Latest News

United’s Acting CEO Has Tough Task Ahead
Brett Hart is a high-achieving lawyer who has impressed top executives at two major companies but lacks operational experience that may be important for steering the company to better performance. […]
Posted on 21 October 2015 | 5:38 am

The Case for Humble Executives
Companies increasingly prize humble leaders because they listen well, admit mistakes and share the limelight, recruiters and coaches say. […]
Posted on 21 October 2015 | 12:20 am

HBO Chief Plepler Makes Case for Big Providers to Offer HBO Now
HBO Chief Executive Richard Plepler made a case for big broadband providers to market the company’s new standalone streaming service, saying it would help both sides grow without compromising the traditional pay-television business. […]
Posted on 20 October 2015 | 9:47 pm

Testimonial Slider

“I met Harris in 2005 when he was contracted out by a former employer of mine. Harris was brought in at a time of great uncertainty and inefficiency as the organization was going through a period of extreme growth. Harris’ proven methods helped to instill structure through improved policies, procedures and processes to turn us into a world class IT department. In addition to organizational structure, Harris also instilled structure into the lives of our individual team members. Regardless of what policies were in place we needed the right people to implement them. Through Harris’ mentoring platform, he worked with each team member individually to increase staff productivity by improving communication, leadership and time management skills. By instilling discipline into the individuals and into the department, Harris helped us to adapt to the changes associated with organizational growth and left us in a position to be successful as a department and as individuals. “

Jeff Kimmel
Boston Money Manager

“Harris brought tremendous energy and depth of industry knowledge to his facilitation and advice. As a result of his insight and guidance during the planning stage we have very successfully merged our IT and Broadcast Engineering Teams into one Television Technology Group based around a formal service management framework.”

Neil Andrew
Head of Operations & Technology
Television New Zealand

“Organizations with great products and plenty of resources often fail to achieve great results. Kern’s proven approach to this problem is grounded in years of experience and substantiated by the many world-class organizations he has touched.”

Leonard Kim
CIO, GE Capital Global Consumer Finance

“Harris’s experience, knowledge, and thought leadership helped guide us through the transition from mainframe to an open systems computing environment. His candid assessment of our strategy and staff helped us formulate a plan that resulted in a smooth transition to this new computing environment.

I have also found value in his education materials, which presents an easy to understand guide to many of today’s technologies and organizational issues.”

William L. Parker
Vice President Information Services
Agway Inc.

“When I need advice on IT issues I seek out one of the most prominent experts in this field, Harris Kern. This best-selling author has travelled all over the world advising Enterprise Global 2000 companies on how to improve their IT performance. His proven philosophies emphasize the need to focus first on organization, people, processes, and finally on technology, rather than the more common reverse order.”

Kenneth Moskowitz
Standard and Poor’s

Managing the New Enterprise – Table of Content

The Proof, Not The Hype

First edition; 240 pages
ISBN 0-13-231184-4
( by: Harris Kern, Randy Johnson, Michael Hawkins, and Andrew Law with William Kennedy )

