1. Presenter Microsoft sales representatives Audience Technical decision makers (TDMs) who are interested in Saving Money Purpose Introduce the TDM to this solution Introduce the TDM to this solution Give the TDM a high-level overview of the phased steps needed to implement this solution Give the TDM a high-level overview of the phased steps needed to implement this solution Persuade the TDM to take the next steps Persuade the TDM to take the next steps Guidance To best present the deck, follow these guidelines: Delete hidden slides like this one before you present to your customer Delete hidden slides like this one before you present to your customer Familiarize yourself with the speaker notes included in the presentation Familiarize yourself with the speaker notes included in the presentation Customize the speaker notes to your customer (if necessary) Customize the speaker notes to your customer (if necessary) Customize the benefits / challenges slides for your audience (if necessary) Customize the benefits / challenges slides for your audience (if necessary) Using this presentation

2. The TDM Conversation TDM Conversation Tools TDM Conversation Tools Business Priorities Presentation Business Priorities Presentation Business Priorities Guide Business Priorities Guide Capability Discussion Guide Capability Discussion Guide Recap discussion with BDM Recap discussion with BDM Highlight areas of BDM resonance/priority Highlight areas of BDM resonance/priority Discuss the value of an integrated capability approach Discuss the value of an integrated capability approach Show generic solution Optimization models Show generic solution Optimization models Establish next steps: Establish next steps: Get approval to proceed with an integrated capability analysis Get approval to proceed with an integrated capability analysis Ensure that appropriate IT roles are involved in the integrated capability analysis: Ensure that appropriate IT roles are involved in the integrated capability analysis: Critical / needed for immediate next steps: Business Analysts, Solution Architects Critical / needed for immediate next steps: Business Analysts, Solution Architects Desired / will need to eventually be involved in the integrated capability analysis, but good to have involved up-front in immediate next steps: Platform Architects, Infrastructure Architects, IT Infrastructure Manager, IT Operations Manager Desired / will need to eventually be involved in the integrated capability analysis, but good to have involved up-front in immediate next steps: Platform Architects, Infrastructure Architects, IT Infrastructure Manager, IT Operations Manager

3. Infrastructure Optimization Sales Approach Audience Solution Implementer Guide Architecture Guide Infrastructure Optimization Sales Support Materials Solution road map Solution areas Industry Horizontal Customer business strategy Capability Discussion Guide Capability Discussion Presentation 1. Present relevant integrated capabilities Present relevant integrated capabilities 2. Position the Integrated Enterprise Platform approach Position the Integrated Enterprise Platform approach 1. Present relevant integrated capabilities Present relevant integrated capabilities 2. Position the Integrated Enterprise Platform approach Position the Integrated Enterprise Platform approach Business Priorities Guide Business Priorities Presentation 1. Understand business needs and priorities Understand business needs and priorities 2. Discuss range of potential solution capabilities Discuss range of potential solution capabilities 1. Understand business needs and priorities Understand business needs and priorities 2. Discuss range of potential solution capabilities Discuss range of potential solution capabilities Optimization gap analysis => Projects, architecture, products BDM TDM IT Pro

4. Why Position the Optimization Model? Maturity Model & Road Maps Using a maturity model with a customer allows you to… Structure the conversation Structure the conversation Have customers answer the question “What do I need to achieve these benefits?” instead of “Why do I want to buy that?” Have customers answer the question “What do I need to achieve these benefits?” instead of “Why do I want to buy that?” Position incremental sales Position incremental sales Maturity models reveal advanced, higher-value scenarios Maturity models reveal advanced, higher-value scenarios Gives the client clear cost-benefit options that include business benefit and platform value Gives the client clear cost-benefit options that include business benefit and platform value Assess the customer’s current state more easily Assess the customer’s current state more easily Help the client understand where they are and prioritize incremental licensing in their terms Help the client understand where they are and prioritize incremental licensing in their terms Push for a road map (maturity models lead to road maps) Push for a road map (maturity models lead to road maps)

