Rfid coe execution 04282013

Confidential- For discussion purposes only

•RFID • CENTER OF EXCELLENCE

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Confidential- For discussion purposes only page 2

Mission: Why Do We Need an RFID IT COE?

• Leverage our leadership in RFID IT for competitive advantage and showcase our technology learnings.

• Consistently manage and execute successful implementations of RFID within EX CO using ‘ROI driven and Value Added’ best practices and methodology.

• Manage, evaluate and prioritize the demands on RFID IT from EX CO Business Units

• Provide a mechanism for evaluating developments in RFID products, business processes, technologies and solutions for adoption at EX CO

• Practice Continuous Improvement by using an iterative design, build, test, deploy, evaluate loop.


Objectives: Because….. We have To!

1. Knowledge Management- Intelligently accumulate and distribute RFID knowledge.

2. Technology Evaluation- Leverage work done from other internal RFID implementations and by COEs around the world to further evaluate RFID technology from a business adoption framework.

3. Vendor Evaluation- Continuously evaluate vendor offerings to keep pace with industry technology advances.

4. Standard Setting- Drive standard setting worldwide to ensure EX CO needs are met, or exceeded.

5. Benchmarking- Benchmark and showcase ‘Best of Breed’ solutions for EX CO.

6. Systems and Process Integration- Plan and provide for a closed loop integration with business process and other enterprise systems.

7. Program Management- Demonstrate viability of RFID solutions and create a Deployment, Support, Pricing and Engagement model to enable services to be provided objectively.

8. The Bottom Line- Develop measurement and metrics models to show ROI, Value Addition and Business Process Improvement.

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Knowledge Management

Set up a system to intelligently accumulate and disseminate our knowledge of RFID IT in

– Technology– Core Team, Previous implementations, EPC Global leadership and Vendors

– Best Practices– Document results from previous internal RFID deployments and other COEs

around the World.– Address compliance with EPC Global standards, industry mandates, etc.– Evaluate how Vendors claims of ‘Best Practices’ stack up to EX CO standards.– Which ‘independent 3rd party evaluations’- Gartner, Meta, Forrester, etc. are

meaningful and reliable.– Scanning media releases and publications for latest developments

– Business Case Studies– Business Challenges encountered and analysis performed.– Solutions proposed and criteria used for evaluating solutions. – Describe the ‘Implementation Experience’ and compare actual results to

projected results. – What would we do differently and why?

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Technology Evaluation and Adoption

• Leverage the work done during previous internal RFID deployments, and by other COEs around the World to further evaluate RFID technology from a business adoption framework in terms of

– Architecture – Software– Inter-operability– Worldwide Standards– Operating Systems– Languages– Worldwide Support and Service– Communication – Connectivity– Proliferation– Hardware

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Technology Evaluation- Capabilities, Technology Maturity Matrix

Technology

Unsophisticated

Capabilities

Sophisticated

Advanced Functionality

Limited Functionality

Create several matrices

like this to evaluate

different kinds of technology

like middleware, devices,

messaging, etc. Evaluate only

the vendors in Quad 4.

Vendor x

Vendor yVendor a

Vendor c

Vendor d

Vendor b

Quad 3

Quad 1

Quad 4

Quad 2

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Vendor Evaluation

• Evaluate Vendor Solutions on a Scheduled Framework • Actively engage vendors to isolate viable solutions

– Marketing collateral– Presentations– White papers– Seminars, Conferences and Webinars– Demos– Site visits and references

• Work with vendors to customize solutions to EX CO needs in a controlled environment

– Business Case– Proof of Concept– Prototype in the RFID IT COE Lab– Design, Build, Test, Deploy, Evaluate… Loop

3

Vendor

Evaluation

1

Knowledg

e

Management

2

Technology

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Vendor Evaluation

Tech

nolo

gy

B2B, E2E

Infrastructure

Matu

rity

ERP, SCM, WMS

Middleware

EAI, Messaging

Tier 1 Tier 2 Tier 3

SAP

Tibco

OAT 4.0

Connecterra

Viewlocity


Standards Setting

• Drive standards setting to ensure EX CO needs are fully addressed, EX CO leadership continues, and EX CO interests are adequately protected by leveraging participation in the Industry Standards Organization- EPC Global

• Extend participation further by driving standards worldwide• Upstream

– Device Manufacturers– Architects and Designers– Software Developers

• Downstream– End users– Business Owners– Solution Partners– System Integrators

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Benchmarking

• How do the RFID IT COE implementations stack up to the rest of the industry

– Elapsed time from ‘Opportunity Development’ to ‘Implementation’.