Table of Content

About the Authors

  • IT in the New Enterprise
    IT in the New Enterprise
    The New Enterprise
    Legacy Concepts
    The Network is the Data Center
    Re-Engineering IT
    Personalized Communications
    Those People Issues
    Morale and Compensation
  • Production-Quality Enterprise Networks
    Characteristics of an Enterprise Network
    Guidelines for Success
    Cost of Ownership
    A Multidimensional Approach
  • Steps Toward a Network Architecture
    Analyzing Requirements
    Key Pieces of the Network Requirements Puzzle
    Design for Success — They’ll tell you
    Functionality, Performance, Reliability
    Key Methods for the Network Architecture
    Standards Issues
    Survey Technologies and Trends
    Logical Network Topology
    Subnets and Workgroups
    Management and Security
  • Building a Distributed Network
    Distributed Facilities
    Structured Cabling
    Cabling Types and Standards
    EIA, IEEE, and ANSI Standards
    Connectors and Adapters
    Other Cabling Issues
    The Backbone Network
    Segmented Backbone Networks
    Subnets and Access
    Concentrators and Connectivity
    High-Speed Networking Technologies
    Internetworking and Interoperability
    Wide Area Networking and Beyond
    Nomadic Connections
  • Networking Platforms, Protocols, and Management
    One or Many Voices?
    Multiprotocol Networks
    Mainframe Connectivity
    Server Connectivity
    Desktop Client Connectivity
    Network Management Platform and Standards
    Network Management Applications
    Special Network Management Tools
    Remote Network Management
    Network Security
    Eavesdropping Protection and Intrusion Detection
    Remote Dial-in Security
  • Network Standards and Procedures
    Organization and Personnel
    Management Standards and Procedures
    Documentating the Network
    Names and Addresses
    Performance and Security
    Centralized Configuration and Management
    Problem Recovery
  • The New Enterprise Data Center
    More, Not Fewer
    Data Center Services
    Reliability, Availability, and Serviceability
    Data Center Organization
    Technical Support
    Database Administration
    Computer Operations
    Data Center Standards
    Hardware Standards
    Disk Configuration Standards
    Software Standards
    Database Standards
    Security Standards
  • Data Center Processes and Tools
    Managing Change
    Change Management Process
    Change Request Procedure
    Release Distribution/Configuration Management
    Disk Management
    Being Proactive
    Managing Availability
    Preventive Maintenance
    Disaster Recovery
    Console Server
    Tape Management
    Performance Monitoring and Capacity Planning
    Footprint Request
    Automated Paging
    Problem Management
  • Client/Server Production Acceptance
    Our #1 Priority
    The CSPA Chronicle
    Contents of the CSPA
    The CSPA Process
    There are Four Phases to the Process
    Personalized Communications
    Service Level Agreements
    Roles and Responsibilities
    Production Application Tracking
    What IT Should/Should Not Support
    Tips for Success or Failure
    CSPA Signoff Sheet
  • Managing Customer Expectations (Including the Desktop!)
    Mission Critical Desktops
    Dataless Desktops
    Savings Through Centralization
    Desktop System Administration
    IT-Customer Budget Collaboration
    Our Chargeback Methods
  • The Proof: A Case Study in Client/Server Security
    Securing the JIT
    Client/Server Security Architecture
    Server Security
    Application Security

Managing the New Enterprise – Preface

The Proof, Not The Hype

First edition; 240 pages
ISBN 0-13-231184-4
( by: Harris Kern, Randy Johnson, Michael Hawkins, and Andrew Law with William Kennedy )


In our first book, Rightsizing the New Enterprise we presented our real-world experiences — the proof, not the hype-transitioning Sun Microsystems’ corporate production-computing systems from a central mainframe to a distributed client/server environment. We talked about the new technologies and the role of Information Technology (IT) in this new computing paradigm. The goal is to “rightsize” the enterprise; to get the right information to the right people to support business requirements.

In this book, Managing the New Enterprise, we expand on the themes of the first book Rightsizing the New Enterprise and discuss how to build and manage a heterogeneous client/server environment. We describe in detail the key technology support infrastructures, including networking, data centers, and system administration. We also explain how IT must change to manage the New Enterprise.

What is this New Enterprise? It’s what businesses or corporations must do to survive in the 1990s. Businesses are changing and so must IT to meet the new business requirements. Global competition is becoming more intense, profit margins are falling. To remain competitive, the New Enterprise must diversify and focus on products and services that provide a competitive advantage, all this while reducing costs.

When we were “volunteered” to transition Sun’s production systems to client/server distributed computing in late 1989, most of our issues dealt with the new technologies. We had to invent, develop, and implement new technologies to meet IT goals in the new environment. Our goal was to provide the same reliability, availability, and serviceability (RAS) that we delivered in our mainframe environment. If we didn’t, our customers — the users — would blame you know what? That’s right: the new technologies! Even at Sun, which was in the vanguard promoting the new computing paradigm for businesses.

