2.1=
.6
Strengths and Weakness
2.3=
Project
Support Sub-Team
2.4
Deployment and R&D Sub-Team
7. =
Quality
Control (QA/Testing/Support and Maintenance)
15.=
Product
Development Management
17.=
Community
Development (Perl and Java ADT)
18.=
6 Strengths
and Weakness
We make profit now and in the future by designing and building products that are used primarily by financial institutions to prov= ide banking services to businesses and by helping systems integra= tion (SI) partners (sometimes internal the_company SI groups) to implement those products.
Success in 2003 will be measured according to the foll= owing criteria:
1. Jan – Jan profit after tax (PAT) of 3M SGD
2. Delivery of Version 2 of the_company PRODUCT1, the_company Product3, the_compan= y PRODUCT2, and the_company Product4
3. Set up self-sustaining Country2n operations
4. 1 new major (>1M revenue) account in Country3, Country2, and Country1
5. At least 2 new major (>1M revenue) distribution partners
6. At least 1M revenue from existing clients
Our brand is defined by 4 elements:
1. Business driven technology
2. Expertise (domain, security, and technology)
3. Quality & Support
4. Support of customers and partners
There are 7 key strategies that will define the activi= ties of the_company in 2003
Sense of urgency/ownership (everyone = 1 &= nbsp; &nbs= p; = 1
thinks<= /span> like a shareholder)
Develop sales and marketing &nbs= p; &= nbsp; 2 &= nbsp; &nbs= p; = 2
Projects -> Products &n= bsp; = ; = 4 &= nbsp; &nbs= p; = 6
Develop mid-level management &nb= sp; = 5 &= nbsp; &nbs= p; = 5
Expand regionally (COUNTRY2 and Country3) 6 &= nbsp; &nbs= p; = 4
Preparation for IPO 2005 &= nbsp; &nbs= p; &= nbsp; 7 &= nbsp; &nbs= p; &= nbsp; 7
Enhance Channel management = ; &n= bsp; 3 &= nbsp; &nbs= p; = 3
|
Strength |
Weakness |
|
Breadth of products |
Lack of product depth |
|
Regional diversification |
Too reliant on key customers |
|
High technical prowess |
Not enough domain knowledge across the company and w= ithin all required domains. |
|
Committed staff |
Inexperienced mid-level management team |
|
Good guerilla marketing |
Deterioration of brand and delivery |
|
Strong operations |
Problems with too much micro management |
|
Excellent track record |
Not enough sales channels |
The Infrastructure team is divided into three sub-grou= ps
· Office Sys
· Projects Support
· Deployment/R&D
Create and maintain infrastructure-related services th= at ensure a productive and efficient environment for internal teams and clients and/or partners
Success in 2003 will be measured according to the foll= owing criteria:
1. 95% uptime office infrastructure
2. 90% uptime of project infrastructure
3. Average response time < 20 minutes 24x7
Our brand is defined by 3 qualities:
·1. &=
nbsp;
Reliable and Recoverable
·2. &=
nbsp;
Professional
·3. &=
nbsp;
User friendly
There are 7 key strategies that will define the activi= ties of the team in 2003
Implement RFC -> Project -> SOP &= nbsp; &nbs= p; 6 &= nbsp; &nbs= p; = 6
methodo= logy across the board &nb= sp; = &nb= sp; =
Complete SOPs &nb= sp; = &nb= sp; = &nb= sp; 7 &= nbsp; &nbs= p; = 7
Implement new infrastructure services = 4 &= nbsp; &nbs= p; = 1
&nbs= p; with quality assurance
Standardized deployment process across &= nbsp; 1 &= nbsp; &nbs= p; = 3
&nbs= p; all clients/projects
To have a process/standard responding to &= nbsp; 2 &= nbsp; &nbs= p; = 2
&nbs= p; infrastructure-related items
Define security policies &= nbsp; &nbs= p; &= nbsp; 3 &= nbsp; &nbs= p; = 4
Standardized procedures/policies for = 5 &= nbsp; &nbs= p; = 5
&nbs= p; preventive maintenance
|
Action Item |
Who |
When |
|
Handover team management to |
|
Done |
|
Identify what SOP work remains |
|
April |
|
Develop 2003 budget (poor, ok, ideal versions) |
|
Done |
|
Develop Progress Report Template |
|
