management of technology seminar uc santa cruz john schneider october 27 th, 2005

Management of Technology Seminar UC Santa Cruz

John SchneiderOctober 27th, 2005

Management of Technology Seminar (ISM 101) October 27th, 2005

© Seagate Confidential

Agenda

• My role at Seagate

• Professional Background

• Seagate Technology Overview

• eBusiness Solutions

• Seagate Internships

• Usability Testing with Paper Prototypes

• Recent Internship Experience



At Seagate

Worked in various roles at Seagate for 3 ½ yearsCurrently an IT Program Manager

Responsible for managing multiple projects, often global in natureDefine business goals and strategic directionAnalyze payback of IT investmentsManaging the project plan and budgetEnsure resource availabilityCommunicate progress to executives and stakeholders

Participating in Seagate’s Tuition Reimbursement PlanCurrently earning MBA from Santa Clara University Interest areas include organization theory and international

business



Professional Background & Education

Graduated Cal Poly San Luis Obispo in June ‘99 Major: Business Concentration: Management Information Systems Minor: French

Systems Analyst for Deloitte Consulting in San Francisco Oracle ERP practice Consulted at HP, Beckman-Coulter, and Lucent

Consultant for Vigilance in Sunnyvale Supply Chain Management Software Consulted at Seagate, LSI, Compaq and Avnet



Seagate: Disc Drive Category Leader

• Seagate is the world’s leading provider of hard disc drives

– Q4 FY2005*: 27.3M drives shipped; revenue of $2.18B

• Provides drives for Enterprise, Desktop, Mobile Computing and Consumer Electronics applications

– Share leader in Desktop, Consumer Electronics and Enterprise

– 30% overall market share: highest in the industry

– Broadest product offering in the industry – Largest customer base

• Ownership and vertical integration of critical technologies: heads, media, motors, and printed circuit boards

• Approximately 45,205** employees worldwide

• Major operations and sales offices in 15 countries* For fiscal quarter ended April 1, 2005** Includes interns, contractors, and agency temps



Fremont, Milpitas, San Jose, Scotts Valley, CA

Oklahoma City, OK

Ang Mo Kio, Science Park & Woodlands, Singapore

Bangkok & Korat, Thailand

Minneapolis, MN

Penang & Senai, Malaysia

Wuxi, China

Longmont, CO

Springtown & Limavady, N. Ireland

Pittsburgh, PA Paris, France

Drives and Components

Regional HQ’s and Sales

Shanghai, China

Tokyo, JapanBeijing, China

Delhi, India

Seagate’s Global Presence




• Innovation

• Reliability

• Partnership



Leadership Model

• Leading Technology

– Invest in R&D

– Own underlying technology

• Broadest Set of Products and Customers

• Lowest Cost Producer

– Superior operational flexibility and leverage




An Industry Experiencing…

• Long-term growth

• Dynamic, emerging markets outside of traditional compute space

– DVRs, Handheld Digital Audio players & Game boxes

• Cost of extending technology has driven consolidation

• Fewer players to serve a growing market…




Q4 Financial Highlights

EPS $0.55 – up from loss of .07 in Q4FY04$0.55 – up from loss of .07 in Q4FY04

Margins

Revenue

Net Income

Shipments

Inventory

$2.18 billion – up 63% from Q4FY04$2.18 billion – up 63% from Q4FY04

$280 million – up from loss of (33) M in Q4FY04$280 million – up from loss of (33) M in Q4FY04

27.3 million – up 9 million from Q4FY0427.3 million – up 9 million from Q4FY04

Under 5 weeks – for 6th consecutive quarterUnder 5 weeks – for 6th consecutive quarter

24.8% - compared to 17.1% in Q4FY0424.8% - compared to 17.1% in Q4FY04



Total Market - All Form Factors

STX28%

MXO16%

WDC17%

FUJ7%

SMG8%

Toshiba8%

HGST15%

Others1%

Q3 FY05 88.3M Units

Growth

Y/Y = 35%

Q/Q = 3%Q4 FY05

90.9M Units

STX30%

MXO15%

WDC16%

FUJ7%

SMG8%

Toshiba7%

HGST16%

Others1%

Source: Seagate Market Research

Market Share Estimates



Growing Market and Revenue Access

97%: $23B

FY05

$6 billionin new

revenue access

So

urc

e: S

eaga

te M

arke

t Res

earc

h

75%: $17B

FY04

TAM: $23B

Network Storage

Server Storage

High Density Storage

PC Commercial

PC Consumer

Near Line

Low Cost Server

Notebook

PVRGaming/Audio/Other

Handheld



Proliferation in Consumer Applications• Drive shipments will grow to almost 200 million units in 2007*

• Revenues will grow to $11.5 billion in 2007*

*Source: Seagate Market Research



eBusiness Solutions & SMC IT

Drive strategy, design and development of seagate.com Provide a unified view of Seagate for users, and make it easy

for users to do business with Seagate. Define and drive design standards and processes

Improve the quality of solutions, and leverage resources and learning across the enterprise.

