1. Ensuring Clients Achieve Superior Value in the Digital Economy Ensuring Clients Achieve Superior Value in the Digital Economy 12 th Software Engineering Process Group Conference Jim Driscoll SEPG 2K ( March 22, 2000 ) 2000 Ways to Make Software Better VP - G lobal C ommunications I ndustry Tel: (781) 487-1707 Email: jim.driscoll@eds.com Copyright © 2000 Electronic Data Systems Corporation. All rights reserved. 1 of 22 Click to advance to next slide

2.  Emergence of the Digital Economy  EDS Transformation and Who We Are  EDS’ Previous Process Improvement Strategy  The New Strategy  Objectives  Implementation  Critical Success Factors  Where We Are With the New Plan  Lessons Learned  Emergence of the Digital Economy  EDS Transformation and Who We Are  EDS’ Previous Process Improvement Strategy  The New Strategy  Objectives  Implementation  Critical Success Factors  Where We Are With the New Plan  Lessons Learned Agenda 2 of 22 Click to advance to next slide

3. Emergence of the Digital Economy  Knowledge  Digitization  Virtualization  Molecularization  Integration/Internetworking  Disintermediation  Convergence  Innovation  Prosumption  Immediacy  Globalization  Discordance Trends of the New Economy “The Digital Economy” - Don Tapscott 3 of 22 Click to advance to next slide

4. Mandates for the I/T Professionals Emergence of the Digital Economy 4 of 22  Include business metrics in performance measures  Build flexible software processes that will enable collaboration  Nurture an environment for real-time communication  Do everything possible to enable speed, flexibility, and innovation, to keep the enterprise competitive  Include business metrics in performance measures  Build flexible software processes that will enable collaboration  Nurture an environment for real-time communication  Do everything possible to enable speed, flexibility, and innovation, to keep the enterprise competitive Click to advance to next slide

5. gMore than 130,000 highly trained professionals Who We Are (People) gA learning organization with a commitment to training and developing leaders gDiverse, high- performance teams 5 of 22 Click to advance to next slide

6. Revenue by Geography - $16.89 billion in 1998 Europe, Middle East, & Africa 28% Asia Pacific, Canada, & Latin America 11% U.S. 61% Who We Are (Financial) 6 of 22 Click to advance to next slide

7.  New business model  New organizational structure  New service offerings  New business model  New organizational structure  New service offerings "EDS … the recognized global leader in ensuring clients achieve superior value in the Digital Economy..."  Aggressively cutting cost structure  New “brand” image  New vision  Aggressively cutting cost structure  New “brand” image  New vision To enable speed, flexibility, and innovation EDS - A Brand New Organization 7 of 22 Click to advance to next slide

8. Developed & institutionalized corporate project management and systems life cycle methodologies Leveraged corporate methods and built organizational software process systems (OSP) Developed & institutionalized corporate project management and systems life cycle methodologies Leveraged corporate methods and built organizational software process systems (OSP) To transition organizations to CMM level 2 by leveraging existing process systems Several “Model” process systems emerged primarily along unit or industry lines Leveraged the “Model” systems and duplicated success across EDS The Previous Process Improvement Strategy 8 of 22 Click to advance to next slide

9. Can our previous process improvement strategy support our business in the new economy ? Can our previous process improvement strategy support our business in the new economy ? 9 of 22 Click to advance to next slide

10.  High level of duplication and redundancy  High maintenance and deployment cost  Long cycle time for process development, improvement, and deployment  Not fully filtering and leveraging best practices  Rigid process framework made tailoring a cumbersome task  Virtually impossible to integrate processes with external organizations  Implementations were successful but too time- consuming Issues of the Previous Strategy 10 of 22 Click to advance to next slide

