MIME-Version: 1.0 Content-Location: file:///C:/B809C633/goals_vision_strategy_2003.htm Content-Transfer-Encoding: quoted-printable Content-Type: text/html; charset="us-ascii" Goals, Vision, Strategies 2003

 

 

 

 

 

 

 

 

 

 

 

 

 

Goals, Visi= on, Strategies 2003

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Table of Contents

 

1. the_company Corporate. 5

1.1= Mission. 5=

1.2 Measurable Goals. 5=

1.3= Branding. 5=

1.4 Strategies. 5=

1.5= Strengths and Weakness. 5=

2 Infrastructure Team.. 7

2.1= Global Team.. = 7=

2.1.1 Mission. 7=

2.1.2 Measurable Goals. 7=

2.1.3 Branding. 7=

2.1.4 Strategies. 7=

2.1= .5 Action Items. <= /span>7=

2.1= .6 Strengths and Weakness. 8=

2.2= Office Sys Sub-Team.. 8=

2.2.1 Mission. 8=

2.2.2 Measurable Goals. 8=

2.2.3 Branding. 8=

2.2.4 Strategies. 9=

2.2.5 Action Items. 9=

2.2.6 Strengths and Weakness. 9=

2.3= Project Support Sub-Team.. 9=

2.3.1 Mission. 9=

2.3.2 Measurable Goals. 10=

2.3.3 Branding. 10=

2.3.4 Strategies. 10=

2.3.5 Action Items. 10=

2.3.6 Strengths and Weakness. 10=

2.4 Deployment and R&D Sub-Team.. 11=

2.4.1 Mission. 11=

2.4.2 Measurable Goals. 11=

2.4.3 Branding. 11=

2.4.4 Strategies. 11=

2.4.5 Action Items. 11=

2.4.6 Strengths and Weakness. 11=

3 F= inance Team.. = 12

3.1= Mission. 12=

3.2 Measurable Goals. 12=

3.3= Branding. 12=

3.4 Strategies. 12=

3.5= Action Items. <= /span>13=

3.6= Strengths and Weakness. 13=

4 P= roduct Development. 14

4.1= Mission. 14=

4.2 Measurable Goals. 14=

4.3= Branding. 14=

4.4 Strategies. 14=

4.5= Action Items. 14=

4.6= Strengths and Weakness. 15=

5. = Project Managers. <= /span>16

5.1= Mission. 16=

5.2 Measurable Goals. 16=

5.3= Branding. 16=

5.4 Strategies. 16=

5.5= Action Items. <= /span>16=

5.6= Strengths and Weakness. 16=

6. = Projects. 18

6.1= Mission. 18=

6.2 Measurable Goals. 18=

6.3= Branding. 18=

6.4 Strategies. 18=

6.5= Action Items. <= /span>18=

6.6= Strengths and Weakness. 19=

7. = Quality Control (QA/Testing/Support and Maintenance) 20

7.1= Mission. 20=

7.2 Measurable Goals. 20=

7.3= Branding. 20=

7.4 Strategies. 20=

7.5= Action Items. <= /span>20=

7.6= Strengths and Weakness. 21=

8. Prototyping.. 22

8.1= Mission. 22=

8.2 Measurable Goals. 22=

8.3= Branding. 22=

8.4 Strategies. 22=

8.5= Action Items. <= /span>22=

8.6= Strengths and Weakness. 23=

9. = Sales. 24

9.1= Mission. 24=

9.2 Measurable Goals. 24=

9.3= Branding. 24=

9.4 Strategies. 24=

9.5= Action Items. <= /span>24=

9.6= Strengths and Weakness. 25=

10.= Marketing.. 26

10.= 1 Mission. 26=

10.2 Measurable Goals. 26=

10.= 3 Branding. 26=

10.4 Strategies. 26=

10.= 5 Action Items. <= /span>26=

10.6 Strengths and Weakness. 26=

11.= Admin. 28

11.= 1 Mission. 28=

11.2 Measurable Goals. 28=

11.= 3 Branding. 28=

11.4 Strategies. 28=

11.= 5 Action Items. <= /span>28=

11.6 Strengths and Weakness. 28=

12.= Human Resources. <= /span>29

12.= 1 Mission. 29=

12.2 Measurable Goals. 29=

12.= 3 Branding. 29=

12.4 Strategies. 29=

12.= 5 Action Items. <= /span>29=

12.6 Strengths and Weakness. 30=

13.= 1 MIssion. 31=

13.2 Measurable Goals. 31=

13.= 3 Branding. 31=

13.4 Strategies. 31=

13.= 5 Action Items. <= /span>31=

13.6 Strengths and Weakness. 31=

14. Management. 32

14.= 1 Mission. 32=

14.2 Measurable Goals. 32=

14.= 3 Branding. 32=

14.4 Strategies. 32=

14.= 5 Action Items. <= /span>32=

14.6 Strengths and Weakness. 32=

15.= Product Development Management. 33

15.= 1 Mission. 33=

15.2 Measurable Goals. 33=

15.= 3 Branding. 33=

15.4 Strategies. 33=

15.= 5 Action Items. <= /span>33=

15.6 Strengths and Weakness. 33=

16.= Design. 34

16.= 1 Mission. 34=

16.2 Measurable Goals. 34=

16.= 3 Branding. 34=

16.4 Strategies. 34=

16.= 5 Action Items. 34=

16.6 Strengths and Weakness. 34=

17.= Community Development (Perl and Java ADT) 35

17.= 1 Mission. 35=

17.2 Measurable Goals. 35=

17.= 3 Branding. 35=

17.4 Strategies. 35=

17.= 5 Action Items. <= /span>35=

17.6 Strengths and Weakness. 36=

18. Business Development. 37

18.= 1 Mission. 37=

18.2 Measurable Goals. 37=

18.= 3 Branding. 37=

18.4 Strategies. 37=

18.= 5 Action Items. <= /span>37=

18.= 6 Strengths and Weakness. 37=

19.= COUNTRY2 Team.. = 38

19.= 1 Mission. 38=

19.2 Measurable Goals. 38=

19.= 3 Branding. 38=

19.4 Strategies. 38=

19.= 5 Action Items. <= /span>39=

