1. Facilitator Guidance The following slides provide example deliverable content Replace (Contoso Corporation) with your customer’s company name / business unit Replace (Partner Name) with your company’s name Tailor all content in this document based on your analysis and the customer’s specific business processes For additional guidance on deliverable development, please refer to the Solution Workshop Partner Facilitation Guide included in the BVPS Engagement Facilitation Materials download package located: (http://iwsolve.partners.extranet.microsoft.com/bvps/)http://iwsolve.partners.extranet.microsoft.com/bvps/ Note: This document is referred to as the BVPS Engagement Summary document in the BVPS Terms and Conditions

2. After X Day BVPS Workshop Vignette Title S ITUATION Short description of situation C URRENT S TATE Short Description of current state led to: Pain 1 Pain 2 Pain 3 Pain 4 F UTURE S TATE Short description of future state to: Improvement 1 Improvement 2 Improvement 3 Improvement 4 R ESULTS Solution Cost/Time Result 1 Result 2 Result 3 Company Logo Output A FTER Output B EFORE Vignette Template Please complete this 1-slide engagement summary or “vignette” template as part of your deliverable. Please delete this text box, complete all slide sections, and complete speaker’s notes sections. Microsoft BVPS Drives Business Results.

3. Fostering Ad-Hoc Collaboration between Marketing and R&D Departments (Contoso Corporation) (November 2009)

4. Contents Executive Summary Current State Analysis Future State Analysis Adoption & Implementation Planning Next Steps 4

5. Background (Contoso), a consumer product development company, faces a number of challenges related to interdepartmental collaboration between the Marketing and R&D departments, including: Inefficient communication and collaboration between departments Long cycle times to address critical issues along the product development lifecycle Lack of cross-visibility between the departments, leading to divergent directions in product development that must be laboriously reconciled later Labor intensive preparation for weekly sync meetings between R&D and Marketing stakeholders to address trivial problems Critical issues are often not identified until late in the product development process The net result of these challenges is increased time to market, increased product development cost, and lower product profitability 5

6. Background Due to lack of frequent collaboration between marketing and R&D teams, teams working on the same project often diverge and require time consuming and costly realignment during the product development process: Project Kickoff Product Launch Marketing Path R&D Path Mid-course Realignment Meeting Converge

7. Engagement Participants Participant NameDepartmentRole (name)(department)(title) (name)(department)(title) (name)(department)(title) (name)(department)(title) (name)(department)(title) (name)(department)(title) 7

8. Executive Summary (Partner Name) proposes expanding upon (Contoso’s) current Office System deployment to incorporate Ad-Hoc Collaboration capabilities Implementing the proposed Ad-Hoc Collaboration solution will provide (Contoso) with: Real-time collaboration between product development stakeholders within the departments 25% decrease in time to market, from 8 months to 6 months 25% increase in sales due to better, more feature rich products 30% reduction in product development labor time and cost 8

9. Marketing Path R&D Path Executive Summary By promoting constant Ad-Hoc Collaboration between the Marketing and R&D teams, Contoso can ensure proper alignment between the efforts of the two teams The teams function more as one unit, rather than two separate units More marketing and engineering data is available earlier in the design process, which ensures better, more marketable products Ultimately, this alignment reduces the time, effort, and cost to get products to market, and increases product revenues: Project Kickoff Product Launch Ad-Hoc Collaboration

10. Executive Summary 10

11. Executive Summary 11

12. Contents Executive Summary Current State Analysis Future State Analysis Adoption & Implementation Planning Next Steps 12

13. Current State Process Analysis Product Development Process – Analysis Summary 13 Assess Product Opportunity Design ProductLaunch Product

14. 14 Current State Process Diagram

15. 15

16. Current State Process Diagram 16

17. Contents Executive Summary Current State Analysis Future State Analysis Adoption & Implementation Planning Next Steps 17

18. Future State Process Analysis Product Development Process – Analysis Summary – Analysis Summary 18 Assess Product Opportunity Design ProductLaunch Product

19. Level Of Complexity Low High Low 5 3 35 1 Value to Business Prioritized Process Solutions 19 1 Deploy SharePoint Server 2010 (SharePoint Server 2010 ) Deploy Office Communication Server 2007 R2 (Office Communication Server 2007 R2 ) Enable advanced SharePoint Features: Blogs, Wikis, Expertise Search, Presence (Office Communication Server 2007 R2, SharePoint Server 2010 )

