Transcript Final Project Review

e-volution - roadmap for e-business implementation in Extended Enterprise
G1RD-CT-2002-00698
e-Volution II – Road map for ebusiness implementation in
Extended Enterprises
Final Project Review VOL.3
15 April 2005
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
Annex: Details of technical results
Methodology
Software tool-kit
OrganisationAnalyser
MarketAnalyser
StrategyBuilder
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
Annex: Methodology
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
e-business roadmapping methodology concept
Purpose and objectives
Concept
Structure
Technical realisation
Innovations
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Methodology purpose
 Reducing risks, uncertainties, incompatibilities within
the scope of strategic e-business planning in
horizontal/vertical value chains
 Know-how transfer of business planning processes
and methods to SMEs
 Making e-business accessible to enterprises as basis
for realisation of Extended Enterprise concept
 Enhancement of e-business implementation along
inter-enterprise value chain
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Methodology objectives
Specific objectives
addressed
 consideration of e-business life cycle in Extended
Enterprises
 Value/supply chain focus
 simple and efficient to use and traceable results
 easy to learn to enable user to repeat and replicate
the process for use case specific constellations
 industry independent, flexible in its application and
applicable in different environments
 accommodation of existing resources and varying
constraints inside the Extended Enterprise
 Use of roadmapping approach
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Roadmapping – process to develop the roadmap
e-business roadmap is
time-based plan that
defines where an entity
is, where it wants to go,
and how it can get there
(e-business strategy)
 creative analysis method: forecasting, finding,
analysing, assessing and visualising future
development paths of products, services,
technologies, and business at all
 systematic registration and grouping of expertise
knowledge, coordination of different opinions
 logical and consistent method for organisations to
decide where to focus and invest resources
 structured mechanism for organisations to forecast
developments and how they need to react to them
 ideal for collaborative planning and strategy
coordination in an EE
 Methodology: integration framework for
activities, methods, tools, know-how
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Methodology concept
Key principles and
design guidelines
 Business objectives satisfaction: contribution of ebusiness to the realisation of business objectives
 Value chain focussing: analysis of the whole supply and
value chain
 E-business opportunity identification: enterprise and E2
potentials, e-business bottlenecks (b2b, b2c, b2a)
 Adaptability and flexible use: framework, open for case
specific adaptation und use
 Interactive, participative and thorough: collaboration of
value chain partners to complete the process of e-business
strategy formulation
 Modular: guideline for realisation of e-business (ICT and
organisation), tool support
 Integrative: proofed and innovative methods and
instruments from academia and business world
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Methodology structure
• Roadmapping approach
• (Reference) process
model
• Thematic modules
• Integrated in common
business life cycle
models
• Supporting components
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Technical approach for methodology structure design
Process (reference)
model
 structural design follows general process description
models (series of tasks and activities, using methods)
 Design of hierarchical, open model that formalises
and systemises this process -> process reference
model
 formal, standardised description of management
processes
 framework of relationships among
 standard processes and metrics to measure
process performance, management practices
 (re-)configurability
 Professional model design with ARIS tool-set from
IDS Scheer company
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Module 1: Definition of strategic enterprise business objectives
Start first
module
Purpose
Enterprise
business
v ision definition
Enterprise
business vision
defined
Enterprise
business
mission
definition
Enterprise
business mission
defined
Enterprise
business
obj ectiv e
definition
Enterprise
business
obj ectiv e defined
 Methodological approach and supporting software tool for definition
of enterprise’ system and hierarchy of business objectives, from
vision down to quantified strategic objectives, as basis for any
entrepreneurial acting and collaborative business in an EE
constellation
Fields of application
 strategic enterprise positioning
 strategic enterprise planning
 development of corporate enterprise identity
 business model specification
 enterprise presentation and business purpose communication
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Module 2: Organisation analysis
Start
Organisational
module
Purpose
e-busine ss
ability analysis
EE benefit
analysis
e-busine ss
ability analysed
EE benefit
analysed
 Methodological approach for resource based EE analysis
 Identification of e-business use, practices and potentials
based on organisational ‘hard’ und ‘soft’ facts
 Identification of organisation related strengths and
weaknesses as basis for e-business strategy development
within the scope of EE concept realisation
Core
compete nce
analysis
Fields of application
 Business goal system definition
Core
compete nce
analysed
Need for SEWS
Analysis
identified
Strategic Early
Warning System
analysis
SEWS
analysed
 analysis of organisational, technological and human ecompetences
 core competence analysis as basis for realisation of
competitive products and services
 strategic forecasting and early warning analysis
 collaborative and transparent EE benefit definition
M arket analysis
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
Strength-Weakne
ss definition
Strengths-Weakn
esses defined
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Module 3: Market analysis
Start Market
Module
Market
segmentation
analysis
Need for
Competitor
analysis
Need for
Consumer
Purchase criteria
analysis
Competitor
analysis
Consumer
purchase
criteria analysis
Competitors
analysed
Consumer
purchase
criteria analysed
Fields of application
 product, market, customer analysis for markets
segmentation as basis for collaborative e-business model
Sensivity
analysis
Need for new
target market
search
Sensivity
is analysed
 competitor analysis
Market
segmentation
analysis
Need for analysis
of existing
market
SEWS
analysed
Need for new
target market
search
Target market
search
 Methodological approach for market based strategic
situation analysis
 Identification of market related opportunities and threats as
basis for e-business strategy development within the scope
of horizontal EE concept realisation as well as on enterprise
level (vertical EE)
Market
attractiveness
assessment
Organisation
analysis
Purpose
Product defined
Organisation
analysis
Core
competence
analysed
 market attractiveness analysis for products / strategic
business units
 analysis of enterprise’s relative competitiveness with special
focus on e-business related issues
 target market search for extended products/services
resulting from the EE business model (e.g. vertical EE)
No further
Project funded by the European
Community under
the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
Analysis needed
Target market
found
Opportunity-Thre
at
definition
Opportunity-Thre
at
defined
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Module 4: e-business strategy and roadmap formulation
Start synthesis
EE model
formulation
Ereignis
Purpose
 Methodological approach and supporting software tool for synthesis
of results from market and resource based strategic business
analyses for EE e-business strategy and roadmap development