19.6 Strengths and Weakness. 39=


 

        =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            =          1. <= /span>the_company Corporate<= /span>

 

1.1 Mission

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.

 

1.2 Measurable Goals

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

 

1.3 Branding

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

 

1.4 Strategies

There are 7 key strategies that will define the activi= ties of the_company in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;               Importance        &= nbsp;           &nbs= p;        Urgency

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

 

1.5 Strengths and Weakness

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


        =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            =          2 Infrastructure Team

 

The Infrastructure team is divided into three sub-grou= ps

 

·        Office Sys

·        Projects Support

·        Deployment/R&D

 

2.1 Global Team

2.1.1 Mission

Create and maintain infrastructure-related services th= at ensure a productive and efficient environment for internal teams and clients and/or partners

 

2.1.2 Measurable Goals

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

 

2.1.3 Branding

Our brand is defined by 3 qualities:

 

·1.           &= nbsp;            Reliable and Recoverable

·2.           &= nbsp;            Professional

·3.           &= nbsp;            User friendly

 

2.1.4 Strategies

There are 7 key strategies that will define the activi= ties of the team in 2003

 

Strategy            &n= bsp;            = ;            &n= bsp;            = ;         Importance            =       Urgency<= /span>

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

 

 

2.1.5 Action Items<= /span>

Action Item

Who=

When

Handover team management to Ray<= /span>XXX

EricYYY<= /span> and RayXXX<= /span>

Done

Identify what SOP work remains

RayXXX<= /span>

April

Develop 2003 budget (poor, ok, ideal versions)

RayXXX<= /span>

Done

Develop Progress Report Template

RayXXX<= /span>

Done

121s

RayXXX<= /span>

Done

 

 

2.1.6 Strengths and Weakness

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.

 

 

 

2.2 Office Sys Sub-Team=

2.2.1 Mission

Ensure that office infrastructure supports the needs of day-to-day operations including

 

·        E-mail

·        File management

·        Network

·        Telephony

·        Security and virus protection

·        PC support

·        Backup/Disaster Recovery

·        Remote Access

 

2.2.2 Measurable Goals

Success in 2003 will be measured according to the foll= owing criteria:

 

1.      95% Uptime

2.      Average response time < 20 minutes 24x7

 

2.2.3 Branding

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

 

2.2.4 Strategies

There are 2 key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

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

 

 

2.2.5 Action Items<= /span>

Action Item

Who=

When

Test Disaster Recovery capability

RayXXX<= /span>

June 30

Re-implement Virus Spot checking

RayXXX<= /span>

Apr 30

Pager spot checks

RayXXX<= /span>

Apr 30

Develop process to ensure security updates

RayXXX<= /span>

July 31

Develop a report for weeCountry= 2weekly log monitoring

RayXXX<= /span>

July 31

Edit outstanding SOPs (Eric= YYY has them)

RayXXX<= /span>

May 31

Complete outstanding SOPS (Proxy and Caching, Web Se= ver, Network Monitoring)

Team

Done

Format all SOPs to Rita’s format

RayXXX<= /span>

May 31

Complete move to NT domains

Swee Tat<= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:36">ZZZ<= /span>

Apr 30

Decide if we need to switch ISPs

RayXXX<= /span>, STZZZ, and PCAAA<= /span>

Apr 30

Execute process for Network Monitoring

Swee Tat<= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:36">ZZZ<= /span>

Done

SOPs for Security and Preventive Measure

Swee Tat<= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:36">ZZZ<= /span> and Phillipe<= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:36">AAA<= /span>

TBD

 

 

2.2.6 Strengths and Weakness

Strength

Weakness

Solid technical knowledge

Sometimes impatient with request from truly clueless= users

Approachable personality

Not enough SOPs in plProduct1= place (handover will be difficult).