5. Road Map Selling Structure the relationship Structure the relationship Joint plan to achieve strategic value goals Joint plan to achieve strategic value goals Iterative deployment phases demonstrate value early, reduce risk Iterative deployment phases demonstrate value early, reduce risk Organize and prioritize licensing and services in a way meaningful to the client (business benefit + platform value) Organize and prioritize licensing and services in a way meaningful to the client (business benefit + platform value) “Sell to me in terms of this road map” “Sell to me in terms of this road map” Move from point-solution support to Integrated Enterprise Platform incumbent Move from point-solution support to Integrated Enterprise Platform incumbent An in-progress road map is a highly defensible position An in-progress road map is a highly defensible position Focus and direct the selling process Focus and direct the selling process Strategic account plans can focus on fewer entry points that lead to Integrated Enterprise Platform initiatives Strategic account plans can focus on fewer entry points that lead to Integrated Enterprise Platform initiatives Road map guides the goals and schedules of selling delivery Road map guides the goals and schedules of selling delivery

6. Licensing Management Use road maps Use road maps Prioritizes license purchases and timing in consistent terms of client value Prioritizes license purchases and timing in consistent terms of client value Don’t stop at the initial Optimization gap analysis Don’t stop at the initial Optimization gap analysis Push road map development Push road map development Position initial solution deployment in the context of the road map at all times Position initial solution deployment in the context of the road map at all times Use the Optimization model to pool value articulation across solution road maps Use the Optimization model to pool value articulation across solution road maps

7. Saving Money Capability Discussion Presentation

8. Engagement Approach Audience Solution road map Solution areas Industry Horizontal Business strategy Integrated Capability Analysis > Projects, architecture, products 1. Present relevant integrated capabilities Present relevant integrated capabilities 2. Position the Integrated Capability approach Position the Integrated Capability approach 1. Present relevant integrated capabilities Present relevant integrated capabilities 2. Position the Integrated Capability approach Position the Integrated Capability approach Business executives 1. Understand business needs and priorities Understand business needs and priorities 2. Discuss range of potential solution capabilities Discuss range of potential solution capabilities 1. Understand business needs and priorities Understand business needs and priorities 2. Discuss range of potential solution capabilities Discuss range of potential solution capabilities IT executives Architects IT pro/dev executives

9. AgendaAgenda Recap Business Discussions Integrated Capability Approach Summary and Next Steps Needed Integrated Capabilities

10. Recap BDM Conversation To start off this presentation, you should recap your previous discussions with the BDM and/or TDM. Do the following: Pull slides from the Business Priorities Presentation or present this deck in its entirety. Pull slides from the Business Priorities Presentation or present this deck in its entirety. Be sure to update the “Support for Priority Business Capabilities” slides and the hidden “Business Priorities Guide” slide with the most current view of the priority business capabilities. Be sure to update the “Support for Priority Business Capabilities” slides and the hidden “Business Priorities Guide” slide with the most current view of the priority business capabilities.

11. Business Priorities Guide Business Priorities Guide 1a You initially used this guide to prepare for and structure the conversation with the BDM. You should reference this guide to present your current understanding about the specific BDM business drivers and their priorities. Business Priorities Guide 1b Use this side of the guide to present the business capabilities that were the most compelling to the BDM and to get the TDM’s perspective about the priorities that are relevant to other IT strategies and/or initiatives that may be under way. EXAMPLE