Fields of application
 EE business objective definition
E-business
strategy
formulation
e-business
startegy
formulated
E-business
strategy
assessment
and selection
 EE business model specification (EE entities, value chain structure,
hierarchy of strategic business objectives)
 e-business TOWS-analyses
 e-business strategy formulation (goals, targets, measures,
resources)
 traceable e-business strategy assessment and selection
 e-business implementation roadmap definition
e-business
strategy selected
 e-business strategy implementation controlling with Balance Score
Card (BSC)
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Methodology innovations 1/2
– Roadmapping: new application field for e-business
strategy design
– Integration: macro and micro environmental
analysis as basis for e-business strategy design
– Collaboration: philosophy of collaboration between
EE partners in the analysis and decision making
process for EE e-business strategy
– Measures: well-funded decision making and basis
for realisation monitoring and controlling
– Reference model: process model as first step
towards a reference process model; a formal,
standardised description of management processes
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Methodology innovations 2/2
– Modularity: process model as framework for
integration, revision, update and advancement of
thematic components
– Thoroughness: Completeness is not to reach, but
the approach covers the whole process from idea to
e-business strategy formulation
– Use case adaptation: user is guided through ebusiness roadmapping process, can instantiate own
process, finds help in terms of methods, guidelines,
and tools
– EE meta business model specification: modelling
of any kind of EE business constellation with generic
business object type (BOT) model for consolidation
of business system and software system view
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Modules 4+: Forecast
 Modules 1-4 provide basic inputs for
Requirements, Design, Implementation and
Operation phases but without providing an
integrated methodological approach
 But by its nature, reference model approach
and principle of modularity, extension of the
current methodology and underlying model
to these phases is possible
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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From the extended work plan: new, innovative approach for e-business
implementation by harmonisation of different business models and views
Business
system view
+
Extended Enterprise
=
Software
system view
Support function
Requirements
Value chain
Based on: David A. Taylor: Business engineering with object technology. 1995
 Business and organisation driven process design instead of software driven
 Development of a concept for e-business holistic e-business implementation preparation –
from idea to design
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Tool-supported methodology for e-business requirement specification and
design in the EE based on business object type (BOT) model specification
Organisation types
– Business, organisation, entities (attributes: e.g. role,
responsibility)
Target types
– Targets, target clusters, BSC perspectives
– ratios, key performance indicators
Process types
– Core processes, business processes, activities, actions
Resource types
– Employees, machinery, IT infrastructure
– Products, product types, parts
Utility types
– All types that do not fit into the other categories, e.g.
location
 Software suite for use case specific model
instantiation
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Next step after business model instantiation – software design
Data Model Designer (prototype of IMS
company) creates running software
applications with database independent
persistence and independently from the
operative system based on BOT-model
 little programming efforts
 cost effective design of individual
software solutions
XML Config File (D)
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Annex: Software tool-kit
OrganisationAnalyser
MarketAnalyser
StrategyBuilder
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Content Service Provider
Software tool-kit
(1)
(2)
(3)
(4)
(5)
(6)
http://www.cybion.it/evo/home.htm
Tool-kit access point
Content Service provider
OrganisationAnalyser
MarketAnalyser
StrategyBuilder
ProjectManager
(2)
(4)
(5)
(1)
Online tool-kit
http://hephaestus.infoproject.com.gr/evo/evotoolisapi.dll/
Login: evodemo
Password: p455s
(3)
(6)
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Annex: OrganisationAnalyser
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Management Summary of Organisation Module
Objectives and expected
results
– identification of all organisational aspects which have affects on the
development of an e-business strategy
– support of the decision making process with respect to the
cooperation specialties within Extended Enterprises
– Building up the basis to define strength and weaknesses as internal
Revision measures
– clear description how the OM supports EEs eBusiness Strategy
finding process
– clear description how each EE partner is involved and how with
relations to the tool kit
– clear presentation of the added value of the OM
Results
– more transparent description of the involvement of the EE partner
– more clear description of the added value of the OM for the EE
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Goal-oriented potential analysis as prerequisite for the
development of e-business strategies
Potential analysis
Innovation
Produktnutzen
Prozeßqualität
Zeit
Flexibilität
Ökologie (-betrachtung)
Ökonomie
goal system
gathering of
symptom data
analysis of
causing data
plausibility of
goals potential
identification
definition of
design
approaches
human
technology
organisation
EE core aspects
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Thesis 1: What has to be part of the Organisation Module
The ORGANISATION MODULE APPROACH concludes the following core topics:
ORGANISATION: GOALS
Human
ORGANISATION: CORE COMPETENCES
internal
analysis
Organisation
ORGANISATION: BUSINESS PROCESSES
Technology
ORGANISATION: CORPORATE AND eBUSINESS
STRATEGY
ORGANISATION: PRODUCTS AND SERVICES
HUMAN: COMPETENCES AND ABILITIES
TECHNOLOGY: eBUSINESS ABILITIES
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Thesis 2: Special quality of defining organisational strengths and weaknesses
in extended enterprise structures demands special quality of information
gathering and processing
potential strengths and weaknesses
potential chances and risks
Organisation Analysis
Market Analysis
GOAL definition
market size analysis
CORE COMPETENCES analysis and definition
product range analysis
CORPORATE AND eBUSINESS STRATEGY analysis
turnover and profit analysis
COMPETENCES (ABILITY and CAPABILITY analysis)
market growth analysis
eBUSINESS ABILITIES definition
…
…
mostly qualitative facts and creative
work
mostly quantitative figures and
calculations
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Thesis 3: Differences in EE architecture have to be considered
vertical Extended Enterprises
1st tier supplier
final producer
final producer
end user
•
•
•
•
•
•
value chain
supplier – customer dependencies
each stage adds value to the material till the final product
information flow follows the material flow
one OEM as interface to the end-user market
example: German Test Case
end user
market
market
2nd tier supplier
horizontal Extended Enterprises
• combination of competencies, services and products to
a new service / product for the final customer
• each partner has potentially direct contact the end-user
market
• partner serve same market
• example: Italian test case
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Thesis 4: The organisation analysis has to be as adaptable as the different EE
architectures and characteristics require
Characteristic
Strategic Network
Starting point
The initialising company knows his competencies exactly and has an idea e.g.
