virtual+directive to physical+collaborative (with no change on material results)

Influence & negotiation happens from virtual/physical+consultative to physical+collaborative

79
Q

essence f designer/designed dilemma in big Cos: > solution + biggest danger?

A

not all can be involved in designing > identification! + very bad if top mgrs are not cohesive! like immature parents

80
Q

how to be an entrepreneur in a big Co?

A

by being networked!

81
Q

less vs more adaptive Cos & stakeholder groups

A

less adaptive > front op ppl are heros only more adaptive > everyone is considered

82
Q

Negotiation & projects:

what about, where, how (1 attribute + 4 phases)?

A
  • it is about material level, delegated
  • it takes place in project committees
  • how?
    • the committees must be culturally diverse
    • phases:
      1. contact/comm. –> bonding, agree on problem def
      2. influence –> ask Qs to understand interests
      3. contractual variables –> identify alternatives out of stakeholders’ perceptions
      4. negotiation –> use time pressure for collective solution
83
Q

systemic cohesion def=

A

the elders of the system are taking decisions with the interests and preferences of the system (individual members) in mind = compromises

84
Q

The 3 attributes a leader needs to have on the relational level in order to create trust

A
  1. authenticity –> true to yourself
  2. empathy
  3. esteem
85
Q

Typical cost of a good corp transformation

A

1 year of profits

86
Q

typical reactions of the designed, when affected by sthg you were not the author of:

+ characteristics of reslilient people

+ lessons for managers

+ phylosophical implication

A

stability > immobilization > denial > anger (cortisol & adrenaline)

> bargain > depression (not important or strong enough to revert decision)

> testing > acceptance (seeing the good aspects)

+ resilient people do it faster

+ lessons: it is good to have internal spaces, like forums, to vent anger… or let people exit a system that has no fit at all for them!

+ the world is constructed, there is no right or wrong“There is nothing either good or bad, but thinking makes it so.” ― William Shakespeare, Hamlet

87
Q

3 (+1) architecture layers

A
  1. Business Architecture
  2. Process Architecture
  3. Information Systems / Information Technology Architecture
    • Information Systems –> domain- & context specific applictions
    • Information Technology –> contextless tech
88
Q

5 (2+3) project types in project portfolio

+ 2 key aspects to focus on

A
  • Migration (biggest)
  • Political & reg. reqs
  • Current projects
  • Change requests out of curr biz
  • M&A

Focus on reducing complexity & own capabilities

89
Q

Mgmt: 5 main tasks (3 + 2)

A
  • Running biz
    • core processes
    • monitoring & control processes
    • support processes
  • Changing biz
    • designing new “product”
    • implementing new “product”
90
Q

Microprocess def=

A

how you implement the macroprocesses of your CRI

91
Q

one important criterion of segmentation for CRI macroprocesses + properties of one

A

B2C

vs

B2B sales

–> tough negotiations (it’s like a dance…)

–> IS value added & switching costs are an important negotiation pressure factor

92
Q

process mgmt def=

A

monitoring & improving the running processes

93
Q

A target business architecture answers the following 5 questions:

A
  • Which products do I sell and how broad and deep is my product range?
  • To which customer segments do I sell them?
  • On which regional markets do I sell?
  • Via which distribution channelsdo I sell?
  • And most important: How does the mix of the four dimensions “product – customer segment – regional market – distribution channel” looks like?
94
Q

Total Cost of Ownership of IT:
determinants

A

Determinants:

  • IS application
  • residing on:*
  • IT Production Set => standardize and keep just few eg 3!
    • = bundle of IT components
95
Q

Where do Agile methods fit?

A

suggestion:

be dynamic towards the client interface, drawing on the backbone, but beware of becoming too complex, otherwise you cannot change the next time

96
Q

3 levels of project management - w 3 considerations!

A

3 levels of project management:

  • project portfolio mgmt:
    board wonders: can we afford all of the projects that we need? (NO=>SELL)
  • external project mgmt:
    like client controlling their own architect
  • internal project mgmt:
    like the architect running the construction project

3 considerations:

  • Just like there are 5 types of strategies!
  • They need different types of skills & EXPERIENCE
  • a Co must correctly identify levels & skills, or it fails
97
Q

How to increase acceptance for a corp standardization process?