12. Business DriverPhase 1Phase 2Phase 3 STREAMLINE THE BUDGETING AND FORECASTING PROCESS View and gather financial data to standardize the budgeting process across the enterprise via collaboration and workflows Gain greater visibility into inventory control, purchasing, and sales order processing for demand planning to help reduce costs via reports from different data sources and data marts associated with inventory control, purchasing, and sales order processing Improve pricing and visibility into supplier performance to control costs via using content-centric social computing capabilities; comparing quotes from suppliers that have different delivery deadlines, price conditions, or other parameters; and analyzing historical data to evaluate past supplier performance Align budgeting and forecasting processes to business strategies via predictive analysis and strategy-driven, enterprise-wide scorecards Support budgets and forecasts with workflows for planning, requests, and change approvals via collaborative processes and basic composite applications Maintain robust audit trails and version control on all budget and forecast information via a framework to manage distributed repositories and content metadata Compare quotations from suppliers who have different delivery deadlines, price conditions, or other parameters via trend analysis tools and integrated and flexible data services of enterprise resource planning (ERP)-centralized and managed data warehouses View data from multiple angles including costs, revenue, margin, discounts, number of records, and highest and lowest values via centralized and managed data warehouses that employ customized client/server applications Provide contract prices, escalations, and terms and conditions in sales and marketing price- management workflows via business-to- business (B2B) integration and collaborative processes with workflows that use collaborative workspaces and portal infrastructures Provide a dynamic and role-based budgeting process with capabilities to reconcile actuals and forecasts according to budgets via sophisticated composite applications on a service-oriented platform architecture Be able to adjust performance targets to business conditions via predictive analysis, data mining, and forms integrated with line- of-business (LOB) systems and processes Implement site accounting for activity-based costing to support analyzing value streams to improve opportunities and ongoing monitoring, tracking, and status via centralized, integrated, and automated value- stream mapping; an electronic system of records for all value streams; and an improved project tracking, status, and reporting application Provide collaboration portals that share supplier data and information via enterprise data warehouses and the ability to securely share information and collaborate with vendors by using existing collaborative workspaces and portal infrastructures Note to presenter: This is a template. Prune, add, and prioritize per BDM and TDM feedback. Ensure consistency with the “Business Discussion Guide” and the “Capability Discussion Guide”. Integrated Capability Support for Priority Business Capabilities

13. Business DriverPhase 1Phase 2Phase 3 RETAIN AND ATTRACT CUSTOMERS WITH A LEAN CUSTOMER SUPPORT STAFF Enable better collaboration and coordination of sales activities across distributed sales teams via collaborative workspaces for customer and market information and for sales activity tracking that users can access on mobile devices Improve quality and reduce cycle time to generate sales proposals via collaborative workspaces that contain customer and market information, product and service information, proposal templates, and collaborative authoring capabilities Align front-office application resources, and tag and disseminate client information so the financial advisor, call center, and client Internet experience encapsulate the most-needed information for rapid service fulfillment via an enterprise architecture for integration (enterprise service bus [ESB], enterprise application integration [EAI], and B2B); standardized, packaged integration solutions; and enterprise-wide core processes that are integrated and that use data from enterprise data warehouses Exploit opportunities to pursue niche markets and high-value customers via self-serve reporting and analysis of transactional data from data marts Improve advisor and call center representative productivity orchestration in all tools, data stores, and applications by using workflow routines that mimic common tasks to end users via collaborative processes that include workflows that use collaborative workspaces and portal infrastructures, forms that are embedded in documents and e-mail to manage metadata and workflows, and automated core business processes; and process activities that are monitored Drive persistent focus on critical areas of individual performance and improve focused execution in niche markets and for high-value customers via personalized performance scorecards Align all application tools so that the work performed and the data, report, and derived data routines automatically update all applications with contingencies to that data, to ultimately drive greater wallet share and revenue via fully mature, enterprise-wide use of service-oriented architecture (SOA) and process abstraction that includes active development on modern tools and platforms and business activity monitoring (BAM) within business process automation, supported by real-time integration, availability, and management across data warehouses, and consistent business processes that use flexible business automation tools DEEPEN BUSINESS INSIGHTS LESS EXPENSIVELY Improve access to key operational and performance data across the company via data marts, parameterized reports created by IT, and dashboards Reduce complexity and high training costs for personnel by providing streamlined tools that support their work via role-based applications for specific tasks, that have a comfortable, familiar, and consistent user interface Reduce paperwork and improve current processes by converting forms from paper to electronic format via an electronic forms tool that is managed and deployed on a collaboration platform and through e-mail and Web forms Improve support for decision making by providing access to enterprise, operational, and performance data across processes and systems via a centralized data warehouse to consolidate, audit, and cleanse data from across the enterprise, that includes self-service reporting, analysis tools, real-time key performance indicators (KPIs), and scorecards Execute daily processes quickly and effectively while responding appropriately to high-priority functions and information via integrating common desktop applications with role-based applications Improve processes and increase collaboration by implementing forms-based workflows via automated forms workflows that support digital signatures, approvals, feedback both inside and outside the firewall, and on mobile devices Improve the support for decision-making by providing ready access to relevant operational, performance, and financial data via combining operational and financial data into single reports and using spreadsheet-based reporting for complex and parameterized reports Improve decision making abilities in carrying out daily processes and high-priority functions via role-based composite applications that use contextual Business Intelligence and search Enhance process agility internally and with partners and suppliers, by enabling users to create and alter workflows to respond to dynamic work conditions via customizable and situational workflows across the firewall, by using alterable parameters and rerouting options Note to presenter: This is a template. Prune, add, and prioritize per BDM and TDM feedback. Ensure consistency with the “Business Discussion Guide” and the “Capability Discussion Guide”. Integrated Capability Support for Priority Business Capabilities