for a new product. Who could be a good strategic partner to realise this idea
and how has the eBusiness organised?
Regional Network
Companies know each other competencies and develop together (based on
the competencies) a new idea, e.g. a new product. How looks the optimal
eBusiness strategy?
Virtual Enterprise
A company knows their own products. This company has an idea, how their
own products could be better sold with, e.g. an extension of services,
individualised parts. Which partner can give order-related added value and
how has the eBusiness be organised?
Holonic Network
A broker brings supplier and OEM together to one EE. How should be the
optimal eBusiness strategy designed to support such organisation?
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Thesis 5: Different participant roles have to be considered independently from
the architecture
Kinds of co-operations as basis to have a view on EE constallations
Virtual Enterprise
Strategic Network
• Co-operations are the first status of EE
• There are a lot of different theoretical
kinds of cooperation networks
• In practice (at least from our
experience), all of them have in
general two kinds of partner:
Designer
Distributor
Manufacturer
Producer
Broker
Logistic
Supplier
Distributor
Supplier
operative partner:
• is involved in the EE
• supports the EE activities
• acts reactively!
Supplier
Regional Network
Holonic Network
Supplier
coordinating partner:
• driving force of the EE
• mostly one partner, the strongest and / or
the partner with direct end customer
contact
• acts proactively
• is managing / navigating the EE
Logistic
manufacturer
manufacturer
Distributor
Source: following Wiendahl, H.-P., et. al (1997)
Coordinator
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Thesis 6: Special Quality of project work in Extended Enterprise Structures
requests special technical support for efficient work
project work in a company
• same enterprise culture
• same project culture
• same overall goals
• same understanding of processes
• people know each other
• short distances
•…
project work in distributed organisations
• different enterprise cultures
• different project cultures
• different overall goals
• different understanding of processes
• people don’t know each other
• long distances
•…
physical meetings most effective even if
they are not in depth prepared or if only
some points have to be discussed
physical meetings are only effective if
they are well prepared and if decisions
can be made
short physical meetings in short, regular
intervals
punctual physical meetings only if results
available, extensive use of ICT network
structure
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Vertical Extended Enterprises – different levels of information gathering
2nd tier supplier
1st tier supplier
OEM
EE level
(operative partner)
(operative partner)
(operative partner)
(co-ordinator)
given by
individual strategy
given by
individual strategy
given by
individual strategy
goal definition
of the EE
given by
individual strategy
given by
individual strategy
given by
individual strategy
goal prioritisation
process
prioritisation
individual
analysis
individual
analysis
individual
analysis
given by
individual organ.
given by
individual organ.
given by
individual organ.
individual
analysis
individual
analysis
individual
analysis
alignment if
value adding fits
definition on EE
level
elimination of big
differences
goal definition
goal prioritisation
process prioritisation
core competence analysis
eOrganisation definition
eBiz abilities
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Horizontal Extended Enterprises – different levels of information gathering
OEM
(operative
final partner)
producer
EE level
(co-ordinator)
end user
given by
individual strategy
goal definition
of the EE
given by
individual strategy
goal prioritisation
process
prioritisation
individual
analysis
given by
individual organ.
individual
analysis
adjustment on each
other (in SWOT)
definition on EE
level
elimination of big
differences
goal definition
goal prioritisation
process prioritisation
core competence analysis
eOrganisation definition
eBiz abilities
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Similarities and differences of the kinds of EE organisations
• information gathering to identify strength and weaknesses
on EE level are almost the same on vertical and horizontal
EE organisations
• There is a small difference in having a view on the single
competencies of the partners within the EE:
• in horizontal EEs
What kind of new products / services are possible
with the competencies of each partner?
• in vertical EEs
Do the core competencies of each partner in the
single stage of the value chain fit to the needed
task/added value for the EE?
Ergo:
• individual competence analysis could be important for the
SWOT – no direct impact on OM on EE level
• core competence alignment in horizontal EEs is important
for OM
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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The definition of involved participants and their individual roles decide
essentially about project success
possible roles within Extended
Enterprises projects
tasks to fulfil
coordination
project client
steering
project responsible
project leader
reporting
clear definition who does
what at what time with what
result
project participant
project affected
…
information gathering and aggregation
decision preparation
given‘ expertise
...
