SAP Simulation Strategy

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Jim Sturman

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Company for example has procured a limited number of

licenses of a program for piloting the development and

delivery of simulations.

Issues around a program and the proposed workflow have been identified. Some design groups have expressed their

intention to move forward with other options (Captivate,

Articulate) in the absence of a program and a comprehensive Company simulation strategy

Separate requests have come from Design to upgrade to

Adobe Captivate 2.0 or Activate) which would potentially introduce a

redundant software simulation tool into the Company

environment

Situational Analysis

Communication

Grid Enabled

Storage

Grid Enabled

Compute

Grid Enabled

MessagingDirectoryDataOrchestrationResourcesSecurity

Web

Ser

vice

sW

eb S

ervi

ces

Grid Middleware Services

Utility Computing Services

OptimizationLoad BalancingBillingOrchestrationAccountingMetering

Communication

Grid Enabled

Communication

Grid Enabled

Storage

Grid Enabled

Storage

Grid Enabled

Compute

Grid Enabled

Compute

Grid Enabled

MessagingDirectoryDataOrchestrationResourcesSecurity

Web

Ser

vice

sW

eb S

ervi

ces

Grid Middleware Services

Utility Computing Services

OptimizationLoad BalancingBillingOrchestrationAccountingMetering

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How Grid and Utility Computing Fit into the Vision

Utility Computing:Policy-based SLA/QoS, dynamic resource allocation, and pay-for-use

Grid:Virtualization, Provisioning, Aggregation of shared/pooled Resources

Converged IP Networks:Voice/VoIP, Video and Data

Driving a StrategicInflection Point

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Inflection Point

Legacy Continues

New Usage and New Solution Architectures Explode

Globalization, Mobility and Outsourcing

Globalization, Mobility and Outsourcing

Convergence ofComputing and Communications

Convergence ofComputing and Communications

Nano, Bio, Info and CognoConvergence*

Nano, Bio, Info and CognoConvergence*

M. C. Roco and W. S. Bainbridge, editors, Converging Technologies for Improving Human Performance, National Science Foundation, 2002.

Rethinking Moore’s Law: “Devices per User”

5

yearlog 1

0 (p

eopl

e pe

r co

mpu

ter)

Number CrunchingData Storage

InteractiveProductivity

Streaming autonomic information

Mainframe

Minicomputer

WorkstationPersonal Computer

Laptop

PDA

‘60 ‘70 ‘80 ‘90‘50 ‘00 ‘10

Who Moved My Stovepipe?

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The Enterprise is BecomingBoth Physically and Logically Distributed

Business Supermodels

by Larry Bossidy and Ram Charan | Nov 15 '04

It'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 capital

“…Big changes follow from small events…” Malcolm Gladwell, The Tipping Point

Construction: Matching Supply Chains to Accelerated Development Needs

Healthcare: Saving Lives while Saving Costs

Utilities: Deploy Services in Hours vs. Days

Retailers: More Products on Shelves, Better Margins & Inventory Management

Education: Student Retention, Development & Growth

New Usage Models Converging…

Introduction to Complexity MastersA successful approach to innovation

7

(37%) (7%)

(7%)

$ = 73% MORE PROFITABLE

€

$

= 19% MORE PROFITABLE

€$ = BASE€

(49% of Respondents)

Low

Glo

bal

Val

ue C

hain

Co

mpl

exi

ty

Hig

h

Low Value Chain Capabilities High

$

= 17% MORE PROFITABLE

€

Source: Deloitte Research

Proposed Simulation Workflow

Monday, April 10, 2023Jim Sturman

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Monday, April 10, 2023

Jim Sturman

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Potential Issues

ELS or a program

specialists could

become the bottleneck in this workflow

7. With any solution,

instructors will lose the

ability to record Mock items calls and provide

feedback

4. Loss of branching

and authenticity

since a program captures

single procedure/

path

6. Navigation demonstrates

serious usability

challenges for the learner

2. 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 capability

1. Training is often developed in parallel with software. Must

rely on screenshots to

create the simulation rather than actual app

3. a program is an object-based simulation tool for web-based applications.

Some supported systems are not compatible with

a program

Product Life CycleCash Flow Summary

Intro-duction

Growth Maturity Decline

Net Income

Investment

Intro-duction

Growth Maturity Decline

Intro-duction

Maturity DeclineGrowth

Cash Flow from Operations and Investments

Innovator’s Dilemma

EstablishedTechnology

DisruptiveTechnology

Innovator’s Dilemma

EstablishedTechnology

DisruptiveTechnology

Why upstarts and not established players?

Innovator’s Dilemma

EstablishedTechnology

DisruptiveTechnology

Why upstarts and not established players?

High dependency on existing customers

Initial market too small (relative to current)

Uncertain potential, certain consequences

“Crossing the Chasm”

34%

Earlymajority

Time of adoption of innovations

Earlyadopters

2.5%Innovators

34%

Latemajority

16%Laggards

13.5%

Chasm

“Immature” solution No “killer application”

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Jim Sturman