A

involve geographical units with competitions to define the standards

+ work on identity: clarify & highlight advantages

98
Q

industrial complexity: driver?

A

diversity (in the 4 segmentation dimensions)

99
Q

Macro-Processes:

  • def=
  • how many
  • for how long
A
  • strategic bundles of CRIs X biz fields
  • from 6 to 18
  • don’t change them for a long time: this is standardization for stability
100
Q

Resource allocation: responsibilities

A
  • board => think of how to change the biz => first allocate resources to strategic programs/projects, then allocate money to run the biz based on biz cases
    • key: use psy & social competencies to make top managers feel not like individual representatives of BUs, but like “team members” of the system
  • BU top managers should put forward only honest biz cases, for a constructive discussion in the Co’s interest
    • in most companies every BU just lies
101
Q

steering committee

def=

hierarchical structure

A

committee dealing w strategic programs / projects

Structure:

  • program manager => looks across projects
  • for each project:
  • project owner* (sometimes aka sponsor) => allocates the project budget, prepares “project request”
    • people taking material decisions:
  • project committee* + project manager
    * sub-project manager
    * sub-project team
102
Q

Step 3 of transformation:

+ 2 typical models therein

A

map biz field X Customer Relationship Interactions to find Macro Processes!

(think how to bundle them, considering your strategy & customer experience)

2 typical models for bundling in here:

  • a cost leader “is oriented horizontally” with its MPs, i.e. bundles horizontally across biz fields => looking for synergies
  • a differentiator “is oriented vertically” with its MPs, i.e. bundles vertically => looking for “intimacy”
103
Q

Step 4:

  • what?
  • how?
  • goals?
A
  • go from strategic planning to operations
  • going from Biz Process Architecture to to project portfolio
    • then implementing those projects with experienced project managers
  • keep value added activities, outsource the rest (incl. problems)
104
Q

Taxonomy of Co resource allocation

A

resource allocation <= at top, controlled by board

  • resources for operations
  • investments
    • incremental improvement
    • strategic programs / projects
105
Q

Two outcomes of Macro-Processes:

A
  • synergies
    • found in shared activities, either primary or secondary
  • org chart
    • can be reverse-engineered to the biz segmentation
    • nowadays it is typically structured by processes, rather than as a matrix
106
Q

usual planning technique by CFOs:

A

just use avg of analysts’ projections

LOL brilliant!

107
Q

What are the characteristics of a strategic biz fields?

biz field def=

A

the homogeneity of the environment (incl. competition)

def= product X customer segment

108
Q

What is step 2 of transformation?

what is the outcome?

A

Medium- to long-term planning for the Co, done properly:

estimate growth prospects, and then decide how much to invest, for every segment of the 4D segmentation matrix resulting from step 1.

The outcome is the (target) positioning.

109
Q

What is the 1st step to do it?

Why is it key?

A

1st segmentation step is to map these taxonomies:

  • products
  • costomer segments
  • regions
  • distribution channels

with their relationships, i.e. which subcategory is related with which subcategory (it is a 4D-matrix)

It is key to agree on 1 common Co segmentation because it provides a common language, which must then be enforced by the Co.

110
Q

What is the key transformation activity where most time & effort are spent?

A

Key effort-heavy activity is to map the new Co strategy into processes, implement them & then keep them evolving

111
Q

why do projects always take longer than anticipated?

A

because of disagreements =>

negotiations =>

cycles of revisions

112
Q

2 models to explain…

A

to explain relationships bw strategy, process architecture & IT systems implementations, it takes 2 models:

  • a meta data model
  • a project process model
113
Q

3 analysis types in the project process model of strat dev

A
  • external analyses by consultants = number crunching
  • internal analyses (many types)
  • gap analysis
114
Q

3 perspectives on info sys dev

+ typical problem

A
  1. org / biz mger –> focused on CRI
  2. SW dev –> focused on robust SW –> identify modular components reusable across transaction
  3. biz analyst –> should be able to translate & mediate, thinking in terms of activities & transactions

+ often levels 1 & 2 ~ external & internal proj mgmt are missing!