11.  To reduce the cycle time for development and deployment of processes  To reduce the cycle time for enhancement and improvement of processes  To reduce redundancy of processes and maintenance efforts  To improve process variation and tailoring flexibility  To enable process integration and collaboration with external organizations  To reduce the cycle time for development and deployment of processes  To reduce the cycle time for enhancement and improvement of processes  To reduce redundancy of processes and maintenance efforts  To improve process variation and tailoring flexibility  To enable process integration and collaboration with external organizations To enable speed, flexibility, and innovation Objectives of the New Strategy 11 of 22 Click to advance to next slide

12. The Global Strategy The Global Strategy A New Process Improvement Strategy for the New Economy To satisfy clients’ new needs in the Digital Economy by improving process performance, diversity, tailoring, and efficiency. 12 of 22 Click to advance to next slide

13.  Consolidate and optimize process systems scattered within EDS into a single Global Process Repository  Web based repository for easy access globally  Reduced or eliminated redundancy of processes  Reduced or eliminated duplication of effort in defining and maintaining processes  Reduced cycle time for defining, deploying, and improving processes The Global Strategy - Implementation 13 of 22 Click to advance to next slide

14.  Implement a new Process Framework for documenting software processes which added a new dimension for process tailoring  New process framework provides standardization of content, information design, and format, to improve consistency  Versatile process framework to maximize flexibility of process tailoring  Software processes are highly adaptable to business process and technology changes The Global Strategy - Implementation 14 of 22 Click to advance to next slide

15.  Reengineer software process architecture to improve process variation, diversity, and tailoring efficiency  Project management and software engineering processes are generic down to the task level to simplify and reduce tailoring  Improve process variation by providing choice of tools, templates, and procedures at the task level  Differentiate platform and technological differences through choices of tools and procedures at the task level The Global Strategy - Implementation 15 of 22 Click to advance to next slide

16.  Use innovative web based technology to support maintenance and control and dynamic tailoring of software processes  Web based application for global access  On-line definition, review, and approval of processes  On-line function for process definition and tailoring for projects  Process performance tracking  Support deployment and provide training on processes The Global Strategy - Implementation 16 of 22 Click to advance to next slide

17.  Appoint Process Experts (local SEPG Agents)  Support deployment  Provide CMM training  Mentor and train software engineers on processes  Facilitate filtering of best practices  Facilitate process and procedure review and approval  Provide feedback to the Global SEPG  Identification of new standards and processes The Global Strategy - Implementation 17 of 22 Click to advance to next slide

18. Regional Estimating Centers Best Practices Repository Project History Database The Global Strategy - Implementation Corporate SEPG Project History Database Best Practices Repository Regional Estimating Centers Oversee process improvement at the global level (PHDB) A global repository of project and process metrics A global best practices repository Regional centers with access to global data Lead Assessors Network A global network of authorized lead assessors 18 of 22 Click to advance to next slide

19.  Tracking and oversight  Maintaining confidentiality  Providing communication  Too much / not enough process variation  Maintaining momentum  Keeping focus  Impact on clients  Ownership and accountability Challenges / Critical Success Factors 19 of 22 Click to advance to next slide

20.  Global Process Repository being deployed  Global Project History Data Base (PHDB) converted to web based system  Regional Estimating Centers are in production  Lead Assessors Network is functioning  Global SEPG is in operation  Process Experts are being identified  Web based system to support maintenance and control of processes will continue to be refined and improved Where We Are With The Plan 20 of 22 Click to advance to next slide

21. Summary/ Lessons Learned Adopt a Process Framework for documenting processes Build processes for control, maintenance, and deployment Design a Process Architecture with generic activities & tasks Avoid Process Duplication Collect Metrics on Processes and Projects 21 of 22 Click to advance to next slide

22. “ The entire globe is now tied together in a single electronic market moving at the speed of light....... There is no place to hide. ” Walter Wriston, former Citicorp Chairman “ The entire globe is now tied together in a single electronic market moving at the speed of light....... There is no place to hide. ” Walter Wriston, former Citicorp Chairman 22 of 22 solved. The end