customer satisfaction - a partnering approach - h k muralidhara - prakash padmanabhan fusion...

Customer satisfaction -

a partnering approach

- H K Muralidhara- Prakash Padmanabhan

Fusion Software Engineering, Bangalore

www.fusionse.com

Earlier scenario Current scenario

Customer

SolutionProvider

Partners working together

Customer

SolutionProvider

Consumer

Supplier

TransformationTransformation

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• Understand customer completely• Increasing complexity

- technological- business- environmental

• Building relationships

Need to partnerNeed to partner

• Customer relationship management – a critical focus area

• Many people involved in this

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Typical organisationTypical organisation

• Multiple lines of communication• No single person has a complete

“ feel ” of the project

• How does one ensure Customer Satisfaction and whois responsible ??

Projectteam

ProjectManager

Customer

- Senior management- Business development- Marketing- Support

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• Customer (“Account”) being managed • Single point interface• Two hats ;

- internal (project team/senior management)- external (customer)

• Responsible for customer care and satisfaction

Account managementAccount management

Projectteam

ProjectManager

Customer

- Senior management- Business development- Marketing- Support

AccountManager

reduce

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ActivitiesActivities

Pre-proposal study

Deliverycommitments

Requirementsstudy/analysis

Resourcemanagement

Contractmanagement

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Activities Activities (contd.)(contd.)

Customercommitments

Qualityplanning

Testing Work/lifebalance

Logistics Functionaltraceability

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Continuous hand-holding of the customer Ability to see the “big picture” Ensures the system will satisfy

customers requirements Co-ordinates all activities between team,

customer, senior management and others

AdvantagesAdvantages

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Single point interface with complete control ofproject

Value addition by way of managing costs Feedback to senior management on project

financials Budgeting and forecasting

AdvantagesAdvantages (contd.) (contd.)

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X = factor for indirect offshore costs decided by senior management from time to time

Y = factor for indirect onsite costs decided by senior management from time to time

Name

(Value) Offshore Effective Other Total Onsite Effective Other Total Total Total Total Total To be

Salaries cost (A * X) exps. effective salaries & Cost Expenses effective Actual Effective Billed Collected Billed

offshore off. Offshore allow ances onsite Onsite cost Cost Cost efforts

(A) (B) (C) cost (B+C) (D) (D*Y) (E) Onsite (F) (A+C+D+E) (B+C+F) value Off On

Extra Efforts

Billable

Billed

Current Month

Cumulative Cumulative

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Bonuses ofBonuses ofAccountAccount

ManagementManagement

• Management reporting and control• Saving of quality time for senior

management• Multiple accounts – multiple projects

handling capability• Identification of reusable resources• Work/life balance

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P M s i n v o l v e m e n t a n d e f f e c t i v e n e s s

0 1 0 2 0 3 0 4 0 5 0 6 0 7 0 8 0 9 0 1 0 0

P r e - s a l e s s u p p o r t

R e q u i r e m e n t s m a n a g e m e n t

A r c h i t e c t u r e

P r o j e c t p l a n n i n g

P r o j e c t t e a m m a n a g e m e n t

T e c h n o l o g y / t r a i n i n g

D e v e l o p m e n t p l a n n i n g

D e s i g n

C o n s t r u c t i o n m o n i t o r i n g

C u s t o m e r i n t e r a c t i o n s

Q u a l i t y a s s u r a n c e

C o s t c o n t r o l

W o r k / L i f e b a l a n c e

A l l r e v i e w s

I n v o l v e m e n t E f f e c t i v e n e s s

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PM/AM Involvement and effectivenes

0 10 20 30 40 50 60 70 80 90 100

Pre-sales support

Requirements management

Architecture

Project planning

Project team management

Technology/training

Development planning

Design

Construction monitoring

Customer interactions

Quality assurance

Cost control

Work/Life balance

All reviews

PMs Involvement PMs Effectiveness AMs Involvement AMs Effectiveness

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• has previously been involved in all stages of the SDLC

• has handled projects in diverse areas• good inter-personal skills• understands technology• capable of adding value in QA, Requirements

management, testing etc.• ability to understand business domains• conversant with handling international

projects• knows the company well

Typical profileTypical profile

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• Expand the practice to other activitiesin the organisation

• Evolve Account Management as a key practice in Software Delivery

What next ?What next ?

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H K Muralidhara - hkmurali@fusionsa.com

Prakash Padmanabhan - prakash@fusionsa.com

Thank YouThank You

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