Js Sim Strategy 2010
- 1. SAP Simulation Strategy Click slides to continue…
- 3. How Grid and Utility Computing Fit into the VisionConverged IP Networks:Voice/VoIP, Video and DataUtility Computing:Policy-based SLA/QoS, dynamic resource allocation, and pay-for-useGrid:Virtualization, Provisioning, Aggregation of shared/pooled Resources3
- 4. Nano, Bio, Info and CognoConvergence*Globalization, Mobility and OutsourcingConvergence ofComputing and CommunicationsM. C. Roco and W. S. Bainbridge, editors, Converging Technologies for Improving Human Performance, National Science Foundation, 2002. Driving a StrategicInflection PointNew Usage and New Solution Architectures ExplodeInflection PointLegacy Continues4
- 5. Number CrunchingData Storage MainframeMinicomputerInteractiveProductivityWorkstationStreaming autonomic informationPersonal ComputerLaptopPDARethinking Moore’s Law: “Devices per User”log10 (people per computer)year‘60‘70‘80‘90‘50‘00‘105
- 6. Business Supermodelsby Larry Bossidy and Ram Charan | Nov 15 '04It's become commonplace to say that globalization has changed business, but the tectonic shifts run deeper than most businesses understand. These changes are permanent rather than cyclical; the fundamentals of how a business makes money have been altered by worldwide supply chains, instant communications and a surplus of readily available capitalWho Moved My Stovepipe?“…Big changes follow from small events…” Malcolm Gladwell, The Tipping PointHealthcare: Saving Lives while Saving CostsRetailers: More Products on Shelves, Better Margins & Inventory ManagementUtilities: Deploy Services in Hours vs. DaysConstruction: Matching Supply Chains to Accelerated Development NeedsEducation: Student Retention, Development & GrowthThe Enterprise is BecomingBoth Physically and Logically DistributedNew Usage Models Converging…6
- 7. Introduction to Complexity MastersA successful approach to innovation$= 73% MORE PROFITABLE€$= 17% MORE PROFITABLE€(37%)(7%)Low Global Value Chain Complexity High(49% of Respondents)$= 19% MORE PROFITABLE€(7%)$= BASE€Low Value Chain Capabilities HighSource: Deloitte Research7
- 8. Current Simulation WorkflowMonday, September 13, 2010Jim Sturman8
- 9. Proposed Simulation WorkflowMonday, September 13, 2010Jim Sturman9
- 10. Potential Issues2. Average designer or design team will be unable to develop own simulation using a program. Reduced ability to make timely revisions in response to last minute changes. Reduced outsourcing capability1. Training is often developed in parallel with software. Must rely on screenshots to create the simulation rather than actual app3. a program is an object-based simulation tool for web-based applications. Some supported systems are not compatible with a programELS or a program specialists could become the bottleneck in this workflow4. Loss of branching and authenticity since a program captures single procedure/ path7. With any solution, instructors will lose the ability to record Mock items calls and provide feedback6. Navigation demonstrates serious usability challenges for the learner10Monday, September 13, 2010Jim Sturman
- 11. Product Life CycleCash Flow SummaryNet IncomeCash Flow from Operations and InvestmentsIntro-ductionGrowthMaturityDeclineInvestmentIntro-ductionMaturityDeclineGrowthIntro-ductionGrowthMaturityDecline
- 13. DisruptiveTechnologyEstablishedTechnologyInnovator’s DilemmaWhy upstarts and not established players?
- 14. DisruptiveTechnologyEstablishedTechnologyInnovator’s DilemmaWhy upstarts and not established players?High dependency on existing customersInitial market too small (relative to current)Uncertain potential, certain consequences
- 15. “Immature” solution No “killer application”34%Earlymajority34%Latemajority13.5%2.5%Innovators16%LaggardsEarlyadoptersTime of adoption of innovations“Crossing the Chasm”Chasm
- 16. Product Life CycleTypical pattern, highly variedbroadly representativeproduct, brand,geographynot necessarily predictiveinstructive, not definitiveconceptually based:diffusion, tech adoptionCash flow criticalMature ‘lend’, growing ‘borrow’Directlink to portfolio strategyManageable …Differentiated tacticsCompetitive positioningStrategic regenerationCrossing the Chasm
- 17. Feedback from DesignMonday, September 13, 2010Jim Sturman17Move off our current tools (DML) as they are cumbersome and ancient: “doing math with an abacus”Development tools for instructional and practice sims need to be cheap, fast and flexibleNeed design process re-engineering and support to make the best use of the technologyRobust, complex sim environment that is up-to-date, allows for authentic calls and hands-on practice activities, and captures correct procedures and common mistakesEnable self-empowerment for the designer, not an “ivory tower” that bottlenecks the dev process
- 18. Recommendations: Short-TermMonday, September 13, 2010Jim Sturman18Discontinue the current a program/items pilot and simulation conversionFocus a program effort towards rebuild of items Mock to reach parity with homepage redesign projectStandardize software simulation and other authoring tools across (Learning Tech Workgroup)Upgrade to Captivate 3.0* to leverage fixes and new branching capabilitiesBuild super user base and conduct workshops on best practices using Captivate 3.0 for instructional and practice simsSetup wiki to provide designers a forum to post and find best practices for instructional design and authoring toolsConduct pilot on rapid eLearning with DisputesConduct pilot on scenario-based simulations with NASP
- 19. 19Jim Sturman