Presentation on Strategic Roadmapping

1. Strategic Roadmapping Pamela Soin Brian Sharp Kalypso

3. The Kalypso Difference 10/27/09 www.kalypso.com

5. Roadmapping is the Link Between Strategy and the Project Portfolio Oct 27, 2009 Strategic Planning Portfolio Excellence Project Management Clear Vision Market Attack Plan Which direction? Align corporate vision & business strategy Portfolio Management Pipeline Management Market, Product, & Technology Integrated Roadmaps Resource Balancing Business Strategy Product Development Excellence Stage-Gate Execution Prioritize investments to meet strategic goals Balance resources according to priorities & investment strategy Seamless project execution from concept to market Strategic Roadmapping Set product & technology plans to meet business strategy Investment Strategy Time Revenue Reward Risk

12. Roadmapping Capabilities – an Evolution Rather than a Revolution Stage 0: Informal Role of Roadmapping as a strategic planning tool isn’t clear No distinct linkage to the Project Portfolio No clear definition of the issues roadmaps need to address No formal, consistent approach to manage base roadmaps No standardized data collection . Stage 1: Functional Enabler Roadmaps are created on a functional level for functional tactical planning Roadmaps are paper or MS office based Data collected but standard assumptions not used in all cases Roadmaps live on hard drives or shared drives No clear roles on roadmap maintenance and review exist Stage 2: Strategic Enabler A consistent, cross-functional approach is used to manage roadmaps to solve business issues & define strategy Data standardized for reliable decision making Timely reviews of integrated roadmaps exist in strategic planning cycles Roadmaps are incorporated into portfolio planning Stage 3: Leading Practice The organization actively uses roadmaps to solve business issues & define strategy into pipeline activity People, processes and a support technology are in place for quick roadmap generation to provide real-time data to make quick, informed decisions about the business Strategic Roadmapping Performance

19. Steps to a Successful Roadmapping Implementation Select a Portion of the Organization to Pilot the Roadmapping Process 2 Determine the Base Roadmaps Required to Solve the Business Issue 3 Organize a Core Implementation Team with Executive Sponsorship 4 Determine a Solution to the Business Issue using Integrated Roadmaps 5 Initiate Roll-out of Roadmapping to the Rest of the Organization 6 Identify the Business Issue 1 Choose an Automation Tool to Enable Roadmapping Activities 8 Measure Roadmapping Process Compliance 9 Integrate Roadmapping into Strategic Planning Cycles & Portfolio Reviews 7

21. Presenters & Further Information www.kalypso.com Brian leads Kalypso’s Profit Improvement Practice. His client work is focused on the integration of business strategy with value science. Brian is currently leading several large scale strategy engagements at leading global technology companies. Brian was with Lord Corporation, a high tech industrial manufacturer serving the Aerospace & Defense and Auto industries where he led their global automotive business. Prior to that, he held a variety of commercial leadership roles in Europe, Latin America and Asia with BP and Castrol. He received a BS in Chemical Engineering with a concentration in Bio-medical Engineering, from the University of Texas at Austin. For more information on Roadmapping, Value Management, or any other Kalypso Service you may contact Brian directly: Mobile: +1-919-428-4495 [email_address] Brian Sharp Practice Leader Pamela’s main focus at Kalypso is in Strategic Planning and Product Lifecycle Management. Pamela has served clients in the Medical-Device, Discrete, Hi-Tech and Consumer Package Goods industries. Her main expertise is in Project Portfolio Management Design & Implementation for tele-com, specialty chemical, bio-tech, and healthcare. Her other areas of expertise are in: Strategic Roadmapping, IP Commercialization, Product Lifecycle & Product Data Management, and Lean Manufacturing. Prior to joining Kalypso, Pamela worked for Ingersoll-Rand Company as a Lean Manufacturing Leader for manufacturing plants. Pamela has a BS in Industrial Engineering from North Carolina State University. For more information on Roadmapping, Portfolio Management, PLM Strategy or any other Kalypso Service you may contact Pamela directly: Mobile: +1-646-918-0214 [email_address] Pamela Soin Senior Consultant