Microsoft Demos Management App at EAS'07
Learn how a Microsoft program management application was used to assess enterprise resources at Daisy Brands.
by Kurt Mackie
Enterprise Architect Summit, May 21, 2007
J. Kevin Brown
Director of Information Systems
Daisy Brand, LP.
Watch the video of the session! (Running time: 53 minutes)
Attendees at Enterprise Architect Summit 2007 saw a keynote presentation on
Services adds value as a consultant to businesses. The talk was given by
Marc Baxter, Microsoft's business development manager for U.S. enterprise services.
Joining him on stage was Kevin Brown, who handles business planning for Daisy
Brands dairy products.
The talk included slides showing how a Microsoft program management application
was used to assess enterprise resources at Daisy Brands. The program generates
a high-level color-coded view of a company's resources, consisting of colored
rectangles (red or green) indicating certain business processes. These colored
rectangles are outlined by a red, yellow or green stroke. The combination of
the two colors (rectangle and outline) indicates where oversight is needed most
For example, a red rectangle outlined by red indicates that a company should
review how those resources are being used. A green-green color combination suggests
that things are probably OK. While the presentation just showed this symbolic
view of the company's resources, Baxter said that underneath, there's a lot
of detail behind the representations.
This system was able to indicate problem areas at Daisy Brands. For instance,
Microsoft's solution indicated that the company had nine programs in place that
were spending money on project management.
Daisy Brands was undergoing growth, and there was a need to get everyone on
the same page, Brown said. He wanted a solution that would help personnel feel
that they were part of the team in assessing resources. The essential problem
was getting people to agree on what processes were most essential, Brown explained,
and Microsoft's program management solution helped with that decision-making.
One problem in particular had to do with forecasting, which was being done
by 15 people in the company's marketing department.
"We have people who are really good at forecasting. In fact, a lot of
people are good at forecasting — in their own minds," Brown said.
The worst of it was that elaborate reports provided by marketing to production
were simply deleted without review. Production had already planned for the activity
in advance and saw no use in the reports.
There was no cohesive view on how to communicate across organizations before
implementing Microsoft's program management solution, Brown said. The solution
helped to avoid the "Well, we do it this way"-type response from company
employees about certain processes.
Baxter said that Microsoft's program management framework was initiated about
seven years ago "in what we call the green house," and that it was
later used to assess IT capabilities. The solution has been commercially available
for two years and is currently being offered to enterprises through consultation
with Microsoft Services.
Baxter explained that the solution isn't being offered via Microsoft's partners
because Microsoft has several new patents associated with the technology that
it wants to protect.
About the Author
Kurt Mackie is a Web editor at the Redmond Media Group. You can contact him at firstname.lastname@example.org.
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