Done |
|
121s |
|
Done |
|
Strength |
Weakness |
|
Solid technical knowledge |
Still some gaps between team members’ technical skill |
|
In most cases, a team member can stand in for anothe= r |
More skilled member of the team tends not to trust t= he less skilled ones with certain tasks. |
|
Brilliant team members |
Hard to manage! |
|
Initiative/Proactive |
Too “loud” sometimes. |
Ensure that office infrastructure supports the needs of day-to-day operations including
· File management
· Network
· Telephony
· Security and virus protection
· PC support
· Backup/Disaster Recovery
· Remote Access
Success in 2003 will be measured according to the foll= owing criteria:
1. 95% Uptime
2. Average response time < 20 minutes 24x7
Other than the three brands defined by the global team= , our brand is defined by two qualities:
·1. &=
nbsp;
Fast Response
·2. &=
nbsp;
Friendly Support
There are 2 key strategies that will define the activi= ties of the team in 2003
Implement RFC -> Project -> SOP &= nbsp; &nbs= p; 1 &= nbsp; &nbs= p; = 1 &= nbsp;
Complete SOPs &nb= sp; = &nb= sp; = &nb= sp; 2 &= nbsp; &nbs= p; = 2
|
Action Item |
Who |
When |
|
Test Disaster Recovery capability |
|
June 30 |
|
Re-implement Virus Spot checking |
|
Apr 30 |
|
Pager spot checks |
|
Apr 30 |
|
Develop process to ensure security updates |
|
July 31 |
|
Develop a report for |
|
July 31 |
|
Edit outstanding SOPs ( |
|
May 31 |
|
Complete outstanding SOPS (Proxy and Caching, Web Se= ver, Network Monitoring) |
Team |
Done |
|
Format all SOPs to Rita’s format |
|
May 31 |
|
Complete move to NT domains |
|
Apr 30 |
|
Decide if we need to switch ISPs |
|
Apr 30 |
|
Execute process for Network Monitoring |
|
Done |
|
SOPs for Security and Preventive Measure |
|
TBD |
|
Strength |
Weakness |
|
Solid technical knowledge |
Sometimes impatient with request from truly clueless= users |
|
Approachable personality |
Not enough SOPs in |
|
Intelligent |
Tend to st |
|
Versatile: able to take a different role (prototype, development) |
Can be undermanned sometimes due to demanding projec= ts |
|
Responsible—contactable during odd hours |
Present in the office during odd hours too sometimes= |
Support the requirements of project teams in the the_company office or on customer sites including:
· Testing
· Design, Implementation, and Management of Development and Staging Environments
· Deployment and Systems Integration
Success in 2003 will be measured according to the foll= owing criteria:
1. 90% Uptime
2. Average response time < 20 minutes 24x7
Other than the three brands defined by the global team= , our brand is defined by one quality:
·1. &=
nbsp;
Expertise
There are 2 key strategies that will define the activi= ties of the team in 2003
Build Support for 3rd party SI Teams &= nbsp; &nbs= p; 1 &= nbsp; &nbs= p; = 1 &= nbsp;
Complete SOPs &nb= sp; = &nb= sp; = &nb= sp; 2 &= nbsp; &nbs= p; = 2
|
Action Item |
Who |
When |
|
Implement easy to use solution for external access to internal file system |
|
Apr 30 |
|
Identify points for strong Infrastructure support and develop SOPs accordingly |
Infra |
June |
|
Work on Support Plan for 3rd Party SI Tea= ms |
|
May |
|
Strength |
Weakness |
|
Have genuine care in making things better |
Still relatively disorganized—need some proced=
ures
and plans in |
|
Helpful to developers |
Have nothing in place<=
/span> |
|
Able to provide input not only from infra perspectiv= e, but also development perspective. |
Messy project environment since it’s in the sa= me machine as everything else. |
Identify, design, and build infrastructure tools and components that 1) support products, 2) support deployment, or 3) can be so= ld as products as well as develop and manage deployment standards and procedur= es to ensure that the Project Support Team is as efficient as it can be.
