1. PMI - SFBAC 19 April 2007Alison Wellsfry Project Rescue Crisis Management to Project Success Alison Wellsfry, PMP 19 April 2007

2. PMI - SFBAC 19 April 2007Alison Wellsfry Overview Customer Assurance Program Risk Identification and Response Executive Engagement and Communication Lessons Learned Customer Examples

3. PMI - SFBAC 19 April 2007Alison Wellsfry Customer Assurance Program

4. PMI - SFBAC 19 April 2007Alison Wellsfry Team Existence Aggressive market space requirement, constant pushing out of comfort zone Every environment has some difference Despite best efforts to plan and respond, small percentage will result in crisis Customer Assurance Program (CAP) team created

5. PMI - SFBAC 19 April 2007Alison Wellsfry Team Charter Critical Situation Management Executive Engagement Prevention

6. PMI - SFBAC 19 April 2007Alison Wellsfry Team Resources Reports go directly to executive staff –Expected to be objective, have no business group allegiance Own no resources and no budget May involve resources from any organization to –Identify and diagnose problems –Determine strategy and implementation plan to achieve objectives –Execute resolution plan Influence without direct authority

7. PMI - SFBAC 19 April 2007Alison Wellsfry Critical Situation There is severe customer business impact… normal support & escalation channels/processes have been tried, but cannot resolve the issue. AND… Engage when =

8. PMI - SFBAC 19 April 2007Alison Wellsfry Critical Situation Severe customer business impact –Technical issues –Business relationship at risk Normal processes not working –Review escalations to date –First 48 hours to get situation back on track

9. PMI - SFBAC 19 April 2007Alison Wellsfry Engagement Request Failing product and technical cases Customer business impact Our business impact Technical description/Action plan Assistance needed Failing process Exit criteria Escalation utilized Contacts

10. PMI - SFBAC 19 April 2007Alison Wellsfry 1 st Few hours Engagement Request Understand impact, determine initial team and scope, analyze risks Problem Determination Closed Loop feedback Data Gathering and Analysis Implementation Problem Resolution Problem Identification Develop short term action plan & attempt workaround if possible Identify Executive sponsor Network Assurance Engagement ends Typical Timeline

11. PMI - SFBAC 19 April 2007Alison Wellsfry Risk Identification and Response

12. PMI - SFBAC 19 April 2007Alison Wellsfry Risk Identification and Scope What is the overriding deliverable? Address the critical technical issues Address the business relationship issues Ensure the normal process can function

13. PMI - SFBAC 19 April 2007Alison Wellsfry Team – First Response What technical and business actions are critical Who can help identify risks Who can plan and implement response plan

14. PMI - SFBAC 19 April 2007Alison Wellsfry Risk Response Identify risks Analyze probability and impact for both technical and customer sentiment –technical issue may not be high impact, but customer perception creates higher customer sentiment impact Plan risk response

15. PMI - SFBAC 19 April 2007Alison Wellsfry Common Risks Technical problems Serviceability problems Product quality / Solution quality Customer escalation process Internal escalation process Operational readiness

16. PMI - SFBAC 19 April 2007Alison Wellsfry Risk Response Plan Risks drive the action plan Technical issues that will have the highest impact if they occur –Contingency for what-if scenarios Customer management – provide time to respond –Executive Sponsorship –Account Management

17. PMI - SFBAC 19 April 2007Alison Wellsfry Exit Criteria Typical factors Stability Issues identified and resolved Fixes implemented No new severe issues Normal support processes can be successful

18. PMI - SFBAC 19 April 2007Alison Wellsfry Executive Engagement and Communication

19. PMI - SFBAC 19 April 2007Alison Wellsfry Executive Engagement Identify and engage executive sponsors –Business group or product owner –Sales VP –Services VP –Named Executive Sponsor Who owns resources Who benefits from success

20. PMI - SFBAC 19 April 2007Alison Wellsfry Executive Communication Communications create strategic vision –Align customer impact to actions –Align customer impact to business goals VP level communications put spotlight on issues –Clearly state what internal processes did not work to resolve the issues

21. PMI - SFBAC 19 April 2007Alison Wellsfry Communication Communicate status and roadblocks Manage stakeholders Voice mail - 60 seconds Email more detailed Frequency driven by customer sentiment and actions Reporting level (VP up to CEO) driven by customer sentiment and risks

22. PMI - SFBAC 19 April 2007Alison Wellsfry Communication Components Critical Reason Executive Summary (30 seconds) Customer Sentiment Executive Sponsor and Engagement Action Summary Exit Criteria

23. PMI - SFBAC 19 April 2007Alison Wellsfry Response Team May change over time Develop team –Constant awareness that this team has to function long-term without crisis manager Reward efforts –Individual recognition in executive updates –Feedback to performance review –Immediate bonus

24. PMI - SFBAC 19 April 2007Alison Wellsfry Lessons Learned

25. PMI - SFBAC 19 April 2007Alison Wellsfry Driving Improvements Lessons learned from immediate crisis Operational metrics for trends Strategic Improvements

26. PMI - SFBAC 19 April 2007Alison Wellsfry Lessons Learned Initial failing product Initial failing processes What can we do to keep our customers from getting to this critical state Crisis extenders What did we do well

27. PMI - SFBAC 19 April 2007Alison Wellsfry Feedback Lessons Learned update –Communication to VP up to CEO, Owners to drive improvements Timeline for improvements

28. PMI - SFBAC 19 April 2007Alison Wellsfry Operational Metrics Product Solution family Sales region Support escalation process Crisis extenders

29. PMI - SFBAC 19 April 2007Alison Wellsfry Strategic Improvements Systemic issues –many customers with similar issue –high risk of affecting many customers Scope dictated by previous cases Executive engagement Communications –strategic vision –spotlight

30. PMI - SFBAC 19 April 2007Alison Wellsfry 1 st Few hours Engagement Request Understand impact, determine initial team and scope, analyze risks Problem Determination Closed Loop feedback Data Gathering and Analysis Implementation Problem Resolution Problem Identification Develop short term action plan & attempt workaround if possible Identify Executive sponsor Network Assurance Engagement ends Typical Timeline

31. PMI - SFBAC 19 April 2007Alison Wellsfry Customer Examples

32. PMI - SFBAC 19 April 2007Alison Wellsfry Customer 1 Scenario “Trading Day” Risk identification and response Executive engagement Communications Lessons Learned

33. PMI - SFBAC 19 April 2007Alison Wellsfry Customer 2 Scenario “Streaming Video” Risk identification and response Executive engagement Communications Lessons Learned

34. PMI - SFBAC 19 April 2007Alison Wellsfry Q & A Alison Wellsfry wellsfry@cisco.com +1.408.525.1184