In today’s world, the tools and technologies that help IT build, implement, and deliver RAS-disciplined mission-critical applications are now commercially available and mature. Managing the New Enterprise is no longer a technology problem. It’s all about change. It’s a cultural issue. IT must change the way they do business to survive. And the key to success is to re-engineer IT. We had to re-engineer ourselves while re-engineering business practices to be successful and to survive. We had to deal with executives who were advising that we “blow up the glass house.” They felt there was no longer a need for any centralized IT functions like a data center. We proved them wrong! How? Read this book and find out.

Who Should Read This Book Managing the New Enterprise is intended for the chief information officer (CIO), vice president of IT, chief technologist, architects, and line managers within IT (applications developers, networking specialists, telecommunications professionals, and computer operators) who are facing the challenges of building and managing the New Enterprise. This book is a survival guide. It’s about how you must change to be successful.

Dennis Horgan

Dennis Horgan is a consultant with Sun Microsystems specializing in enterprise architecture and IT transformation. Prior to joining Sun, Horgan held several IT management positions at NASA’s Jet Propulsion Laboratory. He has degrees in electrical engineering from UC Davis and MIT, and an MBA from UCLA.

Published Works

Data Warehousing – Table of Content

Architecture and Implementation

First edition; 288 pages
ISBN 0-13-080902-0
( by: Mark Humphries, Michael Hawkins and Michelle C. Dy )

Table of Content


1. The Enterprise IT Architecture.

The Past: Evolution of Enterprise Architectures. The Present: The IT Professional’s Responsibility. Business Perspective. Technology Perspective. Architecture Migration Scenarios. Migration Strategy: How Do We Move Forward?

2. Data Warehouse Concepts.

Gradual Changes in Computing Focus. The Data Warehouse Defined. The Dynamic, Ad Hoc Report. The Purposes of a Data Warehouse. A Word about Data Marts. A Word about Operational Data Stores. Data Warehouse Cost-Benefit Analysis / Return On Investment.


3. The Project Sponsor.

How Will a Data Warehouse Affect our Decision-Making Processes? How Does a Data Warehouse Improve My Financial Processes? Marketing? Operations? When Is a Data Warehouse Project Justified? What Expenses Are Involved? What Are the Risks? Risk-Mitigating Approaches. Is My Organization Ready for a Data Warehouse? How Do I Measure the Results?

4. The CIO.

How Do I Support the Data Warehouse? How Will My Data Warehouse Evolve? Who Should Be Involved in a Data Warehouse Project? What Is the Team Structure Like? What New Skills Will My People Need? How Does Data Warehousing Fit into My IT Architecture? How Many Vendors Do I Need to Talk To? What Should I Look for in a Data Warehouse Vendor? How Does Data Warehousing Affect My Existing Systems? Data Warehousing and its Impact on Other Enterprise Initiatives. When Is a Data Warehouse Not Appropriate? How Do I Manage or Control a Data Warehouse Initiative?

5. The Project Manager.

How Do I Roll Out a Data Warehouse Initiative? How Important Is the Hardware Platform? What Technologies Are Involved? Do I Still Use Relational Databases for Data Warehousing? How Long Does a Data Warehousing Project Last? How Is a Data Warehouse Different from Other IT Projects? What Are the Critical Success Factors of a Data Warehousing Project?


6. Warehousing Strategy.

Strategy Components. Determine Organizational Context. Conduct Preliminary Survey of Requirements. Conduct Preliminary Source System Audit. Identify External Data Sources (If Applicable). Define Warehouse Rollouts (Phased Implementation). Define Preliminary Data Warehouse Architecture. Evaluate Development and Production Environments and Tools.

7. Warehouse Management and Support Processes.

Define Issue Tracking and Resolution Process. Perform Capacity Planning. Define Warehouse Purging Rules. Define Security Measures. Define Backup and Recovery Strategy. Set Up Collection of Warehouse Usage Statistics.