14. Business DriverPhase 1Phase 2Phase 3 SPEND LESS ON CORPORATE REPORTING Improve the focus on KPIs with timely, automated scorecards in a single portal via interactive, departmental scorecards Encourage continual improvement focus (Lean Six Sigma) and communication with consistent process templates, documentation, and analysis via IT-provisioned portals that are deployed on a single productivity infrastructure Create and store data electronically via electronic forms Deliver data across multiple departments via secure collaborative workspaces Allow users to develop detailed, contextual reports without involving IT via self-serve reporting and analysis tools Improve visibility into and alignment of KPIs across the enterprise via role-based, strategy-driven, enterprise-wide scorecards and reports Streamline manual business processes that span multiple departments by using shared metrics, reports, and workflows via portals that deliver customized, targeted, and aggregated information based on a user's identity Provide comprehensive access to information by fully integrating end-to- end processes across multiple systems via business process automation, workflow automation, and integrated custom applications Enable users to enter and access data instantly with handheld devices via forms- based solutions that are accessible from mobile devices, e-mail, and browsers Enable full strategic alignment of metrics and accountability for performance across business functions and roles via advanced visualizations (KPIs exposed in strategy maps and custom visualizations) supported by predictive analysis and data mining Provide transparency into business units, processes, and their relative performances via embedded reporting in business processes Streamline access to process performance and improvement data across a portfolio of customers, products, suppliers, channels, and projects via secure portals and Business Intelligence tools for automated business process data across multiple organizations Provide better root cause analysis and guidance about the key performance drivers of business results via business activity monitoring of automated core business processes Provide integrated access to data in financial and administrative systems via bidirectional composite applications Reduce the need to switch to other applications to modify or enter new information via one common interface across various integrated composite applications Enable users to share information securely and comply with government mandates via accelerators and adapters that enforce compliance Note to presenter: This is a template. Prune, add, and prioritize per BDM and TDM feedback. Ensure consistency with the “Business Discussion Guide” and the “Capability Discussion Guide”. Integrated Capability Support for Priority Business Capabilities