115
Q

4 stages of CorpDev&IT

A
  1. strategy dev -> positioning
  2. process dev -> macro-processes
  3. information system integration
  4. implementation
116
Q

Ansoff matrix of basic strategies

A

current VS new markets

X

current VS new products

=

market penetration –> core strats = best, most profitable

product dev

market dev

diversification –> most risky (blue ocean strategies ~ American dream)

117
Q

benefit of ISO certification

A

signals that someone put effort in process design (hopefully, that is also followed… but the certifiers do not check that)

118
Q

classification of data (transfer) errors

  • 3 types of errors
  • rel w cutover
A
  • 3 types of errors
    • A errors = catastrophic
    • B errors = needing workarounds
    • C errors = nice to have for comfort
  • rel w cutover:
    • A errors must be solved by cutover
    • proj mgr pushes for no delay, to save big costs
    • requesting activation of fallback plan is dangerous for career
119
Q

costs of transformation: spent where

A
  • strat dev –> very little
  • proc dev –> little
  • info sys integration –> most!!!
120
Q

customer buying cycle

def=

including…

A

inventory of clients’ touchpoints

…including needs ==> CRI

121
Q

effectiveness VS efficiency

A

effectiveness –> external –> CRI

efficiency –> internal –> macroprocess delivering the CRI

strat development goes from external to internal

122
Q

efficiency:

  • measured how
  • often achieved how
A
  • # hours spent for CRIs
  • efficiency is often achiavable through incremental improvement
123
Q

Generic product / market growth strats (how) according to Lechner

A

X internal organic, alliances & network, M&A

core

adjacent to core

diversification based on core comp.

unrelated div.

creation of new industries

==> both dims are ordered by increasing risk

==> be disciplined & focus your effort adjacent to core, especially if you are small

124
Q

information system integration: content & methods

A

information system planning

  1. standard software implementation
    “European way”
  2. process & system integration for legacy systems
    “American way”
  3. proprietary development
    “Japanese way”

there should actually be a rational choice!

125
Q

IS support def=

suggested structure & why

A

mgmt of incremental change

  • change needs
  • –> chg requests
  • –> evaluation/acceptance/denial
  • –> bundling into release
  • –> release

lack of structured approach leads to unstable applications

126
Q

IT applications def=

A

tech aids showing users some data & providing minitools to manipulate that data (let them do work for you, whether they are employees or customers)

127
Q

Key to strategic analysis:

A

identify & reduce yourself to 3 to 5 most important gaps to fill in the next few years, even if we do not know how to fill them

=> you gotta fight the psy tendency to only think of problems that you can cope with

=> the top performing managers are those who can do this

128
Q

macroprocess

  • def
  • rel. w product / service
  • composition
  • rel. w IT system
    • rel. w project management
A
  • the macroprocess is defined by its output, i.e. a certain client relationship interaction
  • customers pay for the product / service, but they more often decide based on the CRI!
  • each composed of microprocesses, typically 3 to 7
  • microprocesses are implemented in the information system
    • to be implemented in parallel
129
Q

meta data model for systems & tech planning: scope

A

many decisions about applications

like: strat: first mover / fast follower / follower…

choice of outsourcers

skills needed

130
Q

Meta data model “Strat dev”

A

strat biz field

  • serves cust segment
  • serves regional market
  • provides product
  • uses distrib channel
131
Q

next question after generic prod/mkt growth strats: choose biz strat in Porter matrix of generic strategies

A

scope (narrow VS broad) X comp. adv. (cost VS unique VP)

= 4 options

132
Q

project process model for systems & tech planning: scope

A

many components, such as:

strategic planning, org planning, topology planning, release planning etc.

133
Q

project process model “implementation” / rollout:
4 higher-level compoments

A
  • resources concept
  • training concept
  • fallback plan
  • data transfer concept
  • authorization plan
    • who has authorizations to use what… –> org structure planning
  • downtime plan
  • (data) bacukup plan
  • install test system
  • integration plan
134
Q

SW-OT strategies

A

= using internal factors to deal with environmental factors

135
Q

typical Nrs on data & transactions

in a Co in general & in bank Lione case study

A
  • ​SAP offers abt 30k transaction types
  • ZKB executes ~N*100m transaction runs (instances)
  • typical Nr of data types for a Co ~ N*1k
  • Bank Lione case study:
    cost & time for transforming Co & IT w 3k employees
    • 300 to 500m & 5y
    • 3k transaction types
    • 300 projects
136
Q

value of standard application packages

A

since most is prebuilt, you can do many more phases in parallel rather than sequentially

137
Q

what IS need to be managed?