Supported by the system through freely adaptable user accesses made with an extensively developed user
manager
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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General approach to analyse the EE organisation
tasks for organisation
analysis
self-similar basic steps to
analyse organisation
analysis
results
GOAL definition
System
Define
participant’s
role
Interview
structure
Statements
and
evolutions
Information
structuring
and
aggregation
Documentation of
decisions
EE goal prioritisation
target process
prioritisation
Consolidate
statements
S
Define
Project
Team and
participant
decision
making for
essential
steps /
milestones
final
decision
making
individual and EE
core competence
analysis
Strategy Builder
Provide
information,
expertise
and
positions
Knowledge
Bibliotheca
W
Project
meeting
CORPORATE AND
eBUSINESS STRATEGY
analysis
definition of
pot. S/W
EE goal definition
manual
CORE COMPETENCES
analysis and definition
creative
aggregation
Project Client
COMPETENCES (ABILITY
and CAPABILITY analysis)
Project Responsible
Project Leader
Project participant
eBUSINESS ABILITIES
definition
….
eOrganisation
analysis
eBiz abilities
analysis
…
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Methodology – as simple as possible to create room for creativity
tasks for organisation analysis
methodological structure to gather and process information
1 level
2 level
project
(interview)
task
(questionnaire)
3 level
GOAL definition
CORE COMPETENCES analysis
and definition
task
CORPORATE AND eBUSINESS
STRATEGY analysis
task
…
COMPETENCES (ABILITY and
CAPABILITY analysis)
topic
(question)
topic
topic
topic
topic
…
eBUSINESS ABILITIES definition
aggregation
visualisation
aggregation
visualisation
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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OrganisationAnalyser software
Common features
 data and information collection tool for decision preparation in decentralised
structures instead of resource and time consuming business travels, meetings
 Web-based for decentralised, timely independent processing;
 Online (Internet und Intranet) and offline (local) use scenario;
 Professional user and project (interview) management;
 Scalability (number of users and interviews)
 Freely customisable interview projects;
 Extensive question type method library;
 Analysis and reporting functionalities
e-volution features
 Support of creative strategy development processes EE networks
 Analysis tool for
 EE strategy level (hierarchy of business objectives)
 EE socio-informal level (competences and abilities)
 Information level (competences and IT-infrastructure)
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Definition of the sequence of steps to analyse project individual data gathering
and processing and the assignment of users / user groups to single project
steps - German user interface
tasks and topics
sequence definition
definition of users / user
groups and email invitation
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Methodology - How to proceed one task with the organisation analyser (basic
steps)
System
manual
Project
meeting
Provide
information,
expertise
and
positions
Knowledge
Bibliotheca
Define
participant’s
role
Interview
structure
Define
Project
Team and
participant
Statements
and
evolutions
Information
structuring
and
aggregation
Documentation of
decisions
Consolidate
statements
decision
making for
essential
steps /
milestones
final
decision
making
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
Project Client
Project Responsible
Project Leader
Project participant
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e-volution - roadmap for e-business implementation in Extended Enterprise
Functionalities of the tool kit gives as much support as possible to support
repetitive, standardised processes during the organisation analysis
• extensive user administrator to support individual participant role definition
• knowledge library to support knowledge transfer about previously used
project contents, structures, and expertise
• design of structured questionnaires
• with all kind answer options (open and closed questions, multiple
choice, single choice, multidimensional)
• any possible substructures
• involvement and exclude of single people or entire groups
• option to actively inform the participants by integrated email-functionality
• option to restrict of the data gathering on a defined time frame
• active tracing of gathered information and remembering of pending persons
• individual data processing
• by provided standard visualisations
• or export to MS Excel and its data processing options
• reporting functions to the involved persons about the achieved results
project leader interface
• projects
• tasks
• evaluation options
• editing options
• definition of potential strengths and weaknesses and their transfer to the
Strategy Definition Module
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Fast overview over the collected information by providing basic management
information and different kinds of standard visualisation
Multidimensional
answers:
• x-axis
• y-axis
• size of point
• colour of point
aggregated
data
sum of
answers
to
pursue
pending
persons
kind of
standard
visualisation
(portfolio,
chart, etc.)
standardised
data export for
individual data
processing
individual
data
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Critical factors in working with the OrganisationAnalyser
1. Missing experiences in project management leads often to
double work, pending results or overloading of budgets
and time resources
2. A not clear defined starting point (e.g. goals and partners
are already defined) leads to double work and to frustration
/ demotivation of the participant
3. Unclear definition of the to be involved participants and
their individual roles causes delays in the progress by
unnecessary process loops or wrong output through
missing/wrong data base
4. Unclear definition of milestones and decisions to be taken
leads to unnecessary meetings or delays due to late
decisions or wrong project development directions
5. Sticking too much on the software reduces the awareness
of the need of essentially needed creative work
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Management summary - OrganisationAnalyser
results and innovation in
methodology
the simplicity
of the
methodology
and its ITsupport is the
most important
strength
Development of the Organisation Analyser which
– has standardised methodology which can be individually adopted
independent from kind of EE, characteristic, size, branch, etc.
– methodology is theoretically proofed that it is independent usable from
characteristic, size, branch, etc.