15. Business DriverPhase 1Phase 2Phase 3 DECREASE THE COST OF PUBLISHING CONTENT TO THE INTERNET Provide basic content management of key digital assets and intranet with workflow, collaboration, and search capabilities via an enterprise portal, integrated office productivity software, and e-mail applications for management of structured and unstructured information, messaging, and collaboration Implement formal processes and the supporting technology platform to author, stage, deliver, and produce Web site content via an enterprise portal platform that supports integrated design and development tools to manage a multiple- tier environment for intranet, Internet, and external Web sites to enable collaboration, workflow, and content management Use a single authoring tool for all intranet, Web, and extranet sites via unified enterprise portal design tools that customers use to author all Internet and extranet Web sites STREAMLINE APPROVAL PROCESSES Keep common forms in a central location, to enable operational collaboration from both headquarters and remote locations via categorized forms libraries and document libraries Provide a centralized, collaborative proposal document library via collaborative workspaces that are integrated with desktop productivity applications, document and content locking, and versioning capabilities Distribute documents created by the headquarters to remote employees based on their roles, and track delivery and follow-up on documents that are required reading via centralized, workflow-based document distribution and review Automate proposal work coordination and document handling via centralized collaborative workflows that are supported by workflow management and document workflows Create a culture of compliance for all critical documents, and assure receipt and review auditing based on how critical a document is via rules and role-focused, workflow- based document review Streamline and automate proposal generation via automatically populating XML proposal templates INCREASE ENVIRONMENTAL SUSTAINABILITY Allow employees in branch offices to travel less frequently to central offices for meetings via communication tools such as voice mail, audio/video conferencing, and secure instant messaging (IM); collaboration tools such as workspaces with document management that interoperates with desktop productivity applications; and online and offline e-mail Make remote workers more productive with key data or systems via secure remote access Allow employees to telecommute as often as possible without diminishing performance via communication tools such as Web/audio/video conferencing, software-powered voice over Internet Protocol (VoIP), secure IM, e-mail, and voice mail on a browser or mobile device; collaboration tools such as support for offline documents, search for documents and people, and calendar and task management Show when telecommuting employees are available via presence-based call management and IM on a browser or mobile device Enable a roaming workforce with the flexibility to work from home, satellite offices, or permanent desks via presence-enabled LOB applications; integrated Web/audio/video conferencing; unified inbox with voice mail, e- mail, and fax; and federation of communication information Note to presenter: This is a template. Prune, add, and prioritize per BDM and TDM feedback. Ensure consistency with the “Business Discussion Guide” and the “Capability Discussion Guide”. Integrated Capability Support for Priority Business Capabilities

16. AgendaAgenda Recap Business Discussions Integrated Capability Approach Summary and Next Steps Needed Integrated Capabilities

17. IT Business TodayFuture Dynamic business agility and low TCO Multiple Enterprise Solutions Point solutionsPoint solutions Siloed, disconnectedSiloed, disconnected technology investmentstechnology investments Siloed, disconnectedSiloed, disconnected technology investmentstechnology investments High TCO | Low agilityHigh TCO | Low agility Sales Effectiveness Improving Customer Service Integrated capabilities Why the Integrated Enterprise Platform Approach?

18. Supporting Microsoft Technologies Client Capabilities Infrastructure Optimization Models Infrastructure Capability Integration Business Solutions Solution Areas Application Platform Application Platform Optimization Infrastructure Optimization Infrastructure Optimization Models IT Process & Compliance Business Productivity Infrastructure Optimization Model Collaboration Unified Communications Enterprise Content Management Enterprise Search Reporting and Analysis Content Creation DYNAMICDYNAMICRATIONALIZEDRATIONALIZEDSTANDARDIZEDSTANDARDIZEDBASICBASIC Core Infrastructure Optimization Model Data Center Services Client Services Identity & Security Services DYNAMICDYNAMICRATIONALIZEDRATIONALIZEDSTANDARDIZEDSTANDARDIZEDBASICBASIC

19. Client Capabilities Infrastructure Optimization Models Infrastructure Capability Integration Business Solutions Solution Areas Application Platform Application Platform Optimization Infrastructure Optimization Relationships Between Integrated Capabilities Infrastructure Optimization Models IT Process & Compliance Business Productivity Infrastructure Optimization Model Collaboration Unified Communications Enterprise Content Management Enterprise Search Reporting and Analysis Content Creation DYNAMICDYNAMICRATIONALIZEDRATIONALIZEDSTANDARDIZEDSTANDARDIZEDBASICBASIC Core Infrastructure Optimization Model Data Center Services Client Services Identity & Security Services DYNAMICDYNAMICRATIONALIZEDRATIONALIZEDSTANDARDIZEDSTANDARDIZEDBASICBASIC

20. Integrated Enterprise Platform Client Capabilities Infrastructure Optimization Models Infrastructure Capability Integration Business Solutions Solution Areas Application Platform Application Platform Optimization Infrastructure Optimization Infrastructure Optimization Models IT Process & Compliance Business Productivity Infrastructure Optimization Model Collaboration Unified Communications Enterprise Content Management Enterprise Search Reporting and Analysis Content Creation DYNAMICDYNAMICRATIONALIZEDRATIONALIZEDSTANDARDIZEDSTANDARDIZEDBASICBASIC Core Infrastructure Optimization Model Data Center Services Client Services Identity & Security Services DYNAMICDYNAMICRATIONALIZEDRATIONALIZEDSTANDARDIZEDSTANDARDIZEDBASICBASIC Business Productivity Infrastructure Core Infrastructure Infrastructure Dependencies

