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Silicon Space is transitioning to a product-driven strategy, facing inefficiencies in their support processes. The project aims to streamline support for efficiency and cost savings through Quickbase integration and offshore partnerships.
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Quickbase Integration Scott Remsen 7/14/2005
Company Background • Silicon Space is a provider of information technology services. The company has several applications that are currently being used by the federal government and in the commercial sector. • The recent success of the company has been driven by its quality products, support, customer services, and outstanding sales efforts. • In addition, Silicon Space has established an offshore partnership with a call center and technical solutions provider, Active Intelligence, located in Aguascalientes, Mexico.
Problem Statement • Silicon Space is transitioning from a provider of technology consulting services to a product-driven strategy. • Inefficiencies have been identified, resulting in the lack of standardization for company-wide support process. • Incoming customer queries were routed directly to software engineers, resulting in resource allocation
Project Objectives • To improve company-wide software support for Silicon Space by streamlining existing disparate solutions. • To utilize common support processes and technologies to increase resource efficiency and realize significant savings. • To improve SSI’s company-wide product support and be in a better position to outsource support roles to offshore developers and call centers, reducing overall support costs.
Project Characteristics and Requirements • Quickbase web portal for each product to be supported • Customized Lotus Notes Agent for Quickbase case generation and issue tracking for each product to be supported • Dedicated support e-mail addresses and phone lines for each product to be supported
Return On Investment Analysis The current support processes are inefficient, demanding that a senior developer devote twelve billable hours a week (at $105/hr.). Under the new system implementation, only six hours of offshore support will be needed per week to triage product issues and handle tier I issue resolution, due to increased efficiency brought about by response standardization and e-mail organization. Two additional hours development hours from senior engineers will be required for tier II issue resolution.
Risk Management Strategy Risks of implementing the Quickbase support tools and processes: 80% Quickbase implementation will successfully reduce costs 20% Quickbase implementation will not reduce costs Risks of not implementing the Quickbase support tools and processes: 30% money will be saved using current processes 70% money will not be saved, or even lost
Communication Plan Timelines/Information Type: • Project manager: Manager will review project progress by holding weekly personal meetings with key stakeholders. Additional meetings may be held as needed. • Project team: Will participate in four analysis and design meetings to review current processes and proposed modifications. During product implementation, weekly meetings will be held to review progress and outstanding issues/concerns.
Timelines/WBS Project Duration = 16 days
Final Analysis • Successful project implementation will be measured by how quickly the new Quickbase tools and support processes are adopted by support technicians and offshore contractors. • Adequate training and post-implementation support should be given so that the new product is easily adopted and widely used.