Intelligent

Tend to stray<= /span>ray  if not managed closely

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=

 

 

2.3 Project Support Sub-Team

2.3.1= Mission=

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

 

2.3.2 Measurable Goals

Success in 2003 will be measured according to the foll= owing criteria:

 

1.      90% Uptime

2.      Average response time < 20 minutes 24x7

 <= /span>

2.3.3 Branding<= /span>

Other than the three brands defined by the global team= , our brand is defined by one quality:

·1.           &= nbsp;            Expertise

 

2.3.4 Strategies

There are 2 key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

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

 

2.3.5 Action Items<= /span>

Action Item

Who=

When

Implement easy to use solution for external access to internal file system

Philippe<= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:37">AAA<= /span>

Apr 30

Identify points for strong Infrastructure support and develop SOPs accordingly

Infra

June

Work on Support Plan for 3rd Party SI Tea= ms

RayXXX<= /span>, Infra, EricYYY<= /span> and/or DaveBBB<= /span>

May

 

 

 

2.3.6 Strengths and Weakness

Strength

Weakness

Have genuine care in making things better

Still relatively disorganized—need some proced= ures and plans in plProduct1place.

Helpful to developers

Have nothing in place<= /span>Product1 currently for 3rd party SI teams.

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.

 

 

2.4 Deployment and R&D Sub-Team

2.4.1 Mission

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.

 

2.4.2 Measurable Goals<= /span>

Success in 2003 will be measured accord= ing to the following criteria:

 <= /span>

·        Successful deployment, not more than 10% lateness in deployment phase.

·        Rapid deployment features for all the_company products.

 <= /span>

 

2.4.3 Branding<= /span>

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

 

2.4.4 Strategies

There are 2 key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

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

 

 

2.4.5 Action Items<= /span>

Action Item

Who=

When

Deployment process standardization

Phillipe<= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:36">AAA<= /span>

May 31

Come up with testing environment testing

Phillipe<= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:36">AAA<= /span>

Apr 30

 

 

 

 

 

2.4.6 Strengths and Weakness

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.


 

        =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            =                  =   3 Finance Team

 

3.1 Mission

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

 

3.2 Measurable Goals

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.=

 

3.3 Branding

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.

 

3.4 Strategies

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

 

 

3.5 Action Items

Action Item

Who=

When

Define Board report templates

Accountant and HsienCCC

Mar 01

Investigate grant opportunities

Accountant

Mar 15

Teach Budgeting workshop for mgrs

Hsien CCC = and Accountant

Jan 15

Develop cost analysis system

Accountant

Mar 15

Develop profit analysis system

Accountant

Mar 15

 

 

3.6 Strengths and Weakness

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


        =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            =       4 Product Development

 

4.1 Mission

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.

 

4.2 Measurable Goals

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.

 

 

4.3 Branding=

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

 

4.4 Strategies

There are 8 key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

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

 

 

4.5 Action Items

Action Item

Who=

When

Meeting to define a Product Development process (RFC= to be produced)

the_company developers (= led by CassandraDDD)

Jan 15th

Define research methodology and process (RFC to be produced)

the_company developers (= led by StephanEEE)

Feb 11th

Define job scopes for Product developers

RayXXX<= /span>

TBD

 

 

4.6 Strengths and Weakness

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.


 

        =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            =             5. Project Managers

 

5.1 Mission

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.

 

5.2 Measurable Goals

Success in 2003 will be measured according to the foll= owing criteria:

 

5.3 Branding

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

 

5.4 Strategies

There are 2 key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

Rebuild the team =             &nb= sp;            =             &nb= sp;            =     1        &= nbsp;           &nbs= p;             = 1

Enhance project direction            =             &nb= sp;            =    2        &= nbsp;           &nbs= p;             = 2

 

 

5.5 Action Items

Action Item

Who=

When

Recruit senior project manager in COUNTRY2

Chin Wan<= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:39">FFF<= /span>

Mar 31

Identify other members of COUNTRY2 team to help with= PM work

Chin Wan<= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:39">FFF<= /span>

Jan 31

Work out weeklCountry2y agenda for project meeting

Ching & Chin WanFFF

Jan 20

Start weeCountry2weekly project meeting

Chin Wan<= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:39">FFF<= /span>

Jan 20

Improve COUNTRY2 team business knowledge – pos= sible COUNTRY2 Book Club

Chin Wan<= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:39">FFF<= /span>

Feb 14

 

 

5.6 Strengths and Weakness

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)


 

        =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            =    6. Projects=

 

6.1 Mission

Deliver solutions on-time, on-budget, to the specifica= tions, and to the quality standards defined by our corporate brand.

 

6.2 Measurable Goals

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.

 

6.3 Branding

Our global brand is defined by two qualities:

 

·1.           &= nbsp;            On-time

·2.           &= nbsp;            We are not tech consultant, but business consultants.

 

6.4 Strategies

There are 4 key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

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

 

 

6.5 Action Items

Action Item

Who=

When

Define job descriptions for all levels of developers=

RayXXX<= /span>

Jan 21

Define Software Development Process

RayXXX<= /span>

Finalize in February

Finalize ADT vrs Struts<= /p>

RayXXX<= /span>

Done. Roadmap coming next week.

Cross Train developers

RayXXX<= /span>

Ongoing

Business Training

Book Club and more to come

Ongoing

 

6.6 Strengths and Weakness

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.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

        =             &nb= sp;          7. Quality Control (QA/Testing/Support = and Maintenance)

 

7.1 Mission

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.