21. Infrastructure Optimization Models Each capability has four levels of maturity: Basic Standardized Rationalized Dynamic What are these used for? Profiling integrated capabilities, leading to model common capabilities Understanding dependencies Planning advancement in services provided to lead to enterprise-class capabilities Each capability has four levels of maturity: Basic Standardized Rationalized Dynamic What are these used for? Profiling integrated capabilities, leading to model common capabilities Understanding dependencies Planning advancement in services provided to lead to enterprise-class capabilities Optimization Model Capability Maturity Levels IT Process & Compliance Business Productivity Infrastructure Optimization Model Collaboration Unified Communications Enterprise Content Management Enterprise Search Reporting and Analysis Content Creation DYNAMICDYNAMICRATIONALIZEDRATIONALIZEDSTANDARDIZEDSTANDARDIZEDBASICBASIC Core Infrastructure Optimization Model Data Center Services Client Services Identity & Security Services DYNAMICDYNAMICRATIONALIZEDRATIONALIZEDSTANDARDIZEDSTANDARDIZEDBASICBASIC

22. Business Productivity Infrastructure Core Infrastructure Infrastructure Dependencies Multiple Solutions, One Platform Use integrated capabilities for all of your business needs Streamline the budgeting and forecasting process Retain and attract customers with a lean customer support staff Deepen business insights less expensively Spend less on corporate reporting Decrease the cost of publishing content to the Internet Streamline approval processes Increase environmental sustainability

23. OperationsOperations Human Resources Sales FinanceFinance Multiple Solutions, One Platform Use integrated capabilities for all of your business needs

24. Business Benefits IT Benefits Familiarity High user familiarity Faster adoption rate Lower time to value Agility Fast, efficient deployment Greater integration Robustness Consistent features Data integration Process integration Scalable Performance and reliability Security Support skills and processes Lower TCO Common support skills and processes Lower integration costs Low cost software Sustainable Continuity and long-term viability Value of Integrated Capabilities from Microsoft

25. AgendaAgenda Recap Business Discussions Integrated Capability Approach Summary and Next Steps Needed Integrated Capabilities

26. IT Challenge: Align with Business Goals IT Strategy and Business Alignment OperationsManagement InnovationEnablement Business Strategy and Goals

27. Cost center More efficient cost center Business enabler Strategic asset Time Value Optimizing the Integrated Enterprise Platform

28. Sophistication of the Solution Phase 1 Provides basic support for the most critical elements of the business driver Phase 2 Provides adequate, typical support for critical and priority elements of the business driver Phase 3 Provides thorough, streamlined support for the business driver that enables differentiated levels of performance DEEPEN BUSINESS INSIGHTS LESS EXPENSIVELY STREAMLINE APPROVAL PROCESSES DECREASE THE COST OF PUBLISHING CONTENT TO THE INTERNET SPEND LESS ON CORPORATE REPORTING INCREASE ENVIRONMENTAL SUSTAINABILITY RETAIN AND ATTRACT CUSTOMERS WITH A LEAN CUSTOMER SUPPORT STAFF STREAMLINE THE BUDGETING AND FORECASTING PROCESS

29. Phase 1 BasicStandardizedRationalizedDynamic

30. Phase 2 BasicStandardizedRationalizedDynamic

31. Phase 3 BasicStandardizedRationalizedDynamic

32. AgendaAgenda Recap Business Discussions Integrated Capability Approach Summary and Next Steps Needed Integrated Capabilities

33. Reduced complexity, IT support time, and training costs for remote personnel from streamlined tools that support their work Data is created and stored electronically Data is delivered across multiple business units and departments Users can develop detailed, contextual reports without involving IT IT can provide an audit history or trail and a log of changes Easy accessibility to an organization's documents, records, and other content that is stored in a centralized and managed environment IT Benefits of the Integrated Capability Approach