– can be adopted to the starting point of eBusiness strategy development
depending from the characteristic
– development of structured steps in the principle of self-similar layer
which simplifies the project work
– active integration of ALL task-relevant persons within the EE by defining
their individual role
– development of the critical factors to provide experiences and to avoid
mistakes
– methodology is open for any extension (in terms of amount of partners,
regions, processes) in the tasks of data gathering, aggregation and
analysis
– providence of an integrated knowledge management
– the simplicity of the methodology and its IT-support is the most important
strength
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Management summary - OrganisationAnalyser
results and innovation in
tool kit application
Development of the Organisation Analyser which
– IT-support as simple as possible to give room for creative work
– supports standardised processes and can be combined with non-it-supported project
steps
– corresponds IT-support to the requirements of project work in EE organisation structures
–
–
–
–
the simplicity
of the
methodology
and its ITsupport is the
most important
strength
approaches a web-based application with respect to the distributed organisation
structure of EE
knowledge library for know-how transfer
adaptable for any kind of information gathering
structured approach for information aggregation (standard export to MS excel for
individual data processing)
–
–
–
–
individualised aggregation and visualisation
possibility to clearly define roles within the project to support successful project
management
– place and time independent active integration of ALL task-relevant persons within
the EE
– standardised reporting options
Increase project efficiency by reduction of efforts (travel, time) to produce decisions and
results between the EE partners
can be used as stand alone solution or integrated in the eVo tool kid or other due to
standardised interfaces
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Requirements on a multi-project management support in EE
organisation structures
25
 use of simple instrument
24
18
23
2
20 2
26
17
19
27
21
28
29
 basic functionalities to steer and report projects
16
49
30
32
14
10-13
39
31
48
15
38
33
46
03
59
47
45
40
41
37
44
06
58
42
04
34
02
01
99
51
50
57
52
35
36
53
09
07
 no installations or additional software
98
08
61
56
65
60
54
95
63
 high usability (not a second SAP-PLM or MS project!)
95
97
55
64
68
67
66
92
69
90
74
76
91
93
71
75
77
70
94
73
89
72
86
85
84
80/81
78
79
88
82
87
83
 enabling of operationalisation of defined strategies into
projects
 system which is close to business habits e.g. in reporting
 possibility of specific adaptations
 included basic functionalities (roles, kinds of projects,
etc.)
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Integrated criteria for an effective project management – not always basics,
especially when companies with different cultures and attitudes are working
together
1. project goals: What concrete and measurable goals shell
the project meet?
2. sub goals / milestones: What are the interim steps to
realise the overall goal? what are the milestones and their
dates?
3. activities: What concrete activities have to be made to
meet the defined interim steps / milestones? What is the
schedule of these activities? Who is when and for what
involved?
4. results / output: What are the results the project will
cause? What is the sequence of the results and their
schedule?
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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A good definition of roles support strongly a successful project
management
… for project manager / leader:
simple and fast creation and editing projects
online work and documentation during project meetings
fast creation of reports
overview over all stati of all projects on the different levels
download of minutes and project relevant data to provide them to the participants
… for project participants:
source for latest project relevant data and information
standardised frame for efficient work in several projects
… for management / decision maker:
overview over all stati of all projects on the different levels and history (place
independent)
standardised reporting
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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General entry into the OrganisationAnalyser starts always with the first view on
open tasks to do
The project manager is due to the time restrictions and its only use in German test cases is still in German language
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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ProjectManager as support tool to transfer e-business strategies into ebusiness projects in EE organisations (project responsible view)
overview over
my projects
new project
print overview as
basic information
source for all
involved participants
archive
kind of project types
general project
information
project
sub project
the overview – the basics and most important data are shown up!
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Basic features of
the ProjectManager
I/II
basic data protocols activities tasks
resources decisions uploads
fast overview and fast
data input is given to
support online work
and to reduce efforts
in administration
upload
history
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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The standardised project report provides all project related information and
additional download options (partly shown)
extract
general information
Gantt charts for
reporting issues
downloads for
additional
information
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Achieved results with the ProjectManager application
• Option to simply document the operationalisation of the
developed e-business strategies with clear description of
responsibilities
• increase in transparency and result responsibility
• Standardised project management and reporting support
• Place independent accessibility without additional tools
except standard web browsers
• Multi-accessibility with different roles meeting the requests
of projects in EE organisations
• Providing a tool that is close to the commonly used project
information in industry
• Open system in terms of exchanging data, individualise
interfaces and information processing, interfaces, etc.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Technical specifications of the requirements to use the
OrganisationAnalyser and ProjectManager
technical specifications
• programming language
• php
• java script
• html
• DB: My SQL
• implemented open source: typo3
requirements
• internet access
• internet browser min. MS IE version 5.0 and
higher
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Innovation I/II
• full integration into tool kit because programming basis is
the same than the organisation analyser
• access rights and roles of the participants correspond to the
rights of the eVo tool kit
• web application with no need of extra upload, extra server
system and therefore extra budget
• high usability by concentrating on the basic features needed
to manage and report multi-projects in distributed structure
• simple but easy to overview budget controlling
• Gantt charts
• clear definition of goals, responsibilities, results and
involved resources
• lightening systems to visualise the stati on different
levels
• standardised project reporting
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Innovation II/II
• implementation of the commonly information used by
industry in daily projects
• differentiation in investment and common projects
• option to define strategic goals and dedication of
projects to these goals
• option to uploads and downloads dependent from the
person’s status
• no complicated in-depth details as other given pm-tools
need, such as man-hours, euro per man-hour, etc to
calculate overall project costs. Such systems need
extensive training and can in its full functionality only be
used by experts.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Annex: MarketAnalyser Software
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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MARKET MODULE CONCEPT
- Product and Market Assessment
- Purchasing criteria analysis
- Competitors analysis
- Comparison analysis
- Influence of e-business on the EE market
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Product and Market assessment
Identification of the EE P/M areas on which the market analysis has to be carried out.
1. Specify drivers of each dimension/ Identify the critical internal and external drivers
2.
3.
4.
5.
Weight drivers (assign relative importance weights to drivers)
Score PM‘s each driver
Position each PM in Attractiveness-Strength Matrix and interpretation
Specify opportunities and threats
Step
Description
Objectives
Define the Markets
Define the products
Assessment of P/M
1. Determine the Market
(segments) of the EE
2. Identify EE Products and
Services (USP)
3. Matrix portfolio assessment
• Identification through Market
segmentation of the relevant
Market segments.