5 levels

A
  • IS concepts = what kind of tech?
  • IS architecture = portfolio of applications?
  • IS project portfolio?
  • IS project
  • IS support
138
Q

you cannot afford the projects to fill your top gaps?

2 alternatives

A

either recalibrate (to smaller vision) or sell / merge / go together with other ppl

139
Q

Client proj mgmt org: 4 components

A
  • project owner (not sponsor) = 1 manager
  • project committee
  • review team (experts)
  • client project leader
140
Q

3 signs of bad projects

+ why & => conseq

A
  • project team must come up w the project process themselves
  • there are project stars taking all decisions
  • ppl work permanently long hours

+ coz you need both good proj mgmt & a specific proj proc model

=> consultancies exist so that you can buy this kind of expertise with repeatability

141
Q

3 x 2 tasks of Quality Assurance: who

& what to look at

A
  • review
    • SU internal –> check formal consistency!
    • CL external
  • test
    • SU internal
    • CL external
  • audit
    • CL method audit
    • CL project leadership audit
142
Q

general project mgmt VS project process model

+ how to cope

A

general contentless discipline (set goals & deadlines; identify components; test…)

VS

specific domain knowledge allowing you eg to identify the correct components

+ how to cope: w a 2-party contract having 2 levels
(does not matter if inside or outside)

  • client perspective: manage cost, time, scope of the product
  • supplier perspective: manage the process
143
Q

ISO 9001:

2 targets

A
  • regulation of client-supplier-rel = 2-party contract rel.
  • self-enforcement of supplier to quality orientation
144
Q

proj mgmt quality def=

A

magic triangle:

  • cost
  • time
  • scope / benefits
    => on DESIGN you can do analytical quality assurance, but this is not enough because you need to also think of the process
    => you also need constructive quality assurance which relates to the type of process: CAN THIS ACTUALLY BE BUILT & WORK?
145
Q
  • project mgmt psychologically
  • proj mgmt quality level & why
  • but: re. deviations from project…
A
  • depressing, because it is mgmt!
  • quality is normally low coz Co has less experience there as compared to operations
  • …are an unacceptable conseq. of insufficient experience
146
Q

SEI-process-maturity-scheme:

5 levels

A

SEI = SwEngInstitute

  1. chaotic
  2. repeatable
  3. defined
  4. quantitatively managed
  5. optimizing
147
Q

Supplier proj mgmt org

+ key distinctions of responsibilities

A
  • supplier
  • supplier proj leader
    • team 1
    • team 2
    • team N

the supplier proposes but does not take design decisions: commixtures are wrong

148
Q

typical sources of project deviations

A
  • client org negotiations are very political
  • -> this is quite normal
  • supplier org did not know what they were doing
  • -> this is very bad and should not be so
149
Q

3 levels of proj mgmt & associated actors & committees

A
  1. proj portfolio mgmt –> Co board / steering committee, if external ppl are involved for strategic reasons
  2. ext proj mgmt –> project owner / “sponsor”
  3. int proj mgtm –> supplier

NB: it does not make a big diff whether the ppl involved are internal or external

150
Q

5 types of projects

A
  • migration
  • political & legal requirements
  • curr projs
  • change requests out of curr biz
  • M&A
151
Q

beer formula of

transformation mgmt

A

transformation mgmt

proj mgmt –> mechanics/intellect, non-specific

+

proj process model –> mechanics/intellect, domain-specific

+

change mgmt –> psy

152
Q

best nr for proj committee

A

5-6; never more than 9, otherwise they position themselves in discussions!

153
Q

Co task taxonomy

A

tasks

  • run
  • change
    • incremental changes
    • programs / projects
  • -> typically w info sys new releases
154
Q

consultants in proj:

when to call, what for (2 ways) & who

A

call them if you don’t have know how to do proj

in order to either:

  • get right process (small consultantcies)
    or
  • also let them run proj (big consultancies)
155
Q

good vs bad proj risk mgmt

A

good: anticipate risks, then report problems early & have corrective plans ready –> makes a very good impression!
bad: unrealistic optimism, then keep problems hidden and then report huge problems late –> fired!

