meeting time to market for first sas product

Meeting Time to Marketfor First SAS Product

ETM 5121 Project Proposal Harold TeagueSummer 2003

Harold Teague

ETM 5121 Project Proposal – Summer ‘03

Proposal Presentation Logistics

• Conference call• To be held Monday, July 21, 2003, 5:40 – 6:10 PM CDT• Toll free – 866-828-0531 participant code 5773958

• Questions – contact Harold Teague @• 405-823-1609 anytime• [email protected]• [email protected]

mailto:[email protected]


Harold Teague


Proposal Presentation Logistics

• Distribution• Dr. Paul Rossler - [email protected]• Mr. William Urdaneta - [email protected]

• Package contents• Powerpoint – hteague proposal.ppt• Word – hteague proposal.doc

• Video presentation• distribution to be coordinated with William H Elliott @

[email protected]• On or before July 18, 2003








Harold Teague


Disk Drive Electronics Architecture

256Kx16FLASH3.3 Volt

Kea1.8 Volt Core3.3 Volt I/O

FC 2

PREAMP5V TTL

Processors

NRZ (0:7,P), RREFCLK, WCLK

ANALOG DATA

PREAMP SERIAL PORT (0:2)

R/WCHANNEL 1800 Mb/s 1.2V Core

2.5V I/O3.3V AnalogFC I/0 BUS

ADDR/DATA (0:15)

2Mx32SDRAM

3.3V

SERVO_AD(0:3)LVDIFF

SGATE

WUS

PREAMP CONTROL (R/W, /RST, FAST)

ASKREQ

INDEX

REFSGATE

ASKCMP

ABORT

WGATE

RGATE

DA

TA

(0:

15)

RefClk(30MHz)SYSRES

20 MHz

20 MHz

DWREN+

SVO SERIAL PORT(0:2)

EmbeddedSERVODEMOD

DMUX

LOW_VCC

DSC_IRQ+

uP_RST

X1

X2

DATA (0:15)

LED

ADDR (1:20)

CS/WR/RD

CS

/WR

/RD

ALE/CS/WR/RD

ADDR (1:20)

R/W SERIAL PORT

GPIO(0:28)

GPIO(0:3)

Vre

f

RA

S/C

AS

/CL

K/C

KE

/WE

/DQ

M/C

S

DA

TA

(0:3

1)

AD

DR

ES

S(0

:11)

CS (0:1)

INT

ER

PT

(0

:1)

JT

AG

(0:6

)

SP

TS

(0:1

)

TE

ST

(0:3

)

READY

AUXCNV(INT)

AUXCLK(PLLS)

AUXDTA(COAST)

MTR_PWM

Motor Serial PortDEN, CLK, DATA

Servo

ET

M(0

:19)

,

MOTORSERVO

VM, A, D/A,A/D, ramp

1.2, 3.3,-5VREG

MOTORDRIVERS

SPINDLE DRIVE

VCM DRIVE

VCMsenseFET

uADRIVERS(discrete)

uA DRIVE

Interface

Harold Teague


1.0. Introduction• New disk drive new interfaces are introduced based on system needs

• Consist of two main pieces – interface LSI and companion firmware• Problems surrounding new interface development

• Interface Maturity• No existing industry infrastructure• Specification ambiguities• Market leaders establish precedent & gain market share

• LSI Development• New technology is more complex• LSI schedules comprise a greater portion of the overall product• LSI problems add more risk to product schedules • Evolutionary vs. a revolutionary design approach • Higher development costs have with each generation • Longer fab cycle times

Harold Teague


1.0. Introduction (cont.)• Problems surrounding new interface development (cont.)

• Firmware compatibility and maturity• No existing design to leverage• Developed in parallel with LSI• No way to verify “proper” operation ahead of hardware

• Market timing & transition - three concerns• Technical requirements are likely to change• Customers requirement tied to their development activities• Transition rate will significantly impact the volumes and revenues

Harold Teague


SAS Introduction Timing

Original Promoters Original Promoters + Contributors+ Contributors

(25)(25)

Original Original PromotersPromoters

Rev. 16Rev. 16

SAS SpecSAS Spec

ANSIANSI

T10T10

Rev. 1 for Rev. 1 for T10 Letter T10 Letter

BallotBallot

T10 T10 Letter Letter BallotBallot

Public Public ReviewReview

Official ANSI Official ANSI SpecSpec

Q202Q202Q301Q301 Q401Q401 Q102Q102 Q402Q402 Q103Q103 Q203Q203Q302Q302

Harold Teague


Interface Transition Comparisons

0%

10%

20%

30%

40%

50%

60%

1st 2nd 3rd 4th 5th

U320 SATA C1-SAS SAS

U320 Transition influenced by:

• Minimal hardware changes• Usable in legacy modes – e.g. U160• Universal use across enterprise market

Customer 1 SAS ramp plan•Strategy to transition new platforms within 18 months

•4 platforms will launch with SAS•Currently Working 3-way efforts to mitigate issues

SATA Transition influenced by:

• Considerable part of PS market segment dominated by cost focus – not available to SATA until cost parity achieved

• Constrained by availability of integrated SATA port on motherboard.

Fibre Channel Not comparable to SAS because:

• Initially driven by only one major OEM for multiple generations• Used only at high-end of market– small volumes• 2Gb transition hampered by slow infrastructure development

Industry SASTransition influenced by:

• Targeted at majority of enterprise segment• OEM driven effort – HP’s focus,

Dell, IBM plan to follow, Intel strongly supports

• Infrastructure activity/plans:High priority at Maxtor, Hitachi, Fujitsu, Adaptec, LSI etc. etc.