 

7.2 Measurable Goals

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

 

 

7.3 Branding

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

 

7.4 Strategies

There are 3 key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

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

 

7.5 Action Items

Action Item

Who=

When

Meeting to define QA process and procedures (ie SOPs)

The_company developers (= led by JCSSS)

Jan 28th

RFC: QA SOPs

JCSSS<= /span>

Feb 4th

Acquire technical knowledge from Infrastructure team=

JC SSS<= /span>and Philippe

Feb 18th

Attend relevant technical courses to improve testing skills

JCSSS<= /span>

TBD

QA milestones for each project and product developme= nt

JC and developersSSS<= /span>

TBD

Constant testing and feedback on all software develo= pment in progress

JC and developersSSSS=

TBD

Deliveries of test plans for each project and produc= t

JCSSS<= /span>

TBD

 

 

7.6 Strengths and Weakness

Strength

Weakness

Meticulous

May be to “stiff” in certain situation

Has the drive to improve the situation

Potentially undermanned

 

Currently no procedures in plProduct1= place.


        =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            =             &nb= sp;         8. Prototyping

 

8.1 Mission

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.

 

8.2 Measurable Goals

Success in 2003 will be measured according to the foll= owing criteria:

1.      Come up with look & feel concept boards for new project within 7 working day= s

2.      InterfProduct1s Interfaces and workflows which r= equire not more than 2 click-throughs

3.      Slice and dice a HTML template within 8 hours

4.      Produce simple, yet pleasing Flash designs within 1 day

5.      (Barb to) Spend no more than 15 minutes on editing Jason’s written work

6.      Able to implement one Javascript in a HTML page with= in 2 hours 

 

8.3 Branding

Our global brand is defined by 5 qualities:

 

1.      Banking (product specific) domain knowledge

2.      Innovative business solutions

3.      User-friendly workflows and interfProduct1s interfaces(for users and administrators)

4.      Comprehensive demos that “look and behave like real”

·5.           &= nbsp;            Fast, clean, accurate work and on-time delivery

 

8.4 Strategies

There are 5 key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

Improve design skills for user interfProduct1s               1        &= nbsp;           &nbs= p;          3

Improve domain knowledge             =         2        &= nbsp;           &nbs= p;          2

Expand network of banking experts from           3        &= nbsp;           &nbs= p;          1

   &nb= sp; whom knowledge can be gained

Improve Javascript skills<= span style=3D'mso-tab-count:3'>        &= nbsp;           &nbs= p;                 4        &= nbsp;           &nbs= p;          4

Improve graphics software application               5        &= nbsp;                      5

 

 

8.5 Action Items

Action Item

Who=

When

Talk to Ching GGG and other people about

behind-the-scenes bank processing and

approval processes for various facilities

once a fortnight (1 hour sessions)  

Barb/JasonTTT<= /span>

Jan 07 – Dec 31

Dissect, study and test Javascr= ipts

once a week (1 hour sessions, every Friday)

Barb/JasonTTTT=

Jan 01 – Dec 31

Barb TTT = to help Jason TTT = improve English

skills by giving and assessing reading

and comprehension assignments (1 hour

sessions, once a month)     

Barb/JasonTTT<= /span>

Jan 01 – Dec 31

Improve proficiency in Flash (self-study,

BarbTTT<= /span>

June 30

Study books on website graphic design

(self-study, quarterly presentations with

peer ratings) quarterly presentations with peer rati= ngs)

 

 

Improve proficiency in PhotoShop (self-study quarter= ly presentations with peer ratings)

JasonTTT<= /span>

June 30

Learn Flash basics(self-study quarterly presentation= s with peer ratings)

JasonTTT<= /span>

August 1

 

 

8.6 Strengths and Weakness

Strength

Weakness

Fast, clean coding

Javascript

Solid HTML coding skills

Flash

Good communication skills (Barb)

Poor communication skills (JasonTTT)


        =             &nb= sp;            =             &nb= sp;            =                   =             &nb= sp;            =             &nb= sp;  9. Sales

 

9.1 Mission

Close deals that 1) generate high profit margins and 2) support marketing and business goals.

 

9.2 Measurable Goals

Success in 2003 will be measured according to the foll= owing criteria:

1.      Jan – Jan profit after tax (PAT) of 3M SGD

2.      1 new major (>1M revenue) account in Country3, Country2, and Country1

3.      At least 2 new major (>1M revenue) distribution partners

      4.   At least 1M revenue from exis= ting clients

 

9.3 Branding

Our brand is defined by five qualities:

 

·1.           &= nbsp;            Listens to customer

·2.           &= nbsp;            Awareness of the_company’s internal concerns – product readiness, resourcin= g, legal responsibilities, capabilities and profitability.