8. Data Warehouse Planning.

Assemble and Orient Team. Conduct Decisional Requirements Analysis. Conduct Decisional Source System Audit. Design Logical and Physical Warehouse Schema. Produce Source-to-Target Field Mapping. Select Development and Production Environment and Tools. Create Prototype for This Rollout. Create Implementation Plan for this Rollout. Warehouse Planning Tips and Caveats.

9. Data Warehouse Implementation.

Acquire and Set Up Development Environment. Obtain Copies of Operational Tables. Finalize Physical Warehouse Schema Design. Build or Configure Extraction and Transformation Subsystems. Build or Configure Data Quality Subsystem. Build Warehouse Load Subsystem. Set-up Data Warehouse Schema. Set Up Data Warehouse Metadata. Set Up Data Access and Retrieval Tools. Perform the Production Warehouse Load. Conduct User Training. Conduct User Testing and Acceptance.


10. Hardware and Operating Systems.
Parallel Hardware Technology. Hardware Selection Criteria.

11. Warehousing Software.

Overview. Middleware and Connectivity Tools. Extraction Tools. Transformation Tools. Data Quality Tools. Data Loaders. Database Management Systems. Metadata Repository. Data Access and Retrieval Tools. Data Modeling Tools. Warehouse Management Tools. Source Systems.

12. Warehouse Schema Design.

OLTP Systems Use Normalized Data Structures. Dimensional Modeling for Decisional Systems. Two Types of Tables: Facts and Dimensions. A Schema Is a Fact Table and Its Related Dimension Tables. Facts Are Fully Normalized, Dimensions Are Denormalized. Dimensional Hierarchies and Hierarchical Drilling. The Time Dimension. The Grain of the Fact Table. The Fact Table Key Is the Concatenation of Dimension Keys. Aggregates or Summaries. Dimensional Attributes. Multiple Star Schemas. Core and Custom Tables.

13. Warehouse Metadata.

Metadata Are a Form of Abstraction. Why Are Metadata Important? Metadata Types. Versioning. Metadata as the Basis for Automating Warehousing Tasks.

14. Warehousing Applications.

The Early Adoptors. Types of Warehousing Applications. Specialized Applications of Warehousing Technology.


15. Warehouse Maintenance and Evolution.

Regular Warehouse Loads. Warehouse Statistics Collection. Warehouse User Profiles. Security and Access Profiles. Data Quality. Data Growth. Updates to Warehouse Subsystems. Database Optimization and Tuning. Data Warehouse Staffing. Warehouse Staff and User Training. Subsequent Warehouse Rollouts. Chargeback Schemes. Disaster Recovery.

16. Warehousing Trends.

Continued Growth of the Data Warehouse Industry. Increased Adoption of Warehousing Technology by More Industries. Increased Maturity of Data Mining Technologies. Emergence and Use of Metadata Interchange Standards. Increased Availability of Web-Enabled Solutions. Popularity of Windows NT for Data Mart Projects. Availability of Warehousing Modules for Application Packages. More Mergers and Acquisitions Among Warehouse Players.

VI. Appendices.

Appendix A. R/olapXL? User,s Guide.
Appendix B. Warehouse Designer? User’s Manual.
Appendix C. Online Data Warehousing Resources.
Appendix D. Tool and Vendor Inventory.
Appendix E. Software License Agreement.


Data Warehousing – Preface

Architecture and Implementation

First edition; 288 pages
ISBN 0-13-080902-0
( by: Mark Humphries, Michael Hawkins and Michelle C. Dy )


This book is intended for Information Technology (IT) professionals who have been hearing about or have been tasked to evaluate, learn or implement data warehousing technologies.

Far from being just a passing fad, data warehousing technology has grown much in scale and reputation in the past few years, as evidenced by the increasing number of products, vendors, organizations, and yes, even books, devoted to the subject. Enterprises that have successfully implemented data warehouses find it strategic and often wonder how they ever managed to survive without it in the past.