Success in 2003 will be measured accord= ing to the following criteria:
· Successful deployment, not more than 10% lateness in deployment phase.
· Rapid deployment features for all the_company products.
Other than the three brands defined by the global team= , our brand is defined by two qualities:
·1. &=
nbsp;
Leading-edge
·2. &=
nbsp;
Ease of use
There are 2 key strategies that will define the activi= ties of the team in 2003
Define Business Plan &= nbsp; &nbs= p; &= nbsp; &nbs= p; 1 &= nbsp; &nbs= p; = 1 &= nbsp;
Complete SOPs &nb= sp; = &nb= sp; = &nb= sp; 2 &= nbsp; &nbs= p; = 2
|
Action Item |
Who |
When |
|
Deployment process standardization |
|
May 31 |
|
Come up with testing environment testing |
|
Apr 30 |
|
|
|
|
|
Strength |
Weakness |
|
Proactive |
Loud, may not be very tactful sometimes. |
|
Striving for technical excellence |
May not suggest the most practical solution at times= . |
|
|
Will be pulled in at times to do office system tasks= and other things. |
Ensure that business units are provided with accurate, timely, and appropriate financial services and information. Specifically, w= e:
1. Structure and manage a day-to-day bookkeeping system to a point where the input of er= rors is minimized, while ensuring optimal check and balances.
2. Identify and implement financial strategies to maximize use of working capital and c= ash flow.
3. Set up time and cost effective means to gather information and data needed for business analysis and decision-making.
4. Provide an intelligent and appropriate analysis of the data in clearly written repo= rts for:
a) The
management team on a weeCountry2y weekly basis
that enhances their ability to make decisions, to define strategy, and mana=
ge
operations.
b) The board on a quarterly basis to allow it to analyze return on investment and forecast future growth
Success in 2003 will be measured according to the foll= owing criteria:
1) Accountant takes over the accounting process: which includes monitoring billings and receivables, and updating the accounts.
2) Regular
on time reports sent to group CFO weeCountry2y=
weekly,
and weeCountry2=
weekl<=
/span>y
financial progress report submitted which is clear, accurate and up to date=
.
3) Measures to allow cost analysis to be implemented, and results used for proposal writing, and price setting for future products.
4) Finance dept moves away from mere book keeping, and suggests strategies for long-te= rm planning.
5) Planning
for 2003/4 – cash flow and budget projections to be in plProduct1
place for planning and strategy.=
Our brand is defined by four qualities:
1. Accuracy of data – financial data is only useful if relied upon. To be reliabl= e it must be accurate consistently.
2. Timeliness of reporting – financial data and analysis only has relevance if it is delivered in time for the right action to be taken in time.
3. Usefulness and depth of analysis – financial analysis needs to be more right than not, and really essential to daily operations as well as projections.
4. Appropriateness of action taken following analysis and decisions made – the numbers m= ust have meaning, and actions taken must be proportional to what they say.
There are 5 key strategies that will define the activi= ties of the team in 2003
Strategy&= nbsp; &nbs= p; &= nbsp; &nbs= p; &= nbsp; &n= bsp; <= /span>Importance = &nb= sp; Urgency<= /span>
Redefine roles – not just numbers crunching &= nbsp; 1 &= nbsp; &nbs= p; = 4
Evolve from cash mgmt to cash budgeting &= nbsp; &nbs= p; 5 &= nbsp; &nbs= p; = 5
Adopt professional standards for IPO = &nb= sp; 2 &= nbsp; &nbs= p; = 1
Set up processes to analyze cost of sales &= nbsp; 3 &= nbsp; &nbs= p; = 2
Set up means to gather info for reports &= nbsp; &nbs= p; 4 &= nbsp; &nbs= p; = 3
|
Action Item |
Who |
When |
|
Define Board report templates |
Accountant and |
Mar 01 |
|
Investigate grant opportunities |
Accountant |
Mar 15 |
|
Teach Budgeting workshop for mgrs |
|
Jan 15 |
|
Develop cost analysis system |
Accountant |
Mar 15 |
|
Develop profit analysis system |
Accountant |
Mar 15 |
|
Strength |
Weakness |
|
Good practical set of accounts – closely match= es operational needs |
Limited understanding of accounting concepts, report= ing is difficult |
|
Detailed spreadsheets, good records |
Data not easy to use for planning |
|
Cash closely managed |
Cash flow unpredictable |
|
Simple system |
Lacks info for analysis |
Identify, design, and build products that can be 1) so= ld through the_company sales and marketing channel= s, 2) implemented by our SI partners (including internal), 3) satisfies the requirements of marketing and sales, and 4) that applies relevant business = and technology innovation based on unbiased research.
