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Here are some examples of a few tools you can incorporate into Prezi that are applicable to business presentations (Cost Benefit Analysis, Stakeholder Model, SWOT Analysis, Timeline, and Stock Comparison). Feel free to use this Prezi as a template.

Radhakrishnan Sivaraman

on 13 March 2013

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Transcript of IPhoneDemo

qwerqwerqwer qwerqwerqwer Strategic Analysis Internal External Strengths Weaknesses Opportunities Threats SWOT Strengths Weaknesses Opportunities Threats http://finance.yahoo.com/q?s=GOOG http://finance.yahoo.com/q?s=YHOO Google vs Yahoo Internal External cost 1 cost 2 cost 3 cost 4 $10,578 Communities Customers Stockholders Employees Governments Business Tools Brand equity

Internet search leader

Strong market position

AdWords and AdSense programs

Ancillary services (Youtube, Gmail, etc)

Strong presence in professional networking space Inability to monetize Youtube

Weak presence in social networking space

Lack of product integration

Stock problems

No strategy for contraction

Skyrocketting cost for datacentre Increasing worldwide online ad spending

New acquisitions

Worldwide internet growth usage

Move into non-internet markets (i.e. Magazines, TV, Travel) Competition from Microsoft, Yahoo, Apple and smaller competitors

Reliance on Google network members

Privacy issues around content ownership

Slowdown in online ad-spend

Criticism against StreetView service 1998 2004 2005 2006 2007 2008 2002 2000 2001 2003 1999 2009 2010 http://www.google.com/corporate/timeline/#start benefit 1 benefit 2 benefit 3 benefit 4 *SWOT Info from WikiSWOT.com 1 April 1999 Google’s First Dog Yoshka,
the first “company” dog, comes to work with the senior vice president of operations, Urs Hoelzle. Google named
Top Search Engine December 1998 ”PC Magazine” reports that Google “has an uncanny knack for returning extremely relevant results” and recognizes them as the search engine of choice in the Top 100 Web Sites for 1998. Info from: Google becomes the world’s largest search engine; they announce the first billion-URL index. Search index: Pages 26 June 2000 Image Search launches,
offering access to 250 million images. Google Image Search 28 July 2001 Google AdWords 23 October 2000 Google AdWords launches with 350 customers. The self-service ad program promises online activation with a credit card, keyword targeting and performance feedback Google AdSense 4 March 2003 Google announced a new content-targeted advertising service, enabling publishers large and small to access their vast network of advertisers.
(Weeks later, on April 23, they acquired Applied Semantics, whose technology bolsters the service named AdSense.) L
s 21 May 2002 They released Labs for users to try out beta technologies fresh from the R&D team. Google No joke: they launched Gmail on April Fool’s Day.
(At the time, you needed an invitation to get an account.) 1 April 2004 Gmail 8 February 2005 Google Maps Google Earth 28 June 2005 Google Maps goes live. They unveil Google Earth: a satellite imagery-based mapping service combining 3D buildings and terrain with mapping capabilities and Google search. They launched Google Calendar, complete with sharing and group features. 13 April 2006 Google Calendar 1 September 2008 Google Chrome browser Word gets out about Google Chrome a bit ahead of schedule when the comic book that introduces the new open source browser is released earlier than planned. The browser officially becomes available for worldwide download a day later. Google Translate is capable of automatic translation between 41 languages after adding Turkish, Thai, Hungarian, Estonian, Albanian, Maltese, and Galician. These 41 languages cover 98% of the languages read by Internet users. Translate in 41 Languages 26 February 2009 Street View debuts in Google Maps in five U.S. cities: New York, San Francisco, Las Vegas, Miami, and Denver 29 May 2007 Street View for Maps + Timeline 3rd Party Design = confusion
Distracted Business Users/SMEs = Delays
Client Dictated Schedule = Problematic
Small Change Orders = Overhead Lesson Learned–Do Not Do Challenges
This is just for our reference purpose…..

1) Basic screens - describing what they are, + Create a Patient (Dan)(2 Minutes) 2) Implanting Patient + Add Remove Equipment (Siva) (4 Minutes) 3) Equipment and Patient Transfer, Move, Discard (Siva) (2 minutes) 4) Incidents + To Dos (Dan) (2 MInutes) 5) Mapping (Dan) (3 Minutes) 6) Administration and Security (Dan) (2 Minutes) DEMO Architecture US Team
Management Team
Darrell Filmore, Abhinesh Ram, Trey Roldan, Sanjay Gidwani & Venkatesh Kamat

Business Core Team
Dan Johnson & Prakash Rao

Technical Development Team
Radhakrishnan Sivaraman, Eric Schultz,, Anthony Victorio, Steve Cox, Archana Sethuraman

John Thrasher, Larry Dyson, Amit Topiwala, Abi Ashiru & Shuji Iida

Todd Mathews, Ashley & Mark Conklin

MDC offshore Team

Venkat Gattamaneni, Siddhesh Kabe, Ritika Dhandia, Smita Sinha, Ravi Dudeja Teams
Provides new functionality, enhanced capabilities, and improved navigation. Major updates include enhancements to equipment management and mapping modules.