As early as 1995, a Gartner Group survey of Fortune 500 IT managers found that 90 percent of all organizations had planned to implement data warehouses by 1998. Virtually all Top-100 US banks will actively use a data warehouse-based profitability application by 1998. Nearly 30 percent of companies that actively pursue this technology have created a permanent or semipermanent unit to plan, create, maintain, promote, and support the data warehouse.

If you are an IT professional who has been tasked with planning, managing, designing, implementing, supporting, or maintaining your organization’s data warehouse, then this book is intended for you. The first section introduces the Enterprise Architecture and Data Warehouse concepts, the basis of the reasons for writing this book.

The second section of this book focuses on three of the key People in any data warehousing initiative: the Project Sponsor, the CIO, and the Project Manager. This section is devoted to addressing the primary concerns of these individuals.

The third section presents a Process for planning and implementing a data warehouse and provides guidelines that will prove extremely helpful for both first-time and experienced warehouse developers. The fourth section of this book focuses on the Technology aspect of data warehousing. It lends order to the dizzying array of technology components that you may use to build your data warehouse. The fifth section of this book opens a window to the future of data warehousing.

This book also comes with a CD-ROM that contains two software products. Please refer to the readme.txt file on the CD-ROM for any last minute changes and updates.

The enclosed software products are:

  • R/olapXL — R/olapXL is a powerful query and reporting tool that allows users to draw data directly into Microsoft Excel spreadsheets from any dimensional data mart or data warehouse that resides on an ODBC-compliant database. Once the data are in Microsoft Excel, you are free to use any of Excel’s standard features to analyze, report, or graph the retrieved data.
  • Warehouse Designer — Warehouse Designer is a tool that generates DDL statements for creating dimensional data warehouse or data mart tables. Users specify the required data structure through a GUI front-end. The tool generates statements to create primary keys, foreign keys, indexes, constraints, and table structures. It recognizes key dimensional modeling concepts such as fact and dimension tables, core and custom schemas, as well as base and aggregate schemas.

Also enclosed is a License Agreement that you must read and agree to before using any of the software provided on the disk. Manuals for both products are included as appendices in this book. The latest information on these products is available at the website of Intranet Business Systems, Inc. The URL is

Michelle Dy

Michelle C. Dy heads the Business Analytics Practice of Intranet Business Systems, Inc. She specializes in methodology consulting, data warehouse planning, and implementation. She is responsible for defining Intranet’s data warehousing methodology.

Published Works

Mark Humphries

Mark W. Humphries is President and CEO of Intranet Business Systems, Inc., a professional services firm that specializes in Business Intelligence consulting and implementation. He has over 16 years of experience in management and IT consulting in Europe, North America, and Asia. He has led large, enterprise-wide data warehousing implementations in the banking, telecommunications, and utilities industries. More recently, he has been focused on strategic, multi-company warehousing initiatives.

Published Works

Building Professional Services – Table of Content

The Sirens’ Song

First edition; 288 pages
ISBN 0-13-035389-2
( by:Mitch Peterson, Steve O’Conner, Harris Kern, Thomas Lah )

Table of Content

Introduction – Why Product Companies Jump In

  • The Sirens’ Song of Services
  • The Product-Services wheel
  • Good Reasons to Offer New Services

Chapter 1: Mapping the Voyage

  • Parameters for Success
  • Primary Audience
  • Chapter Structure
  • Secondary Audiences
  • Chapter Overview Table

Chapter 2 : Setting the Parameters

  • Are you Sure? Four Qualifying Questions
  • Mission
    • Format
    • Audience
    • Overarching Objective
    • Mission and the SAR Factor
  • Business Model
  • Objectives
  • Guiding Principles

Chapter 3 : Level of Profitability

  • Revenue
    • Revenue Types
    • Revenue Mix
    • Revenue Growth Rate
  • References
    • Product References
    • Capabilities References
    • Solution References
    • Industry References
  • Repeatability
  • Tale of Two Business Units