– Measurement and metrics comparisons– ROI– Value added– Employees trained– Business Processes improved– Redundant Processes eliminated– Backlogs eliminated– Cycle time improvement– Uptime/downtime– Support metrics

– Customer Satisfaction metrics

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Showcase Best of Breed Solutions for EX CO

• Create ‘Best of Breed’ solutions for EX CO– Showcase these solutions to IT Mgmt and EX CO business units

– RFID Solutions events for Executive Management– Presentations at EX CO councils- Procurement Council,

Logistics Council, Supply Chain Council, etc. – Create awareness and success of RFID solutions at the

right levels.– Push information out through multiple channels

– Website– White papers and case studies– Presentations, Demos and site visits– Video, DVD, Conferences

– RFID IT COE Lab for showcasing technology and R&D

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Integration with Business Processes and Enterprise Systems

• Plan and provision for a closed loop Integration with Enterprise Management Systems to ensure seamless ‘end-to-end’ visibility.

– Enterprise Resource Planning

– Supply Chain Management

– Freight Management Systems

– Freight Cost Management

– Logistics Management Systems

– Warehouse Management Systems

– Transportation Management Systems

– Customer Relationship Management

– Human Resource Management Systems

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Closed Loop RFID Solution Design

WMS

SCM

ERP

Modular

Reusable

Scalable

Standards Based

The COE has to

think about

integration with Business

Processes and

Enterprise systems

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Demonstrate viability of RFID solutions

• What is in it for me as a business manager?• Why should I care about this technology?• What makes it so different?• Does it really work?

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Deployment, Engagement, and Support Model

• Prioritize deployment of RFID solutions– How will the RFID IT COE manage the demand?

– Mandated implementations.– ‘Critical Path’ implementations.

• Prepare an engagement model for implementing RFID solutions– Program Management

– Project plans– Resource plans– Implementation plans– Training plans

• Create a sustainable support model for RFID enabled locations– Support levels and SLAs.– Vendor support contracts- EX CO, 3PL.– Transition plan for support to regular Tech Support.

• Determine pricing for services to be rendered.

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Bottom Line- ROI and Value Creation

Develop models to show ROI, Value Addition and Business Process improvement

• Return on Investment and Value Addition– Investment Model– Measurement time table– Success Benchmarks

– Minimum Floor– Expected Value– Value over Time

– Returns and Savings Models• Business Process Improvement

– Logistics Value Analysis– Productivity– Execution Cycle Times– Flexibility and Agility– Customer satisfaction and loyalty – Job satisfaction, and retention

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Deliverables

• Knowledge Management: PDS, Project Plan, Resource Plan and the Implementation Plan for developing a knowledge management system. For example, how will information be collected, how will it be collated and tabulated, how will it be accessed, how will it be updated, etc.

• Technology Evaluation: PDS, Project Plan, Resource Plan and the Implementation plan for Technology Evaluation. For example, the methodology for determining technologies to evaluate, prioritization of technologies to be evaluated, evaluation criteria, etc.

• Vendor Evaluation: PDS, Project Plan, Resource Plan and the Implementation Plan for Vendor Evaluation. For example, how will we categorize vendors into tiers, how will we determine which vendors products we will evaluate, what is the progression, or elimination mechanism for engaging vendors from initial contact to full scale prototyping and implementation.

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Deliverables

• Standards Setting- PDS, Project Plan, Resource Plan and the Implementation Plan for involvement in Standards Setting. For example, what activities will we endow, chair, sponsor, participate and contribute; who will represent EX COs interests, how will concerns and issues be funneled to the rep, how will we extend our influence upstream and downstream.

• Benchmarking and Showcasing Best of Breed Solutions- PDS, Project Plan, Resource Plan and the Implementation Plan for Benchmarking. For example, what are the applicable benchmarks, how will data be collected to measure benchmarks, who will measure and report on the benchmarks, what steps will be taken to address gaps, who will determine what ‘Best of Breed’ is, how will ‘Best of Breed’ solutions be showcased, how will EX CO councils be engaged, etc.

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Deliverables

• Systems and Process Integration- PDS, Project Plan, Resource Plan, and Implementation Plan for achieving Systems and Process Integration. For example, what is the mechanism for determining business processes affected by RFID, how are those processes affected, what are the implications, which enterprise systems will be interacting with RFID, what is the communication protocol, data exchange protocol, etc.

• Program Management- PDS, Project plan, Resource Plan and Implementation Plan for the RFID IT COE Program. For example, how will we manage and prioritize the demand for services, what is our operating model to deliver services, how will we support the sites after implementation.

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Deliverables

• The Bottom Line- PDS, Project Plan, Resource Plan and the Implementation Plan for developing models for gathering metrics and measuring performance. For example, help business units understand the impact of RFID on their processes and systems, work with them to identify meaningful metrics to gather and measure, extend their current measurement regime to include investments in RFID, etc.