·3.           &= nbsp;            Domain and technology expertise=

·4.           &= nbsp;            Flexibility

·5.           &= nbsp;            Honesty

 

9.4 Strategies

There are 4 key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

Make reporting a priority            =             &nb= sp;            =      1        &= nbsp;           &nbs= p;             = 1

Develop Sales Collateral (guides, demos)        &= nbsp;   1        &= nbsp;           &nbs= p;             = 1

Build a team and get them out there            =            1        &= nbsp;           &nbs= p;             = 1

Get pipeline to 20 Million             &= nbsp;           &nbs= p;            &= nbsp;  1        &= nbsp;           &nbs= p;             = 1

 

9.5 Action Items

Action Item

Who=

When

Define 2003 Sales Budget

EricYYY<= /span>

Feb 15

Complete Security Whitepaper

DaveWWW<= /span>

Apr 01

Generic= ericize Kok Wei’sSSS’s S&M docs

DaveWWW<= /span>

Apr 01

Develop Deployment Guide

DaveWWW<= /span>

Apr 01

API docs for 3rd parties

DaveWWW<= /span>

Apr 01

Hire senior sales babe

EricYYY<= /span>

Mar 01

3 Qualified leads in Bangkok

EricYYY<= /span>

Apr 15

Update Sales Brochures

DaveWWW<= /span>

Mar 01

Update Sales Guide/SOP

DaveWWW<= /span>

Mar 15

 

 

9.6 Strengths and Weakness

Strength

Weakness

High calibre team

Not enough sales tech support

Support from upper management

Too few sales people

Good existing channels and brand

 


        =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            =             &nb= sp;          10. Marketing

 

10.1 Mission

Create the right setting for the sales team to sell th= eir products. To work with Product Development to identify products people will= pay money for. Provide market intelligence to other groups.

 

10.2 Measurable Goals

Success in 2003 will be measured according to the foll= owing criteria:

1.         = Develop one new media relationship in Bangkok Country3 or targeted city

2.         = Get WebWare Product3 published in BangkokCountry3

3.         = Jointly organize two events with channel partners or clients

4.         = Develop one new relationship with an IT group (like LUGS) in <= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:44">Country3Bangkok

5.         = Develop better relationship with The Asian Banker journal or equivalent;

      either get published or co-organize an event.

 

 

10.3 Branding

Our global brand is defined by four qualities:

 

·1.           &= nbsp;            Ubiquity

2.      Street smarts

3.      Technology smarts

4.      Cool

 

10.4 Strategies

The following key strategy will define the activities = of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

Improve Reporting = ;            &n= bsp;            = ;            &n= bsp;            = ; 1        &= nbsp;           &nbs= p;             = 1

 

 

10.5 Action Items

Action Item

Who=

When

Exchange with PK Deal

Li YuenCCC<= /span>

Jan 01

Define 2003 Marketing Budget

Li YuenCCC<= /span>

Jan 15

Update Marketing Plan for 2003

EricCCC<= /span>, LY, and Dave

Mar 15

Get WebWare into Bangkok Press

Li YuenCCC<= /span>

Mar 15

Quarterly brainstorming meetings

DaveCCC<= /span>

 

Improve market intelligence

 

 

Build external relationships

 

 

 

 

10.6 Strengths and Weakness

Strength

Weakness

Guerilla marketing

Relations= hip with main newspapers and business newspapers in Country1, COUNTRY2, BangkokCountry3, Jakarta <= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:46">Country4 <= /ins>and the rest of Asia

Relations= hip with Computer publications in Country1 & COUNTRY2

Relations= hip with Computer publications in BangkokCountr3, Jakarta <= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:45">Country4 <= /ins>and other countries that the_company may be ventu= ring into

Relations= hip with Country1 event organizers

Relations= hip with banks and banking related publications

Relations= hip with bookshops in Country1 and COUNTRY2

Banking d= omain knowledge

Relations= hip with IT groups in Country1 and COUNTRY2

Market intelligence

&nbs= p;

Relations= hip with event organizers, bookshops and IT groups in Bangkok Country3 and Jakarta <= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:45">Country4 <= /ins>etc

Strong br= and awareness

Imprecise positioning

Good mark= eting skill sets

Defocused= by exProduct3partmental extradepar= tmental tasks


        =             &nb= sp;            =             =             &nb= sp;            =             &nb= sp;            =             &nb= sp;    11. Admin

 

11.1 Mission

Keep the company running as smoothly, as efficiently, as securely and as economically as possible.

 

11.2 Measurable Goals

Success in 2003 will be measured according to the foll= owing criteria:

1)     Creating/updating simple spreadsheets that can be viewed easily and capable of being updated = and changed easily.

2)     WeeCountry2Weekly submission of status updates for HR and Admin progress report.

3)     Monthly submission of office budget

 

11.3 Branding

Our global brand is defined by 5 qualities:

-1.   Efficient – we save time, money and resources

-2.   Easy to use (simple to update, = and manage)

-3.   Consistent

-4.   Professional

5.      Smart action, not dumbly following rules.

 

11.4 Strategies

There are 5 key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

 

Define roles and goals for team            =             &nb= sp;     1        &= nbsp;           &nbs= p;             = 1

Streamline processes&n= bsp;            = ;            &n= bsp;            = ;        2        &= nbsp;           &nbs= p;             = 2

Clarify lines of reporting and authorization 3 &n= bsp;            = ;            &n= bsp;       3

Create pro-active and intelligent mind-set 4 &n= bsp;            = ;            &n= bsp;       4