Chapter 4 : Organizational Overview

  • Professional Services Functional Map
    • Selling
    • Delivering
    • Productizing
    • Promoting
    • Operations
  • Professional Services O-Map
    • General PS Interfaces
    • O-Map Interfaces

Chapter 5 : Selling

  • Supply and Demand in Professional Services
  • Warning!
  • Function Overview
  • Critical Success Factors
  • Services Sales Charter
  • Identify and Close
    • Identify
    • Quality
    • Propose
    • Negotiate
  • Forecast
  • Roles and Responsibilities
  • Key Interfaces for Sales
  • Compensation for Sale
    • Key Variables
  • Compensation for Sale
  • Key Metrics for Sales
  • Organizational Structure and Sizing
    • Target Revenue
    • Rep Quotas
    • Geography Vs. Industry Based
  • Sample Organizational Structure
  • Sample Budget
  • Issues to Watch

Chapter 6 : Delivering

  • Function Overview
  • Critical Success Factors
  • Services Delivery Charter
  • Estimate
  • Execute
    • Requirements Review
    • Plan
    • Design and Develop
    • Implement
    • Sign-Off
    • Review
    • Follow-On
  • Educate
  • Roles and Responsibilities
  • Key Interfaces for Delivery
  • Compensation for the Delivery Function
  • Key Metrics
  • Organizational Structure and Sizing
    • Revenue Mix
    • Billable Utilization Rate
    • Billable Rate
    • Sample Organizational Structure
  • Sample Budget
  • Issues to Watch

Chapter 7 : Productizing

  • Function Overview
  • Critical Success Factors
  • Services Engineering Charter
  • Capture
    • Project Review
    • Solution Review
    • IP Capture
  • Improve
  • Solution Development
    • Sample Architecture
    • Sample Project Plan
    • Sample Proposal
    • Engagement Framework and Engagement Activity Forms
    • Resource Profiles
    • Partner Profiles
    • Source Code
    • Training Materials
    • Demonstrations
  • Leverage
    • Solution Rollout
    • Sales Support
    • Solution Evaluation
  • Roles and Responsibilities
  • Key Interfaces for Services Engineering
  • Compensation for Services Engineering Staff
  • Key metrics for Services Engineering
  • Organizational Structure and Sizing
    • Target Mix
    • Number of Solutions
  • Sample Organizational Structure
  • Sample Budget
  • Issues to Watch

Chapter 8 : Promoting

  • Function Overview
  • Critical Success Factors
  • Services Marketing Charter
  • Differentiate
    • The Solution Review
    • Solution Rollout
    • Campaign Development
  • Validate
    • Demos
  • Evangelize
    • Sales Training
    • Channel Management
    • Lighthouse Accounts
    • Roles and Responsibilities
  • Key Interfaces for the Services Marketing Function
  • Compensation for Services Marketing
  • Key Metrics for Services Marketing
  • Organizational Structure and Sizing
    • Unique Regions
    • Number of Solutions
  • Sample Organizational Structure
  • Sample Budget
  • Issues to Watch

Chapter 9 : Operational Infrastructure

  • The Framework
  • Critical Success Factors
  • Operational Process
    • Legal Support
    • PS Automation
  • Operational Reports
    • Funnel Reports
    • Booking Reports
    • Billing Reports
    • Backlog Reports
    • Web Sites
    • Electronic Newsletters
    • Internal Distribution Lists
    • Financial Reporting
    • Executive Dashboard
    • Metrics Reporting
  • Project Processes
    • Partner Management
    • Resource Management
    • Solutions Assurance Review
    • Project Accounting
  • Project Reports
    • Knowledge Management
  • Staff Processes
    • Commission Payments
    • Proposal Generation
    • Professional Development
    • Project Management Certification
    • General training
    • PS Specific Training
  • Staff Reports
    • Time Reporting
  • Roles and Responsibilities
  • Key Interface for Operations
  • Compensation for Operations
  • Organizational Structure and Sizing