Success in 2003 will be measured according to the foll= owing criteria:
1. Delivery of products on time and on budget, based on proper software development process.
2. Software
Development Process in plProduct1<=
ins
cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:38">place<=
/span>,
tailored for Product.
Our global brand is defined by 5 qualities:
·1. &=
nbsp;
Innovative from a business
perspective (not techies) – value add
·2. &=
nbsp;
Secure and Bug Free
3. On time, on budget, high quality
·4. &=
nbsp;
Works closely with ALL departme=
nts
·5. &=
nbsp;
Easy-to-use Products (customers=
and
Bank IT) – User-oriented
There are 8 key strategies that will define the activi= ties of the team in 2003
Define and implement Product Dev = 1 &= nbsp; &nbs= p; = 6
Process
Complete Host EmulatorProduct4 &=
nbsp; &nbs=
p; &=
nbsp; 4 &=
nbsp; &nbs=
p; =
2
Complete PRODUCT1 V2&n= bsp; = ; &n= bsp; = ; = 3 &= nbsp; &nbs= p; = 1
Complete PRODUCT2 V2&n= bsp; = ; &n= bsp; = ; = 5 &= nbsp; &nbs= p; = 3
Complete Product3 Finance V2 &=
nbsp; &nbs=
p; 6 &=
nbsp; &nbs=
p; =
4
Complete Fees Module=
Product 5 &=
nbsp; &nbs=
p; &=
nbsp; 7 &=
nbsp; &nbs=
p; =
5
Complete PRODUCT1 V3&n= bsp; = ; &n= bsp; = ; = 8 &= nbsp; &nbs= p; = 7
&nbs= p; MS Integration
&nbs=
p; BSSOProduct6->PRODUCT1
&nbs= p; Sample App
&nbs= p; Fully customized drop downs
Consistent research on market, industry &= nbsp; 2 &= nbsp; &nbs= p; = 8
&nbs= p; and technology
|
Action Item |
Who |
When |
|
Meeting to define a Product Development process (RFC= to be produced) |
the_company developers (=
led by |
Jan 15th |
|
Define research methodology and process (RFC to be produced) |
the_company developers (=
led by |
Feb 11th |
|
Define job scopes for Product developers |
|
TBD |
|
Strength |
Weakness |
|
Solid technical knowledge. |
The less senior members of the team are still too technology-oriented. |
|
Have the luxury of following a more proper software development process. |
Some of the decision will be dictated by business—may not always be ideal for products. |
|
The senior member of the team is a technical guru wi= th very strong domain/business knowledge. |
The senior member of the team is separated from the = team geographically. |
Deliver solutions on-time, on-budget, to the specifica= tions, and to the quality standards defined by our corporate brand. In addition, provide CRM to keep customers happy and to develop follow-on sales that can= be handed over to sales to follow up.
Success in 2003 will be measured according to the foll= owing criteria:
Our global brand is defined by three qualities:
·1. &=
nbsp;
On-time, on-budget, on-quality<=
/p>
·2. &=
nbsp;
We are not tech consultant, but
business consultants.
3. Better than the specs
There are 2 key strategies that will define the activi= ties of the team in 2003
Rebuild the team = &nb= sp; = &nb= sp; = 1 &= nbsp; &nbs= p; = 1
Enhance project direction = &nb= sp; = 2 &= nbsp; &nbs= p; = 2
|
Action Item |
Who |
When |
|
Recruit senior project manager in COUNTRY2 |
|
Mar 31 |
|
Identify other members of COUNTRY2 team to help with= PM work |
|
Jan 31 |
|
Work out weekl |
|
Jan 20 |
|
Start |
|
Jan 20 |
|
Improve COUNTRY2 team business knowledge – pos= sible COUNTRY2 Book Club |
|
Feb 14 |
|
Strength |
Weakness |
|
Integrity - Customer believes what our PMs say when issues occur and that we do things in their best interest as we = see them |
Lack of sense of urgency, control necessary to deliv= er on time |
|
Technical capability – customer respects our P= MS when they speak up |
Lack of business knowledge other than direct projects worked upon |
|
Relationship management – customer feels comfo= rtable communicating with our PMs |
Lack of consistent on-going project analysis (risks, dependencies etc.) |
|
|
Lack of sales acumen (tactical and strategic sales e= xperience) |
Deliver solutions on-time, on-budget, to the specifica= tions, and to the quality standards defined by our corporate brand.