Key Objectives: Increase Customer Loyalty across EMEA and APAC and also Improve information flow between Thoratec and Medical Centers.


Equipment Management : This module includes several new features and has a new look and feel to help make administration tasks easier.
Lot & Serial Number capability
Hospital Equipment ID functionality
Configurable Inventory Locations
New Tabular Equipment view
Enhanced ‘Add equipment’ dialog

Mapping: The mapping module has been updated to provide more detailed route information for patients via the Travel Planner feature. Project Phase II Summary 3/15/2012
Dan Johnson
Radakrishnan Sivaraman
Customer Success: Thoratec Educated Client Partner
Communicated Constantly with Client Partner
Raised Red Flags Internally
Practiced Deployments
Dress-Rehearsals for Go-Live Things We Did Well Dedicated QA during Development
Scripted Deployments – Develop Early!
Prep for Validation Time (take a vacation)
Enforce Accountability Everywhere (Consultant and Client)
Know Offshore Holidays Lesson Learned–Do This! A systematic approach to the process is important. In other words develop a plan that includes analysis, development, design and implementation. Allow development resources sufficient time prior to the development of the Application. Need sufficient brush up time for understanding the requirements, review the existing architecture and getting comfortable before starting the work is important. But in our case, MDC developer started his work at the end of Sprint I causing 4 days of delay which made us run behind our schedule, As he was supporting another existing applications which we were not aware of.
We could have avoided some of the redundant errors/mistakes, If we had a dedicated QA resource during our development phase itself.
UX Part/Platform issues (browser issues) were raised during regression testing, which the Tech team did not focus earlier and had not clarified with customer upfront.
Appropriate sample data was missing throughout the sprints. Most of the times, it’s difficult to identify whether its the real bug or data issue (highly restricted due to FDA compliance).
Collaboration btw Thoratec tech team and our development team should have happened little earlier so we could have caught some of the business logic issues.
Tickets should be bucketed correctly as defects vs change requests so that customers would be aware of their requests instead of reporting as too many defects.
QA team should have considered the larger accounts as part of the validation script so that we could have avoided the 3 production issues associated with huge transactions.
Too many deployment requests with multiple environments on every change ( about 100 full deployments and 35 delta deployments ). We never said ‘No’, But happily executed.
Unaccounted holidays and unplanned vacation were triggered at critical moments.
Need to assess and assign right resources with right skill sets for complex project where heavy customization is required.
To be successful on projects where resources come from different backgrounds/locales, one needs to heighten the level of Accountability, Professionalism, Commitment and Communication
Emphasize and provide coaching to charge client on weekly basis for only value add services.
There should be greater and common understanding of what deadlines and done means.
Provide enough notice to team about PTO or upcoming long weekends to plan for back fill resources or come up with alternative plans for coverage.
Ask questions when in doubt about functionality/requirement. Just do not code something without clear understanding.
Update Monitoring Tools like Rally on daily basis.
It is hard to work on projects where line of sight is not clear and you have to work with smaller budgets (like 100/200 hrs.) and request CO every 3-4 weeks. It is PMs worst nightmare.
We followed Agile Methodology for Development, but did not do any testing until the tail end of the project life cycle. Client did all the UAT testing. A process which we typically do not follow at MM.
Dev Org lacked data for Unit Testing.
Their UAT cycle was so long, iterative and exhausting, was hard to estimate the end date.
Because of time difference, it was observed that productivity was low on Mondays. Need to have good handoffs on Fri between on/off shore teams. Lesson Learned– Need to cleanup Sites + Partner Portal
UI: entirely VisualForce + JQuery
Custom Google Maps Mashup
Simple LMS Integration Phase I: Solution VAD Device Tracking done through paper checklists
Wanted to eliminate paper, remain FDA compliant
Differentiate from competetion Phase I: High Level Goals Famous Patient Q & A Existing SFDC Implementation
No SFDC UI allowed
FDA-Mandated Privacy + HIPAA
3rd Party Design Firm Phase I: Up Front Challenges Mapping: Patients go from Point A to Point B: Where are the Thoratec Centers close by the route.
Learning Management Integration Phase I: System Requirements (Part II) Device Tracking for serialized things from Shipment through Implant
Device tracking outside of Patient - transfer from hospital to hospital, patient to patient
Incidents: case management Phase I: System Requirements Overall Project Scope

Based in Pleasanton, CA
1,100 employees, $491m FY2012 revenue
Makes HeartMate II VAD (Ventricular Assistance Device)
Pumps keep people alive while waiting for a transplant
First Competitor: 2012 Client Background
Full transcript