Increase feedback and reporting            =             &nb= sp;   5        &= nbsp;           &nbs= p;             = 5

 

11.5 Action Items

Action Item

Who=

When

Write job descriptions and define goals

HsienDDD<= /span>

Jan 15

Define line of authority

HsienDDD<= /span>

Jan 10

Plan monthly budget for supplies

LinnDDD<= /span>

Jan 3

Monthly admin meeting

RitaDDD<= /span>

First Monday

 

11.6 Strengths and Weakness

Strength

Weakness

Clearly defined rules and procedures

Not all procedures efficient

Good record keeping

Spreadsheets hard to change, update

Dedicated, hardworking team

Need more initiative and thinking


      &n= bsp;         =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            = 12. Human Resources=

 

12.1 Mission

Provide company with the best people possible within t= he budget and keep them happy, motivated and improving through good policies a= nd management.

 

12.2 Measurable Goals

 Success = in 2003 will be measured according to the following criteria:

1.      A fair and consistent performance appraisal method implemented to monitor / c= hart staff performance by end March.

2.      Select deserving employees through performance appraisals for year end rewards

3.      Maintain happy, stable workforce with minimal conflicts. Organize 4 staff activities this year (one per quarter), low on cost, high on fun, to increase staff interaction and togetherness.

4.      Harmony between management and staff

 

12.3 Branding

Our brand is defined by 4 qualities:

1.      Consistent and fair

2.      Receptive to feedback

3.      Cost-aware but not cost-obsessed

4.      Pro-active in making change

 

 

12.4 Strategies

There are 4 key strategies that will define the activi= ties of the team in 2003:

Set quality standards that is clear, quantifiable and = agreed by all.

Annually (and periodically when needed) define job descriptions and goals for all staff.

Recognize training and growth needs of people, and fin= d ways to meet these needs, or plan for them.

Draft contracts as well as establish policies and prac= tices that will maximize mutual benefit and minimize potential conflict

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

Improve Reporting = ;            &n= bsp;            = ;            &n= bsp;            = ; 1        &= nbsp;           &nbs= p;             = 1

Set Quality Standards&= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;        1        &= nbsp;           &nbs= p;             = 1

Performance Appraisal&= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;      2        &= nbsp;           &nbs= p;             = 2

Training and growth&nb= sp;            =             &nb= sp;            =             4=         &= nbsp;           &nbs= p;             = 4

Contracts and policies=             &nb= sp;            =             &nb= sp;       3        &= nbsp;           &nbs= p;             = 3

 

 

12.5 Action Items

Action Item

Who=

When

Set up Appraisal system

ChingEEE<= /span>

Mar 31

Update Handbook

HsienEEE<= /span>

Done

Job descriptions

HsienEEE<= /span>

Apr 30

Training and Coaching

Hsien & ChingEEE<= /span>

Ongoing

 

 

 

 

12.6 Strengths and Weakness

Strength

Weakness

Young company with young team that allows flexibilit= y in implementing new approach towards HR policies

Appraisal system is not formalized or structured yet= .

Dynamic team of staff who can cross pollinate skills=

Biggest team of employees (developers) may resist ef= fort to measure/quantify performance

 

Due to small size of company, inevitable change in r= oles of staff leads to blurring of job description.

 

Small training budget for external courses

                =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            =             &nb= sp; 
        =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            =       13. Legal

 

13.1 MIssion=

To give input to decisions or actions, which will have= legal consequences in a way that will reduce liability, yet recognize that there = will be commercial realities.

 

13.2 Measurable Goals

Success in 2003 will be measured according to the foll= owing criteria:

1)     Set up of new template contracts

2)     Registration of Product3marks trademarks <= /ins>and patents

3)&= nbsp; Inform and propagate legal procedures

 

13.3 Branding

Our brand is defined by 4 qualities:

1.      Correct and up to date

2.      Appropriate, and in proportion

3.      Cost conscious

4.      Business aware

 

13.4 Strategies

There are 2 key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

Protect the_company’s key assets      &= nbsp;           &nbs= p;      1        &= nbsp;           &nbs= p;             = 1

Review the_company’s exposure      = ;            &n= bsp;        2        &= nbsp;           &nbs= p;             = 2

 

 

13.5 Action Items

Action Item

Who=

When

Budget for IP protection

HsienEEE<= /span>

Feb 28

New contracts for proposals, employees

HsienEEE<= /span>

ASAP

 

 

13.6 Strengths and Weakness

Strength

Weakness

Strong business sense

Few legal resources

Contracts closely tailored to business needs

Lack of budget

Fast response (relatively speaking)

Diffused attention as legal also does other stuff

 


        =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            =             &nb= sp;     14. Management

 

14.1 Mission

We help keep the department we manage on the same cour= se as driven by senior management and board. In doing so, we also look out for our teams, to ensure that they are aware of what they are supposed to do, the s= tandards expected and also to look to their needs and concerns.