• Identification of the USP
components:extended
products and services
• Identification of the most
attractive P/Ms through an
actual and future matrix
positioning
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Product and Market assessment – methodological step
Product
Market
table
– Product
definition
– Market
definition
Financial
data in the
P/M table
P/M area
attractiveness
Competitive
position in P/M
area
–
– Total assessment
Contribution
margin
analysis
• The values of this matrix will influence
the following assessment of the market
attractiveness, providing default values
for the P/M attractiveness table;
• Future financial data foreseen by using
Neural Network algorithm;
“E” assessment
of :
-P/M area
-Competitive
position
Matrix
portfolio
assessme
nt
– Matrix
representation
– P/M area
choice
• The PM assessment is extended with
the Sensitivity analysis in order to
evaluate new scenarios produced by
different
values
given
to
the
attractiveness/competitive
questionnaire.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Product and Market assessment
1.
Definition of the scale used on the two axis of the matrix (Attractiveness and
Competitive position)
2.
Identification of relevant factors related with the Attractiveness and Competitive
position
3.
Evaluation of factors relevance (weighting phase - Pi -) of each P/M areas
4.
Evaluation of the level (Li) for each analysed factors (Qualitative assessment of
predefined questions)
5.
Total assessment determined by Attractiveness and Competitive position index for the
specific P/M area, used formula
I=
 PiLi
 Pi
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Product and Market assessment – Customisable questionnaires
First P/M area
Evaluat
ion
Second P/M area
Evaluat
ion
Remarks
Graduation of influence of e-business
onHowattractiveness
and EE position
on
attractive is the P/M area's size
One large market in
Italy
(total
turnover)?
the specific P/M area
H
H
How attractive is the P/M area regarding
future potential for growth?
How attractive is the competitive
situation of the P/M area?
How attractive is the P/M area regarding
laws and regulation?
Total assessment: On a
scale of 0 - 1, assess the
P/M area's attractiveness
M
M
M
1
Expected stability,
but only marginal
growth.
No competition from
other producers, but
from distributors who
offer more products.
Rules in the
kindergartens: rules
regarding
replacement of
toys/equipment
The prospects for
the future are
good
Remarks
It has not been
given priority to
outdoor toys, but
this has improved
lately
H
A certain growth is
expected - breed
improvement is
given priority
M
The competition from
other Italian and
international
companies are high.
M
1
First P/M area
M
H
H = High
M = Medium
L = Low
for a qualitative answer.
M
M
Second P/M area
High market shares
concerning chair medium in other
areas, but stabile
Expected growth,
good prices are
more important
than international
trademarks.
Reasonably good ,
but it can be
improved
Stabile
L
M
L
L
No new regulations
are known
The prospects for
the future are
good
1
OK
1
P/M ATTRACTIVENESS
TABLE
Total evaluation for each P/M areas
High market shares
concerning chair - How good is the EE market share in
medium in other
the P/M area?
areas, but stabile
The competition
may increase
regarding
international
trademarks.
Because of the
companies weak
trademark the
prices are forced.
The margin could
decrease because
of the pressure
from the store
chains.
How good is the expected
development in the EE's market
shares?
How good are the EE's margins in
the P/M area?
How good is the expected
development in the EE's margins?
Not part of the
standard
Total assessment: On a scale of
assortment in the
0 - 1: assess the company's
chain stores,
hence the prices position in the P/M area
are forced.
COMPETITIVE POSITION
TABLE
I=
 PiLi
 Pi
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Product and Market assessment – matrix portfolio assessment
Bubbles’ position in the Matrix quadrants
support the manager P/M areas choice.
2nd priority
1.st priority
P/M area attractiveness
High
Matrix area
Description
1st Priority:
High score on both attractiveness and competitive position.
2nd Priority:
High score on attractiveness but not on the EE competitive
position  the EE should decide whether it is possible to
achieve a better position in the market.
3rd Priority:
High score on EE competitive position but a low score on
attractiveness  assessment of how attractive is this market,
and if this is enough to render an acceptable profit ('milk' the
P/M areas for as long as possible without making too large
investments)
Not a
priority:
Low score on both attractiveness and EE position  consider
withdrawing from the market if profits are not satisfactory or
future prospects are not brighter.
First P/M area
Second P/M area
Not a priority
3rd
3rdpriority
priority
Low
Weak
EE position in the P/M area
Strong
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Product and Market assessment – Sensitivity Analysis
The Sensitivity Analysis (SA) aims to support the MM analysis providing the PM
assessment with a what if analysis performed on the Products/Markets chosen.
Values previously chosen
for each question can be
now dinamically changed
and the results displayed in
the PM matrix (with stored
values and modified values)
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Purchasing criteria analysis
1. Information gathering about customers' purchasing criteria, and
about the way in which your organisation accomplish them;
• Internal workshop by Marketing department
• Direct or phone interview
• Market research
2. Research results documentation;
3. Assess how your main competitors satisfy customers' purchasing
criteria and benchmarking;
4. Conclusion: EE’s OT assessment according to the investigation
of consumers' purchasing criteria
Value
Performance
creating
assessment
activities’
identification
–
– Product
– Qualitative
Production
quality
assessment of each
internal value creating
–
– Delivery
activities
Distribution
precision
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
–…..
Purchasing
criteria
prioritised
EE
Purchasing
criteria
analysis
Competitor
s
Purchasing
criteria
analysis
FINAL SUMMARY
Benchmarking between
the EE criteria and the
competitor n°1 for each
specific criterion.
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Competitor analysis
Competitor's position in
the market and
competitive advantages
Assessment of competitor's
value creating activities –
S.W.