Manage both applications and infrastructureSMC applications (e.g., CRM, online ordering, forecasting)Sales data mart for reportingwww.seagate.com and enterprise portal, my.seagate.com,

spp.seagate.com. Define, develop and implement processes and solutions to

support transactional and decision support requirements for SMC.



UCSC Internships

Objective: Identify challenging projects that give an intern real-world

experience (projects last 1 to 2 terms in duration) Identify interns with the appropriate skillsHelp intern develop a project plan and gain access to stakeholders

and tools required for the project

General skills:Average to advanced skills in statistics (comfortable with Excel)Effective written and oral skills (comfortable writing PowerPoint

presentations)Flexible and self-motivated



UCSC IT Internships within eBusiness Solutions

Software Enhancement Tracking Process

Spring Summer Fall Winter Spring

2004 2005

Fall Winter Spring

2006

Search Optimization

Search Usability

Summer

Web Analytics

Content Authoring Process

Online Style Guide

Usability Testing with Paper Prototypes

John SchneiderOctober 27th, 2005



Agenda• What is usability testing?

• Why do usability testing?

• How to do usability testing.

• Why paper prototypes?

• Comparison of usability evaluation techniques.

• Usability testing demo.



What is usability testing?• An empirical approach to evaluating how well users can use a system.

• A technique to involve real users in evaluation of a software product.

• A technique to evaluate how easy it is to perform real tasks using a software product.



Why do usability testing?• Ensure that software actually addresses users’ needs

• Get input from users before it’s too late to make changes

• Combat classic testing mistakes

• Find more usability problems than other techniques



Software Cost of Poor Quality – timing is everything!• Costs per defects found in plan and design:

.85 hour/defect $75 hour fully burdened rate ($150K year) $63.75 per defect

• Costs if found in integration test/system test: $750 to $3,000 per defect

• Cost if found in production: $10,000 per defect (HP) $140,000 per defect (IBM)

Source: Bender RBT, Inc.



Classic Testing Mistakes• Not reporting usability problems

• A testing effort biased toward functional testing

• Not testing the documentation

• Not testing the installation procedures

• An overreliance on beta testing

• Testers are not domain experts

• Insisting that testers be able to program

• A testing team that lacks diversity

• Test suites that are understandable only by their owners

• Attempting to automate all tests

• Embracing code coverage with the devotion that only simple numbers can inspire

From: Classic Testing Mistakes, Brian Marick, 1997.



Usability Testing vs. Other Techniques• Usability testing finds more global usability problems than

other techniques

• Usability testing finds most significant problems; finding & fixing more problems may not be worth the effort

• Usability testing costs more than other techniques, but has lower per-problem-found cost

• Using any technique, software engineers are bad at finding usability problems



What is paper prototyping?

"Paper prototyping is a variation of usability testing where representative users perform realistic tasks by interacting with a paper version of the interface that is manipulated by a person ‘playing computer,’ who doesn’t explain how the interface is intended to work.”

- http://www.paperprototyping.com



How to conduct paper prototype testing.• Set testing goals.

• Identify items to test.

• Establish test execution team.

• Invite testers.

• Prepare materials.

• Execute tests.

• Evaluate results.

• Take action!



Set Testing Goals• What do I need to know?

• When do I need to know it?

• What are the most risky aspects of the user experience?



Identify Items to Test• Software

Which components? Which user tasks

• Documentation On-line Off-line

• Administrative functions

• Support functions



Establish Test Execution Team• “Computer”

• Interviewer

• Note-taker

• Observers



Invite Testers• Who needs to participate?

User level (novice, power, etc.) User background Non-traditional users (e.g. sys admins, support staff)

• How many people need to participate?

• Who is available at the right time?



Prepare Materials• Create paper prototypes

Paper screen shots for each screen the testers may reach Sticky notes to represent drop-down menus Sticky notes for making on-the-fly adjustments

• Note-taking materials for testers

• Information packets, thank-yous, non-disclosure agreements, etc. for participants



Execute Tests• Interviewer discusses goals with participant and describes

task

• Participant attempts to complete task while thinking aloud

• Interview interjects questions as necessary to understand what participant is thinking

• “Computer” operates paper prototype

• Note-taker records participant actions, thought processes, and other observations



Evaluate Results• Identify areas where design failed to meet participant expectations

• Identify areas where participants showed confusion

• Identify tasks or actions participants were unable to complete



Take Action

Testing of any sort only has value if the results are used to improve the product!



Why paper prototypes?

Paper On-Line

Pros • Cheap• Fast• Can be done very early in design• Can be easily iterated• Catches major problems

• Closely mimics actual user experience

• Catches many usability problems

Cons • Doesn’t mimic real use closely• Doesn’t catch as many minor

problems

• Expensive to create• May set unrealistic

performance expectations• Hard to iterate• Cannot be done as early• Strong temptation to use

prototype in final product

management of technology seminar uc santa cruz john schneider october 27 th, 2005

Documents

seagate confidential

leverage seagate

seagate confidential

seagate confidential

avnet slide

international business

france drives

china delhi