Chapter 10 : Putting It All Together

  • Organizational Parameters
  • Organizational Interfaces
    • Interfaces within Professional Services
    • Interfaces with the Larger Company
    • External Interfaces
    • Interfaces by Function
  • Technical Staff Vs. Sales and Marketing Staff
  • Field Staff Vs. Corporate Staff
  • Organizational Structure
  • Roles and Responsibilities
  • Processes and Metrics
  • Compensation
  • Business Model and Budget
  • Summary

Chapter 11 : Customer Engagement Workflow

  • Workflow Overview
  • Step 1: Request
  • Step 2: Qualify
  • Step 3: Bid
  • Step 4: Negotiate
  • Step 5: Develop
  • Step 6: Implement
  • Step 7: Sign-Off
  • Step 8: Review
  • Summary

Chapter 12 : Four Phases of Building PS

  • Overview of Phases
  • Phase I- Implementation of Services
    • Value Proposition
    • Profitability Triangle Focus
    • Critical Skills
    • Required Operational Infrastructure
    • Target Mix
    • Revenue Growth Rate
    • Target Gross Margin
    • Target Operating Profit
  • Phase II- Integration Services
    • Value Proposition
    • Profitability Triangle Focus
    • Critical Skills
    • Required Operational Infrastructure
    • Target Mix
    • Revenue Growth Rate
    • Target Gross Margin
    • Target Operating Profit
  • Phase III- Consulting Services
    • Value Proposition
    • Profitability Triangle Focus
    • Critical Skills
    • Required Operational Infrastructure
    • Target Mix
    • Revenue Growth Rate
    • Target Gross Margin
    • Target Operating Profit
  • Phase IV- Productized Services
    • Value Proposition
    • Profitability Triangle Focus
    • Critical Skills
    • Required Operational Infrastructure
    • Target Mix
    • Revenue Growth Rate
    • Target Gross Margin
    • Target Operating Profit
  • Maturity Time Line
  • Services Phases Graph
  • Skipping a Phase
  • Stalling in a Phase
  • Services Market Landscape
    • Hewlett Packard: More than Just an Integrator?
    • Compaq: Buying Its Way Around the Wheel
    • Sun: Not Sure They Want In
    • EMC: Knows the Way to Go
  • Management Positioning

Chapter 13 : Unique Issues

  • Alignment
    • Vertical Alignment: Aligning Service Solutions and Capabilities
    • Horizontal Alignment: Aligning Service Departments
    • Aligning Skills
    • Overlap
  • Partner Conflict
  • Product Infrastructure Vs. Service Infrastructure
    • Internal Education and Promotion
  • Global Differences
  • Closing Comments

Chapter 14 : Summary of Key Concepts

  • The SAR Factor
  • Four Qualifying Questions
  • Ten Parameters for Running a Business
  • Key Levers of a Professional Services Business
  • Organization Structure, Metrics, and Compensation
  • Business Model and Objectives
  • Maturity Time Line
  • Unique Issues
  • Sirens’ Song

Appendix A – Evaluating Your Service Vendors

  • Tier I- Solutions and Capabilities
  • Tier II- Ability to Execute
  • Tier III- Strategic Fit

Appendix B – Key Financial Models

Appendix C – PS Business Review

  • Timing
  • Attendees
  • Agenda
  • Sample Review Packages

Appendix D – Sample Project Review
Project Review Executive Summary

  • 1.0 Project Overview
  • 2.0 Project Team
  • 3.0 Project Statistics
  • 3.1 Phase I: Detailed Design
  • 3.2 Phase II: Interpretation
  • 3.3 Phase III: Project Statistics Interpretation
  • 4.0 Repeatable Components
  • 5.0 Conclusions

Appendix E – Solution Portfolio Management

    • Solution Portfolio Graph
      • Solution Revenue
      • Solution Maturity
      • Solution Margin
    • Portfolio Ownership
      • Services Marketing
      • Services Engineering

Appendix F – Customer Request and Qualification Form

      • Request and Qualification Form
      • Customer Qualification Information
      Glossary Terms
      Selected Bibliography