–P/M areas served
by the competitor
– Competitor's
market position and
market share
Description of competitors’
current e-solution
Intermediate OT
Analysis
– Information (one way)
– Communication
(two
way)
– Trade/e-Commerce
– Business Integration
– Based on the description
and the assessment of
main
competitors
–
describe intermediate OT
elements
Prim
aryactivities
Procurem
ent
Strengths
Production
Effectiveon
purchase, large
quantitiesand Verynewthe
hencelow
equipm
ent
prices.
used.
M
arketing/
sales
Excellent at
branding
Som
e
distributorssay
Theproduction
that the
W
eaknesses
m
ewhat salesm
enareto
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)isso
Uncertain
unstable.
pushing.
Assessm
ent of cost
efficiency
+
+
Distribution
Nonein
particular
Serviceand
support
Areknownas
quickand
friendly
Nonein
particular
0
+
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Competitor analysis
Description of competitors’ current e-solution for each value
creating activities
Thevalue-creatingactivities
Prim
aryactivities
Procurem
ent
Types of eBusiness
-Internet-solutions
Inform
ation
(onew
ay)
Com
m
unication
(tw
ow
ays)
Production
M
arketing/
sales
Distribution
Serviceand
support
Present theproducts
ontheW
ebsite
Distributorscanorder
theproductsthrough
theinternet.
Trade/eCom
m
er
ce
Business
integration
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Comparison with competitors
1. Summary assessment of how the EE fulfils the
customers' purchasing criteria in comparison with its
competitors;
Extended Enterprise
Competitors
- Purchasing criteria analysis
2. Summary assessment of EE’s productivity compared
to those of the direct competitors;
- Value creating act. analysis
3. Assessment of EE’s current e-solutions (if any)
compared with its competitors‘;
- E-solution analysis
4. Description of strengths, weaknesses, opportunities
and threats based on the summaries above.
FINAL SUMMARY
Benchmarking between the
EE and the competitors
Purchasing criteria comparison
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E-business impact on the EE market
Information gathering
O.T description of
EE partners
DESCRIPTION OF OPPORTUNITY
• Opportunity definition
• Improvement of current business /new business model
• Improvement the Opportunity create in term of cost,
revenues, market situation
DESCRIPTION OF THREATS
• Specific e-business related survey
(MM help on line - CSP);
• Threats definition
• Threats description
• External link by using the
Information Selector (CSP WWW)
• Description of how this threat may influence costs,
revenues or market position
• EE networks
• Trade association
Opportunity
Impact on
business model
Opportunity description
Costs
Improvements
Access to more
customers both
national
and
international
Improvement
of
existing business
models
Internet sales allows to sell to more customers.
They may use their own Web site or a
marketplace for buying the products.
Less sales costs
per customer
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MarketAnalyser software: Distributed Multi-tiered Applications
–
–
–
In order to cope with Extended
Enterprise concepts, Market
Module architecture is based
on a multi-tiered distributed
application model, using J2EE
technologies.
Multi-tiered environment
allows the profiling of the
users by using authentication
procedures.
Market Module application is
based on four logic tiers, even
if it corresponds to three
physical tiers, as follow:
•
•
•
•
Client-tier components run
on the client machine.
Web-tier components run on
the web server (J2EE server).
Business-tier components
run on the application server
(J2EE server).
Enterprise information
system (EIS)-tier software
runs on the EIS server
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Market Module: Distributed Multi-tiered Applications
– The client communicates with the business tier running on the J2EE server either directly or,
as in the case of a client running in a browser, by going through JSP pages or servlets running
in the Web tier.
– Market Module is based on a thin client; business functionalities are public, parametric and
available to be invoked also by third application, employing SOAP and/or Web Services
technology. In this way, Market Module, in particular business logic, will easily allow to
interface itself with other applications by software connectors (i.e. XML connectors,…).
According to J2EE technology, Market Module web components would be either servlets or
JSP pages.
– Business component code, which is the logic that solves or meets the needs of a particular
business domain such as EE-Position functionalities, Sensitivity Analysis, …, are handled by
enterprise beans running in the business tier.
– Business component and client component will communicate by exchange data and
parameters XML formatted (next step).
– The last tier is the enterprise information system (EIS), which handles enterprise information
system software: the data resulting from the market analysis will be stored in a MSDE 2000
database engine. This tier also include data integration logic and enterprise infrastructure
systems (i.e. enterprise resource planning (ERP), mainframe transaction processing, database
systems, and other legacy information systems).
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MarketAnalyser software
Features
 structured data acquisition and processing
 processing of complex data streams
 sensitivity and neuronal network analyses
 Information Selector for retrieval of relevant information from
different sources
 online documentation and reporting
 platform independent use (web based)
 Components
 Product and market analysis
 Competitor analysis
 Market segmentation
 Information selector
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Information Selector
– Is an added suite integrated in the Market Module,
– It enables data retrieval from internal (to the
company) and external (CSP, EE and internet)
databases.
– The IS can operate on three different kind of data
repository: Content Service Provider (CSP),
Internet (by using the standard search engines or
some user defined), or a local database (EE
Repository) fed by the EE partners, thanks to a
multitier application dedicated to the document
management.
– EE Repository can be also used to store all the data
retrieved from Internet or the CSP, in order to
establish a living data repository available for the
EE members by using a remote connection.
– IS is composed by two main tools, the first one
(Information Selector Agent – ISA) is essential to
retrieval useful information and the second one
(Information Selector Repository – ISR) takes in
charge the management of information.
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Information Selector: Agent Characteristics
–
–
–
The IS is based on the intelligent
agent paradigm: as a matter of fact
it is possible to establish advanced
auxiliary search criteria (hints)
which combined with those
predefined by the user, enable a
context search where non focused
data are automatically discarded.