Harold Teague


2.0. Problem StatementA new product is planned incorporating the SAS interface, but is now at risk due to development issues

• Original LSI strategy – pull in the next generation LSI architecture• Maturity concerns mitigated by a leading sister chip • Sister part schedule has now slipped to be of no use• 3 to 5 $1M each turns anticipated • If the original intent of checking out the sister part first is maintained, a

significant schedule push is incurred. Such a schedule slip has significant ramifications for product revenues, market share, and industry leadership

• Other options exist for SAS LSI, but cost, performance and schedule tradeoffs must be evaluated – apparently no good solution

• Original Firmware strategy - use new platform firmware w/SAS interface• No check out on target hardware• Maturity based on testing of a hybrid firmware operating on current

generation fiber channel LSI• Current product firmware set does not incorporate the SAS; considerd

difficult to modify and maintain, assessment is that this firmware could be modified to support SAS, but reliability would be a concern

Harold Teague


2.0. Problem Statement (cont.)

A new product is planned incorporating the SAS interface, but is now at risk due to development issues (cont)

• Market Timing and Demand Uncertainty• A key customer has moved their requirement up by several

months• G2 indicates competition may have improved their schedule

Problem to be resolved – how to meet the market demands• Customers’ schedule• SAS functionality, performance, and cost• Accommodate issues associated with new interface• Achieve a market leadership position

Harold Teague


$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

Q4FY04 Q1FY05 Q2FY05 Q3FY05 Q4FY05 Q1FY06 Q2FY06 Q3FY06 Q4FY06 Total

Original Plan

2Q Slip

-

5

10

15

20

25

30

35

Q2 Q3 Q4

FQ1'05

Q2 Q3 Q4

FQ1'06

Q2 Q3 Q4

Original

Original 2Q Shift

SAS Volume Breakdown

Gross Profit Comparison

Harold Teague


3.0. Measures of the ProblemProduct is introduced according to the new marketing requirements to maximize revenue & profit opportunity.

• Establish market leadership – first to market.• Technology is mature at product introduction as measured by

standard qualification procedures.• Increased technology leverage based on existing or proven

platforms is an early indicator.• Plan has inherent flexibility for accommodating unexpected

changes. • Development costs are minimized relative to the current path on

this and other programs.• Options are developed to only incur incremental costs if market

development warrants rather than plan for the optimistic technology adoption and market transition.

Harold Teague


4.0. Project Objective

Develop a strategy for delivering a SAS interface product that:

• Meets customer schedules• Is viable – achievable, acceptable risk• Is technically mature• Minimizes costs • Provides maximum design flexibility • Leverages existing development • Minimizes additional development resources.

Harold Teague


5.0. Specific Deliverables

If the Project objectives are to be realized, then the following are required:

• An LSI development and integration strategy.• A firmware development and integration strategy.• Inherent flexibility to accommodate late interface standard changes

or customer issues and incompatibilities as measured by time and cost to make changes.

• Cost tradeoff analysis for various options.• Risk tradeoff analysis for various options.• Detailed product plan & recommendation.

Harold Teague


6.0. Alternatives Considered

1. No change to current plan. Update plan to account for schedule slips and continue as usual.

• Accept potential market loss and revenue impact. - or -

• Discount marketing and customer feedback based on transition histories.

2. Replace the existing SAS strategy and plan with a completely new plan and discard the current efforts

3. Develop a hybrid SAS strategy and plan that adjusts the existing plan to leverage its deliverables in the future, but adds a parallel strategy and plan that better meets the company’s and customers’ near term requirements.

Harold Teague


7.0. Project Approach & CriteriaThe project will be executed as follows:

1. Conduct kick off meeting

2. Assign options and alternatives for feasibility analysis.

3. Team pulls together options and develops project relationships, dependencies, and timing.

4. Team analyzes risks and costs of various alternatives, including market impact and flexibility. Alternatives are ranked according to risk, cost, flexibility and market impact.

5. Team develops a recommendation.

6. Submit plan for review to all of the stakeholders, including vendors.

7. Review plan with executive team for approval.

8. Initiate execution under Advanced Technology Implementation program manager for tracking and management.

9. Coordinate schedule and plan with key customers and other partners.

Harold Teague


8.0. Project Plan

Harold Teague


9.0. Planned Use of MSETM materials

ETM 5110 - Managing Virtual Project Teams: to bring together the multi-site, cross-functional team to support the various activities necessary to complete the project.

ETM 5110 – Leadership Strategies: techniques and approaches for developing momentum for the product and associated strategies.

ETM 5241 – Strategic Project Management: project management skills

ETM 5251 - Problem Solving and Decision Making: to identify the problems and potential problems, possibilities, and choose a solution path.

ETM 5291 - Failure Mode and Effect Analysis: to identify areas that have been overlooked from a product design perspective, a product and technology introduction perspective, and an execution perspective.

IEM 5010 – Leading and Managing Technology Implementation: technology management and assessment.

Harold Teague


9.0. Planned Use of MSETM materials

IEM 5503 – Finance and Advanced Capital Analysis: financial tradeoffs for various project options.

IEM5823 – Performance Management and Improvement: methods and strategies to improve project execution.

MGMT 5553 – Management of Technology and Innovation: development of innovative solutions and approaches.

MKTG 5133 – Marketing Management: interfacing with key customers and vendors to develop a successful technology/product introduction strategy.

End of Material

meeting time to market for first sas product

Documents

sas interface

new interface development

new platforms

issuessata transition

sas product etm

main pieces interface

problem statementa new

pptword hteague proposal