20. 20 Future State Process Diagram

21. 21 Future State Process Diagram

22. Anticipated Benefits - Process IDProcess Phase Improvement DescriptionBenefitsTechnology Leveraged KPI Impact(s)Affected Stakeholders 1 Assess Product Opportunity Marketing identifies new product opportunities Marketing communicates with R&D SMEs through IM and SharePoint 2010 collaboration spaces to quickly assess product feature alternatives Marketing and R&D teams can quickly assess new technologies and develop product specifications Project Server 2010 SharePoint Server 2010 with Excel Services 50% reduction in phase cycle time 50% reduction in phase labor cost Marketing Staff R&D Staff 2 Design Product R&D Engineers collaborate with Marketing SMEs on an ad-hoc basis via IM and SharePoint sites Managers conduct ad-hoc reviews via Live Meeting As product designs and marketing emphasis are solidified, both teams update a common Wiki Information is continuously passed between the departments, ensuring alignment in development efforts Better alignment of efforts Better distribution of product knowledge Exchange Server 2010 Project Server 2010 25% reduction in phase cycle time 25% reduction in phase labor cost Marketing Staff R&D Staff 3 Launch Product R&D and Marketing staff use Wikis IMs with SMEs, Live Meetings, and SharePoint Expertise Search to more easily locate and disseminate vital product information Marketing and R&D staff routinely update product Wikis and blogs to keep each team up-to-date on current product features Marketing team finalizes marketing material based on Wiki and blog data Critical issues are identified earlier R&D staff use Wikis and IMs with SMEs to more easily disseminate vital product information SharePoint Server 2010 Office Communicati on Server 2007 R2 25% reduction in phase cycle time 75% reduction in phase labor cost Marketing Staff R&D Staff 22

23. Contents Executive Summary Current State Analysis Future State Analysis Adoption & Implementation Planning Next Steps 23

24. Adoption & Implementation Planning Summary ID Improvement Description Resources Required Implementation Owner Additional Stakeholders Notes 1 Deploy SharePoint Server 2010 IT department resources for solution development and/or project management Marketing and R&D volunteers for pilot testing Director of IT R&D Staff Marketing Staff 2 Deploy Office Communication Server 2007 R2 IT department resources for solution development and/or project management Marketing and R&D volunteers for pilot testing Director of IT R&D Staff Marketing Staff 3 Enable advanced SharePoint Features: Blogs, Wikis, Expertise Search, Presence IT department resources for solution development and/or project management Marketing and R&D volunteers for pilot testing Director of IT R&D Staff Marketing Staff 24

25. Potential Adoption Roadblocks 25 Stakeholder Group Anticipated Resistance to ChangeDegree to which Resistance will Limit Initiative Success Mitigation actions Technical IT DepartmentN/A Departmental Analysts Some reluctance to use new toolsMid Develop brief training document and FAQ LOB ManagersSome reluctance to use new toolsMid Develop brief training document and FAQ Departmental Manager Some reluctance to use new toolsLow Develop brief training document and FAQ Cultural IT Department Strong ownership of multiple process phases; feels that current process is “good enough” Mid Reward involvement in deployment and participation Departmental Analysts Staff may be reluctant to change current business practices Low Highlight time saving benefits of solution LOB Managers Departments have realized limited value from analytics and reporting solutions to date; concern that new solution will repeat problems of previous solutions Mid Highlight short-term and long- term process and information benefits Departmental Manager Interested in bottom line; show me the moneyMid Monitor and report on ongoing performance

26. Adoption Roadblock Mitigation Actions by Stakeholder Adoption Category IT DepartmentDepartmental AnalystsLOB ManagersDepartmental Manager Awareness Awareness generating communications via email, newsletters, manager meetings, etc., targeted to stakeholder group and concerns Value Demonstration Emphasize performance process and productivity improvements to department as well as economic cost and implementation timeline. Demonstrate improvement in productivity through quick hits and quick wins; also show overall process improvements and reduced impact on staff. Provide useful tactical training to support roll-out. Demonstrate both improvement in productivity through quick hits and quick wins; also show overall process improvements. Provide useful tactical training to support roll-out. Integration & Alignment Ensure proposed solutions/ initiatives are aligned with both with business and IT strategy and direction 26

27. Contents Executive Summary Current State Analysis Future State Analysis Adoption & Implementation Planning Next Steps 27

28. Next Steps Review presentation and proposal with (Customer Name) decision maker and stakeholders for approval Consider a SharePoint Deployment Planning Services (SDPS) follow-up engagement Execute work order for project Schedule kick off meeting for week of _____ and weekly status meetings Propose schedule: A) Deadlines for initial milestones, or B) Date to finalize initial milestones 28