 

14.2 Measurable Goals

Success in 2003 will be measured according to the foll= owing criteria:

1)     WeeCountry2Weekly reports on progress

2)     Suggest at least three strategies for building teamwork

3)     Implementing them

4)     Reporting on effect of strategies

 

14.3 Branding

Our global brand is defined by 3 qualities:

1.matu= rity

2.resp= onsiveness

3.acco= untability

 

 

14.4 Strategies

There are 3 key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

Improve Reporting = ;            &n= bsp;            = ;            &n= bsp;            = ; 2        &= nbsp;           &nbs= p;             = 2

Develop ways to build teamwork            =             &nb= sp;   1        &= nbsp;           &nbs= p;             = 1

Develop ways to create rapport            =               &= nbsp;   3        &= nbsp;           &nbs= p;             = 3

 

14.5 Action Items

 

Action Item

Who=

When

WeeCountry2Weekly reports

Each manager

Fridays

Thinking of three teamwork strategies

Each manager

Feb 28

Implementing the strategies

Each manager

By Mar 31

Assessing effect of strategies

Each manager

By Apr 30

Reports on the strategies

Each manager

By May 31

Plans for the second half of 2003

Each manager

By June 30

 

 

14.6 Strengths and Weakness

Strength

Weakness

Motivated, skilled, energetic

Inexperienced and/or lack maturity

 

 

 


        =             &nb= sp;                 =             &nb= sp;            = 15. Product Development Management

 

15.1 Mission

Deliver products on-time, on-budget, to the specificat= ions, and to the quality standards defined by our corporate brand.

 

15.2 Measurable Goals

Success in 2003 will be measured according to the foll= owing criteria:

1.      No more than 10% timeline slip

2.      Delivery of V2 of PRODUCT1, PRODUCT2, Product3, Product4

3.      SOP in plProduct1<= ins cite=3D"mailto:Eric%20Tachibana" datetime=3D"2004-08-03T14:41">place<= /span>

 

15.3 Branding

Our global brand is defined by 3 qualities:

1.      On-time, on-budget, on quality

2.      We are not tech consultants, but business consultants

3.      Better than the specs

 

15.4 Strategies

There are 2 key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

Define SOPs  = ;                  &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;  1        &= nbsp;           &nbs= p;             = 2

Develop more 3rd party friendly installers<= span style=3D'mso-tab-count:2'>        &= nbsp;      2        &= nbsp;           &nbs= p;             = 1

 

15.5 Action Items

Action Item

Who=

When

Recruit Product Development Manager

Gunther / Ray<= /span>XXX

Apr 15

 

 

 

 

 

15.6 Strengths and Weakness

Strength

Weakness

Self Managing Team

No Product Development Manager

 

 

 


        =             &nb= sp;            =             &nb= sp;                 =             &nb= sp;            =             &nb= sp;          16. Design

 

16.1 Mission

To produce appealing and intuitive user interfProduc= t1s interfaces and attractive and professional sales and branding material, including website = and sales collateral,  consistent with our positioning and brand strategy.

 

16.2 Measurable Goals

Success in 2003 will be measured according to the foll= owing criteria:

      1. Creatin= g and updating UIs on schedule

 2. Creating and maintaining attract= ive, professional, and brand building

    ma= rketing materials on schedule.

 

16.3 Branding

Our global brand is defined by 4 qualities:

1.Styl= ish

2.Prof= essional

3.Usab= le

4.Clea= r and clean

 

 

16.4 Strategies

There are X key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

X   &nb= sp;            =             &nb= sp;            =             &nb= sp;            =             &nb= sp;  1        &= nbsp;           &nbs= p;             = 1

 

16.5 Action Items

Action Item

Who=

When

 

 

 

 

 

 

 

16.6 Strengths and Weakness

Strength

Weakness

 

 

 

 

 


        =             &nb= sp;            =             17. Community Development (Perl and Jav= a ADT)

 

17.1 Mission

Maintain the_company’s ADT strong presence in the Open Source Community by supporting its members and actively interacting with them. Increase the value of = the_company’s Open Source Community by helping its members to contribute back to the ADT.=

 

17.2 Measurable Goals

Success in 2003 will be measured according to the foll= owing criteria:

1.Ackn= owledging members’ questions and comments on the mailing lists and

   BBS unde= r 24 hours.

2.Reso= lve members’ questions and comments on the mailing lists and BBS

   under a week.

3.Rele= ase new versions of the ADT and applications (Perl/Java) at least

   quarterl= y.

4.Reim= plementation of the open source website.

 

17.3 Branding

Our global brand is defined by 3 qualities:

1)     Ease of use

2)     High quality support

3)     Customizability

 

17.4 Strategies

There are 3 key strategies that will define the activi= ties of the team in 2003

 

Strategy        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;             Importance            =       Urgency<= /span>

Allocate fixed time for BBS/Mailing list

   <= span class=3DGramE>processing  =             &nb= sp;            =             &nb= sp;            =           1        &= nbsp;           &nbs= p;             = 2

Use an issue tracking system to handle

   Q= uestions/requests        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;  2        &= nbsp;           &nbs= p;             = 1

Allocate fixed time for ADT improvements        &= nbsp;   3        &= nbsp;           &nbs= p;             = 3

 

17.5 Action Items

Action Item

Who=

When

Spend x hours/week processing Perl BBS/Mailing list<= /p>

Philippe/JasonGGG<= /span>

Ongoing

Spend x hours/week processing Java BBS/Mailing-=
list

&nbs= p;