Success in 2003 will be measured according to the foll= owing criteria:
1. The average delay in project delivery is not more than 10%.
2. Software
Development Process in plProduct1<=
ins
cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:40">place<=
/span>,
tailored for Product.
Our global brand is defined by two qualities:
·1. &=
nbsp;
On-time
·2. &=
nbsp;
We are not tech consultant, but
business consultants.
There are 4 key strategies that will define the activi= ties of the team in 2003
Define and implement Software Dev = 1 &= nbsp; &nbs= p; = 2
Process
Technical Skill Improvement &nbs= p; &= nbsp; 2<= span style=3D'mso-tab-count:3'> &= nbsp; &nbs= p; = 1
Improve Collective Ownership & = &nb= sp; 3 &= nbsp; &nbs= p; = 3
&nbs= p; Knowledge Transfer Process
Improve Business Knowledge = ; &n= bsp; 4 &= nbsp; &nbs= p; = 4
|
Action Item |
Who |
When |
|
Define job descriptions for all levels of developers= |
|
Jan 21 |
|
Define Software Development Process |
|
Finalize in February |
|
Finalize ADT vrs Struts<= /p> |
|
Done. Roadmap coming next week. |
|
Cross Train developers |
|
Ongoing |
|
Business Training |
Book Club and more to come |
Ongoing |
|
Strength |
Weakness |
|
All team members in one location |
Doesn’t currently have a senior team member li= ke Product Development Team has. |
|
Overall solid technical skill |
Some members are relatively junior |
|
Strong team spirit |
Too much handholding by senior member at times. |
|
|
Still too technology-oriented. |
Ensure that products meet the expectations of clients = in terms of bugs/bug management, performance, ease-of-use, and functionality. Continuously improve and strive for premium standard on both project and product deliveries.
Success in 2003 will be measured according to the foll= owing criteria:
1. The number of bugs found in the UAT for projects (after internal testing)
2. The number of bugs reported for the products after its release
Our global brand is defined by four qualities:
1. Timely and accurate
·2. &=
nbsp;
Positive, friendly, and
professional
·3. &=
nbsp;
Meticulous
4. High quality assurance
There are 3 key strategies that will define the activi= ties of the team in 2003
Define a QA process and procedures = 1 &= nbsp; &nbs= p; = 1
Improve testing skills by building technical 2 &n= bsp; = ; &n= bsp; 2
&nbs= p; knowledge
Constant participation of QA team during 3 &n= bsp; = ; &n= bsp; 3
&nbs= p; And product development process
|
Action Item |
Who |
When |
|
Meeting to define QA process and procedures (ie SOPs) |
The_company developers (=
led by |
Jan 28th |
|
RFC: QA SOPs |
|
Feb 4th |
|
Acquire technical knowledge from Infrastructure team= |
|
Feb 18th |
|
Attend relevant technical courses to improve testing skills |
|
TBD |
|
QA milestones for each project and product developme= nt |
|
TBD |
|
Constant testing and feedback on all software develo= pment in progress |
|
TBD |
|
Deliveries of test plans for each project and produc= t |
|
TBD |
|
Strength |
Weakness |
|
Meticulous |
May be to “stiff” in certain situation |
|
Has the drive to improve the situation |
Potentially undermanned |
|
|
Currently no procedures in |
Primarily, to provide HTMLized
user interfProduct1s interfaces <=
/ins>and
demos with embedded workflow according to specifications defined by product
development, marketing, and sales; and secondarily, to provide timely graph=
ical
and HTML support to developers on ongoing and new projects.