34. Is a key driver of business productivity and growth Fuels profitable revenue growth Gives managers more insight and control Encourages employee productivity Benefits of Optimizing IT Capabilities Grow revenue 6.8% faster Grow revenue 6.8% faster per year than their peers in the bottom 25% of IT capability. Enjoy 23% higher revenue per employee Enjoy 23% higher revenue per employee than their peers in the bottom 25% of IT capability. Achieve superior productivity Achieve superior productivity (a company’s IT infrastructure is a key determinant). significantly better insight into, and control over, key dimensions Have significantly better insight into, and control over, key dimensions of their business. Source: Enterprise IT Capabilities and Business Performance, Marco Iansiti, David Sarnoff Professor of Business Administration, Harvard Business School George Favaloro, Principal, Keystone Strategy, Inc-March 2006, http://www.microsoft.com/business/enterprise/itdrivesgrowth.mspxhttp://www.microsoft.com/business/enterprise/itdrivesgrowth.mspx Optimized IT… Companies in the top 25% of IT capability…

35. Guidance Use the next slides to have the TDM do the following: Use the next slides to have the TDM do the following: Approve the next step in the Engagement Approach: a integrated capability analysis Approve the next step in the Engagement Approach: a integrated capability analysis Involve the appropriate IT resources in the integrated capability analysis Involve the appropriate IT resources in the integrated capability analysis Critical / needed for immediate next steps: Business Analysts, Solution Architects Critical / needed for immediate next steps: Business Analysts, Solution Architects Desired / will need to eventually be involved in the integrated capability analysis, but good to have involved up-front in immediate next steps: Platform Architects, Infrastructure Architects, IT Infrastructure Manager, IT Operations Manager Desired / will need to eventually be involved in the integrated capability analysis, but good to have involved up-front in immediate next steps: Platform Architects, Infrastructure Architects, IT Infrastructure Manager, IT Operations Manager State that the immediate next step is the presentation of the Solution Implementer Guide to the assigned IT audience State that the immediate next step is the presentation of the Solution Implementer Guide to the assigned IT audience Reference the Capability Discussion Guide to briefly describe the process you will lead the SIG team through Reference the Capability Discussion Guide to briefly describe the process you will lead the SIG team through If necessary, review the Capability Discussion Guide with the TDM to determine who to best involve from IT If necessary, review the Capability Discussion Guide with the TDM to determine who to best involve from IT

36. Capability Discussion Guide This guide is a key tool for translating priority business capabilities into Optimization maturity levels. This page presents business drivers, business capabilities, and solution components. Capability Discussion Guide Map This page summarizes the Optimization mapping for the three solution phases defined by the collective set of integrated capability attributes on previous pages. Use this information to customize the target Optimization solution mapping per the client’s priority business capabilities. EXAMPLE

37. Engagement Approach Audience Solution road map Solution areas Industry Horizontal Business strategy Integrated Capability Analysis => Projects, architecture, products 1. Present relevant integrated capabilities Present relevant integrated capabilities 2. Position the Integrated Enterprise Platform approach Position the Integrated Enterprise Platform approach 1. Present relevant integrated capabilities Present relevant integrated capabilities 2. Position the Integrated Enterprise Platform approach Position the Integrated Enterprise Platform approach Business executives 1. Understand business needs and priorities Understand business needs and priorities 2. Discuss range of potential solution capabilities Discuss range of potential solution capabilities 1. Understand business needs and priorities Understand business needs and priorities 2. Discuss range of potential solution capabilities Discuss range of potential solution capabilities IT executives Architects IT pro/dev executives

38. Integrated Capability Analysis Ensure target business capabilities cover process improvement priorities Translate business capabilities into required infrastructure capabilities Assess current infrastructure maturity Determine gaps to target integrated capabilities Build a road map for integrating capabilities and implementing solutions Specify required platform architecture, technologies, and services Baseline the Microsoft platform road map

39. Next Steps Integrated capability analysis Explore the Integrated Enterprise Platform Create a high-level implementation road map Identify resources in your organization Business analysts Solution architects Platform architects Infrastructure architects IT infrastructure managers IT operations managers Review the technology road map Translate into a solution capability road map to review with the business

40. © 2010 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.