RayGGG/ST Lim

Ongoing

Install and use an issue tracking system on www.the_company.com
 

Philippe/ ST LimGGG

End Febru= ary

Reimplementation of the open source website
- =
search engine

Philippe/ ST LimGGG

End March=

- web CVS

Philippe/ ST LimGGG

End March=

- mailing list archives
=

Philippe/ ST LimGGG

End March=

- self updating static site

GGGPhilippe/ ST Lim

End March=

- fully working demo (Java & Perl)

GGGPhilippe/ ST Lim

End March=

- self updating demos

GGGPhilippe/ ST Lim

End April=

 =

 =

17.6 Strengths and Weakness

Strength

Weakness

Large use= r base

Not enoug= h ADT specialists

Community= of developers helping ADT development

Not enough internal resources allocated in helping / guiding them<= /p>

Many demo= s and free applications are available

They are difficult to keep updated and support.

The websi= te has a great deal of useful resources

Th=
e website is not easy to navigate & search, and has many broken links (=
388) and outdated information

&nbs= p;

 =


        =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            18. Business Development<= /span>

 =

18.1 Mission

 =

To develop = strong corporate alliances in order to improve our lead generation and number of cooperative projects while offering customers more complete solutions. To gain entry into new markets and segments.

 =

18.2 Measurable Goals

 =

Success in = 2003 will be measured according to the following criteria:

Identify and partner with two major companies who have a key presence in each of our key markets (Country1, Country2, Country3, IndonesiaCountry4) and segments (u= pper tier SE Asia Commercial Banking).

 =

18.3 Branding

Our global = brand is defined by 4 qualities:

1.We provide solid targeted technology

2.We have a proven track record and success stories

3.We are cooperative and responsive

4.We do not undercut or compete with partners

 =

18.4 Strategies

There are 5= key strategies that will define the activities of the team in 2003

 =

Strategy            &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;         Importance            =       Urgency<= /span>

Improve Rep= orting        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;      1        &= nbsp;           &nbs= p;             = 1

Recruit biz= devt person

Improve our technology to better support

  Partners

Develop par= tner training program

Develop par= tnering document template

 =

18.5 Action Items

Action Item

Who

When

&nbs= p;

&nbs= p;

&nbs= p;

&nbs= p;

&nbs= p;

&nbs= p;

 =

18.6 Strengths and Weakness

Strength

Weakness

Good netw= ork of contacts

Lack of r= esources

&nbs= p;

&nbs= p;

 =

 =

 =

 =

 =

 19. COUNTR= Y2 Team

 

19.1 Mission=

To provide support and development to all the_company clients located in Country2.  Support will include existing applications, infrastructure and consultation.  The COUNTRY2 team would also provi= de on-site immediate support for clients.

 

Besides supporting clients, the COUNTRY2 team will also provide support to internal clients, i.e. sales and technical team from Cou= ntry1.  Supporting of internal clients will include:

·        Provide support for telecommunication (Inter= net and telephony) when in Kuala L= umpur

·        Provide support for travel arrangements to C= ountry2 (nationwide)

·        Getting insider information about clients for sales team

·        Provide point of contact for Country1 techni= cal team during S&M, i.e. gathering logs, screen shots, etc.

 

19.2 Measurable Goals

Success in 2003 will be measured according to the foll= owing criteria:

1.      Not more than 2 official written complaints from clients both internal and exte= rnal

2.      Deliver projects on time and on budget

3.      95% uptime for all client applications developed by the_co= mpany

 

19.3 Branding

Our global brand is defined by 3 qualities:

1.      Professional

2.      Effective and efficient support to both internal and external clients

3.      On time on budget on all projects

 

19.4 Strategies

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;         Importance        &= nbsp;           Urgency

Create self sustaining operations and cash flow        &= nbsp;      1        &= nbsp;           &nbs= p;             = 2

Build a technical team capable of doing

SI and development work for the_c= ompany Country1      2        &= nbsp;           &nbs= p;             = 1

Build a sales team to do sales on other

verticals            =             &nb= sp;            =             &nb= sp;            =             &nb= sp;       3        &= nbsp;           &nbs= p;             = 3

Create a COUNTRY2 brand using the= _company’s branding

strategy            =             &nb= sp;            =             &nb= sp;            =             &nb= sp;       4        &= nbsp;           &nbs= p;             = 4

 

 

 

19.5 Action Items

Action Item

Who=

When

Write business plan for year 2003

GGGChin Wan

31 March

Apply for grant for R&D in COUNTRY2

GGGChin Wan, Hsien & LY

31 March

Hire 2 developers for COUNTRY2 team

GGGIan Clark

30 June

Find out more about setting up an office in COUNTRY2=

GGGChin Wan & Kok Wei

28 February

Setup infrastructure for COUNTRY2 team

GGGKok Wei

31 March

 

 

19.6 Strengths and Weakness

Strength

Weakness

Strong teamwork

Lack of support from top management

Quick response

Too reliant/dependent on BCB

Strong technical team

Punctuality to office

Flexible

Poor client management

Dedication