156
Q

how should a manager handle late deliveries of deliverables?

A

reassign a new date to the late ppl, but leave this always visible, so that peer pressure takes care of that and makes true problems emerge!

DO NOT compensate by taking over the late task, otherwise you get overloaded.

157
Q

levels of proj mgmt

A
  1. proj portfolio mgmt –> strategic mgmt of curr & planned projects; typically done by the board in the morning
  2. external proj mgmt, involving / supervising middle level managers
  3. internal proj mgmt, including domain-specific mgmt process, w matrix structure of subprojects X phases
158
Q

program vs project

A

program >> projects

typically transformative, and mostly max 2 of them at a time

159
Q

proj method audit vs proj leadership audit

A

proj method audit –> quality (deviations?)

proj leadership audit –> which org is responsible for the deviations? client or supplier?

160
Q

project artifacts

A

==> go through slides & compile a nice list

161
Q

role of agile in proj mgmt

A

agile is for detail breakdown in SW development, which is a small chunk of a big corp transf project

162
Q

small vs big projects

A

typically used thresholds: 50 days or 50(0)k expense

163
Q

strategy vs proj outputs

A

studies vs changes effectively changing the Co’s value added engine

164
Q

time sheet: purpose

A

document if someone is responsible for a task & has resources assigned, but is not really receiving them (eg ppl do not show up or do not deliver to them)

–> do we have the Co capacity?

165
Q

what is a proj steering decision log?

goal?

A

= log of all (collective) decisions in a proj

==> documents all decisions taken and changes made which made proj more expensive, thus avoiding recriminations

(accountability for design, scope & cost is in the client org!)

166
Q
  • what is a study or proj request?
  • what is a submarine project and what happens?
  • why is RM important?
A

= basically a request for investment money, according to a structured formalism

= hidden projects, that die when they emerge

Because assessing & communicating possible risks in advance keeps trust & cohesion b/w supplier & client organization!

167
Q

beer formula of dissatisfaction of current state

A

D = A x G

A = acceptance of the problem

G = extent of the problem

168
Q

coaching: how, what for

A

take from slides

169
Q

duality of fear & love

trick in leadership

A
  • doing / fear / ego / transactional leadership / cocaine / “material world”
  • being / love / relationships / transformational leadership / wine, LSD / “spiritual world”

==> balance the 2 sides!
& live here & now also in corp world, w/o split personality;

develop your personality as you go

==> use a coach, but a qualified psychologist

170
Q

empower people =

A

= teach ppl to be authors of their lives, rather than victims!

171
Q

fitness: def & breakdown in 4 categories

A

= having reserves

  • physical ==> control your sleep, eating & drug taking
  • emotional ==> plan your social life & relationships
  • mental ==> learn work & personal focus
  • spiritual ==> personal orientation for others
172
Q

how to coach opponents in 3 steps

A
  1. call & listen
  2. meet for lunch
  3. agree on the issue (def), because that creates warmth!
173
Q

leadership dev:

  • goal
A
  • making org more adaptive
174
Q

modes / levels of leadership

A
  • positional power –> fine for emergency situations
  • trust –> normally better
175
Q

purpose of Change Management (CM)

A

solve designer-designed problem by minimizing conflict potential & resistance

eg involving some middle mgrs as designer

176
Q

stakeholder map

A

internal or external circle of impact on me
+
opinion leader / stakeholder / critical stakeholder

+
category:

  • promotors
  • supporters
  • hoppers –> rel ppl who compromise on material aspect
  • opponents
177
Q

the 2 leadership themes

A
  • Me = my beliefs & needs
    collective psy; determines how social I am
  • We = relationships ==> energy & warmth
    individual psy; determins how adaptive we are
  • It = material aspects
    mechanics & facts
178
Q

trust building level 2 formula

A

contact = authenticity + empathy + esteem (of other ideas, w/o accepting them)
+
communication

=

trust
+
outcome

179
Q

what to do when you are unhappy in an org?

A

accept it if you can, or leave it and find your place in the world!

ETH1: 1.3 Tr:CorpDev&IT (9 decks)

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