1

Knowledg

e

Management

2

Technology

Evaluation

3

Vendor

Evaluation

4

Standards

Setting

5

Bench-

marking

6

Systems and

Process

Integration

7

Program

Management

8

The

Bottom Line


Resource Plan For Getting To The Baseline

ObjectivesPlanned Duratio

n

FTE Estimate

d

Person Months

Project Manage

r

Architect

Developer SME Function

al

1. Knowledge Management 9 months 2.5 22.5 0.25 0.25 0.50 1.50

2. Technology Evaluation 6 months 3 18 0.50 1.50 0.25 0.75

3. Vendor Evaluation 6 months 2 12 0.25 1.50 0.25

4. Standards Setting 6 months 2 12 0.25 0.50 1.25

5. Benchmarking 3 months 2 6 0.25 0.25 0.50 1.00

6.Integration 9 months 3 27 0.25 1.50 0.50 0.75

7. Program Management 6 months 2 12 0.25 0.25 0.50 1.00

8. Bottom Line 3 months 2 6 0.25 0.25 1.50

Total48

person months

18.5 115.5 2.25 6.00 1.25 2.25 6.75


Action Plan

• Develop an Implementation Plan.– Step by step implementation plan.

– Who does what, when, where and how.

– Roles and responsibilities

– Deliverables– Definition– Content– Context

– Goal accomplishment benchmarks and metrics– Knowledge dissemination– Demonstrations held– COE involvement in actual implementations


Final Recommendations

• Act on the Project Plans prepared to get to the baseline. • Look ahead to where RFID Technology is headed

– Find out what the next ‘killer-app’ in RFID is.– RFID was mandated the last time- don’t wait for the next mandate to come!– Get into the ‘driver’s seat’ this time around, set the specifications, lead the way.– Get and stay ahead of the curve by dedicating staff and activities to ‘strategic’

forward thinking activities.• Determine what we expect to happen in the

– Next 6 months,– Next 12 months, and– Next 2, 3 and 5 years.

• Plan for your expectations, and be flexible enough to change your plan with changes in technology and business needs, processes and enterprise systems. Determine the potential impact on

– EX CO– RFID IT COE

– Deployments– Projects– Consulting

• Execute the RFID IT COE objectives– Proposed Organization structure.– Operating model. – Plan of record for Priorities, Cost and Resources


Next Steps

• Plans for the next 10 days

– Breakdown the items mentioned in the previous slides into – specific tasks, – action items, and– to do lists.

– Evaluate and prioritize activities to determine– Who will do what, when and how

– Submit the 1st Draft of a Project Plan with enough granularity to show

– Definition– Phases– Tasks and Activities

– Set up RFID IT Website


Character + capability: How we do things is as important as what we do

Values and behaviors

Structure and processes

Strategy

Metrics, results and rewards

EX CONo Limits™


RFID IT COE Leadership framework

Values and behavior

Structure and processes

Strategy

Metrics, results and rewards

• Our corporate objectives• Our corporate strategy• Our value proposition

• Our operating model

• Our balanced scorecard

• Our shared values• Our standards of

conduct

Strategy• Leverage Industry leadership for competitive

advantage• Manage, evaluate and prioritize demand from

BUs• Consistently manage and execute successful

implementations using ‘ROI driven and Value Added’ best practices and methodology

• Enable a framework for evaluating RFID IT products, technologies and solutions.

R

Structure & Processes • Intelligently accumulate and distribute

RFID knowledge.• Leverage work done during RFID

implementations and the experience of other COEs for use in relevant business cases.

• Drive standard setting to meet EX CO needs.

• Periodically evaluate vendor offerings• Create and showcase ‘Best of Breed

solutions.• Create a pricing model for services.• Focus on design, development,

deployment and support.

Metrics, Results & Rewards• Setup a framework for measurement and

metrics for Return on Investment• Investment Model• Adoption Time Table• Success Criteria.

• People and Process improvement metrics• Productivity• Value Analysis• Execution Cycle times.

• Benchmarking

Values & Behavior• Step by step implementation plan to

achieve goals.• Roles and responsibilities• Deliverables- what did we move from the

COE to the field.• Goal accomplishment benchmarks and

metrics• Look ahead to what comes next in RFID,

and provision for continuous improvement in processes based on feedback and experience.

Confidential- For discussion purposes only

Acknowledgement, Credits, etc.

• Material in the foregoing was created from:– Publicly available material from various resources;– Knowledge gathered during more than 20 years of providing

strategic business technology consulting services during my association with Companies like 3Com, Accenture, Barclay’s, BofA, Boeing, Bristol Meyers Squibb, Capital One, Cisco, Consolidated Plastics, Deloitte, E&Y, GE, GM, HP, IBM, Interfirst, KLA/Tencor, Lytton, Lockheed, Loral, KPMG, marchFIRST, NUCOR, Oracle, Palm, PWC, SUN, US Foods, WF, etc.

– My educators at Columbia University, University of California at Berkeley, University of Bombay, University of Hawaii, etc.

– My membership in:• American Institute of Certified Public Accountants;• Institute of Certified Management Accountant;• Project Management Institute; and• International Scrum Institute.

– Attendance of countless seminars, workshops, summits, conferences, etc.

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