Such “hints” are stored in a data
repository, they are parametric and
they can be enriched and modified
by the user. The IS is ready to use
and web based: it can be triggered
not only within the MM by a specific
“button” but also from other
applications (3rd party application).
It turns out to be a powerful,
versatile and deep search engine.
Information Selector satisfies
knowledge exchange needs, it is
rule based and plays the role of
assistant. The figure below
highlights IS position inside
Intelligent Agent Characteristics
chart
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Information Selector Agent (ISA)
–
–
–
–
–
ISA is based on Google Web APIs services.
ISA can query more than 4 billion web pages, directly
from application. Google is based on the SOAP and
WSDL standards: ISA approaches Google web services,
coding actions and queries by ASP pages and SOAP
envelopes.
ISA is able to perform advanced searches, looking for
data inside databases, legacy environment, repositories,
shared folders, documents and everything indexed on
Google databases. Besides, ISA carries out quests
inside Google directory, too.
Using Google Web API, ISA enable different kinds of
searches:
• Within the page: ISA engine supports syntaxes
that allow to restrict the search to certain
components of a page, such as the title or the
URL.
• Kinds of pages: ISA engine allows to restrict
search to certain kind of pages, such as a sites
from the educational (EDU) domain or pages that
were indexed within a particular period of time.
• Kinds of content: ISA engine is able to find a
variety of file types. For examples, Microsoft Word
documents, Excel spreadsheets and PDF files.
ISA is also capable to find inside specialty web
pages likes XML, SHTML or RSS.
It’s important to underline that these special syntaxes
are not mutually exclusive.
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Information Selector Repository (ISR)
–
–
–
–
–
ISR is thought to manage all knowledge,
documents and all kind of material owned
by EE.
ISR allows to share EE-partners
resources inside EE context.
It is an n-tier web application that
makes available a tool to settle
documents and sources previously found
wondering through internet database or
inside Content Service Provider or into an
internal data resource.
Each EE-partner is capable to save data
found, and believed important, into ISR.
Then he can retrieve these data every
time he need and he can share his own
resources with other EE-partner. In this
way each EE behaves like a content
service provider for each partner,
enabling knowledge management and
exchange mechanisms of data owned.
So, IS suite is capable to support the
operations strictly connected with
information, addressing data search and
data storage matters.
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Information Selector Repository (ISR)
– ISA is able to save items
collected directly into the
EE – Repository
– EE Partners can search
document previously
saved, using ISR Search
Engine feature.
– ISR is thinking to work
only inside EE intranet or
over VPN.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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Annex: StrategyBuilder Software
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Software revisions: Progress made
Progress evolution
1st Version
2nd Version
3rd Version (Current)
Functional Specification
1.
1.
1.
Structured approach.
2.
Complete set of analysis
3.
Extended enterprise
focused
4.
E-Business strategy and
evaluation.
5.
E-business
implementation
(roadmap) availability.
1.
Web Application.
2.
Connectivity with other
modules through web
services for the
exchange of results.
Technical Specification
Lack of integrated scope
of Extended Enterprise.
2.
Limited scope of Strategy
implementation
3.
Lack of e-business
solution
1.
2.
No actual connectivity to
other modules
(Organisation and
Market) – copy & paste of
results.
2.
1.
Lack of strong
argumentation in regard
to strategy identification
and selection
Not a complete
approach to roadmap
implementation
Connectivity to other
modules through ActiveX Object ConnectionDatabase data results
through direct extraction.
Stand alone application
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Final Specifications of StrategyBuilder
Revised final functional specifications:
1. Extended Enterprise business vision-mission
definition
2. Extended Enterprise constellation specification
3. Strategic e-business situation analysis
4. e-business SWOT analysis
5. e-business strategy formulation and selection
6. e-business strategy alternative assessment
7. Strategy assessment
8. e-business roadmap specification
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StrategyBuilder platform
OA
Serve
r
Data from OrganisationAnalyzer and
MarketAnalyser are exchanged with the
StrategyBuilder.
1. The OrganisationAnalyzer (OA) and
MarketAnalyser (MA) clients
exporting the results to text files.
2. The StrategyBuilder (SB) client
downloads the files locally (through
Http)
3. The StrategyBuilder client employs
web-services (using SOAP) to
update the SB Server database.
MA
Serve
r
Web
Web
OA
Clien
t
Export
file
MA
Clien
t
1
1
Export
file
Web (http)Downloading
of files
2
SB
Client
3
(SOAP-http)Web services
Update results
SB
Serve
r
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StrategyBuilder – main tool features
1. Linkage to and integration of
MarketAnalyser and
OrganisationAnalyser
2. EE model formulation
3. EE e-Business Strategy
Formulation
4. EE e-business strategy
assessment
5. EE e-business roadmap design
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StrategyBuilder – EE model formulation feature
 EE business vision
statement definition
 EE structure modeling
 Entities
 Business processes
 Value chain
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StrategyBuilder - EE e-business strategy formulation feature
 Definition of basic e-business
strategy
 TOWS-analysis
 Definition of e-business
strategy alternatives
 Business processes
 Business partners
 Business objectives
and goals
 Further attributes
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StrategyBuilder - EE e-business strategy assessment feature
 Assessment of e-business
strategy alternatives
 Criteria definition
 Value benefit analysis
 Selection
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StrategyBuilder - EE e-business roadmap design
 Definition of roadmap
component (selected ebusiness strategy
alternatives) dependencies
 Implementation time
specification
 Optimistic, most likely,
pessimistic
 Roadmap consistency
check (time, sequence,
dependencies)
 Visualisation (PERT-like)
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