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A case study of Information Systems Development and Implementation
 

A case study of Information Systems Development and Implementation

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Delivered in a seminar session for Prasetiya Mulya undergraduate student majoring in Business.

Delivered in a seminar session for Prasetiya Mulya undergraduate student majoring in Business.

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  • Credit to www.wallpapershd.biz
  • Cut-over was very successful. All actions completed within time, although some were later than planned Only 2 issues raised since Friday morning
  • Cutover plan has been significantly revised Must be reviewed with Country earlier in process to ensure understanding and to track some actions that may take some time to complete Similarly, review with DHL
  • Cutover plan has been significantly revised Must be reviewed with Country earlier in process to ensure understanding and to track some actions that may take some time to complete Similarly, review with DHL
  • Credit to http://www.jcfriend.com
  • Cutover plan has been significantly revised Must be reviewed with Country earlier in process to ensure understanding and to track some actions that may take some time to complete Similarly, review with DHL
  • Credit to www.jcfriend.com
  • Cutover plan has been significantly revised Must be reviewed with Country earlier in process to ensure understanding and to track some actions that may take some time to complete Similarly, review with DHL
  • Credit to www.bhmpics.com

A case study of Information Systems Development and Implementation A case study of Information Systems Development and Implementation Presentation Transcript

  • A Real Case of Information SystemsA Real Case of Information Systems Development and ImplementationDevelopment and Implementation Goutama BachtiarGoutama Bachtiar Advisor, Global Innovations and Technology PlatformAdvisor, Global Innovations and Technology Platform T: @goudotmobiT: @goudotmobi June 4June 4thth , 2013, 2013 Guest Lecture for Prasetiya Mulya Business SchoolGuest Lecture for Prasetiya Mulya Business School
  • INTRODUCTIONINTRODUCTION IntroductionIntroduction
  • Presenter ProfilePresenter Profile  15 years of working experiences: 12 years of Training and15 years of working experiences: 12 years of Training and Education,Education, 8 years of IT Audit, 7 years of strategic8 years of IT Audit, 7 years of strategic partnership, 8 years of writing, 6+ years of consulting,partnership, 8 years of writing, 6+ years of consulting, software development, project management and networksoftware development, project management and network administrationadministration  Advisor at Global Innovations and Technology PlatformAdvisor at Global Innovations and Technology Platform  Advisor at Guidepoint GlobalAdvisor at Guidepoint Global  Subject Matter Expert at ISACA International ChapterSubject Matter Expert at ISACA International Chapter  Head of Information Technology at Roligio GroupHead of Information Technology at Roligio Group  Program Evaluator at Project Management InstituteProgram Evaluator at Project Management Institute  Columnist at Asia Tech Site e27.co, Forbes Indonesia,Columnist at Asia Tech Site e27.co, Forbes Indonesia, TechWireAsia, The Jakarta Post, DetikINET andTechWireAsia, The Jakarta Post, DetikINET and InfoKomputer among othersInfoKomputer among others
  • Today’s ObjectiveToday’s Objective Sharing a case study on howSharing a case study on how a multinational companya multinational company developed and implementeddeveloped and implemented one of their Enterpriseone of their Enterprise Information SystemsInformation Systems
  • Case StudyCase Study Hewlett-Packard integrated Global SupplyHewlett-Packard integrated Global Supply Operation (iGSO)Operation (iGSO) DescriptionDescription  Deployment of large and complex spare partsDeployment of large and complex spare parts business in APJ, EMEA, the U.S, America andbusiness in APJ, EMEA, the U.S, America and other regions in fourth quarter of 2008other regions in fourth quarter of 2008  A complex program that involved over 3000A complex program that involved over 3000 professionals with one year preparation and sixprofessionals with one year preparation and six months of implementationmonths of implementation
  • Case Study (cont’d)Case Study (cont’d) DescriptionDescription  Deploying latest updated version of SAP andDeploying latest updated version of SAP and other enterprise software to accelerateother enterprise software to accelerate business processes to support a multibillionbusiness processes to support a multibillion dollar businessesdollar businesses  Successfully migrated all related processesSuccessfully migrated all related processes from multiple legacy environments to a globalfrom multiple legacy environments to a global standard SAP and other enterprise softwarestandard SAP and other enterprise software environmentenvironment
  • Case Study (cont’d)Case Study (cont’d) Key factsKey facts  OrganizationOrganization A US multinational company based in Palo Alto,A US multinational company based in Palo Alto, CaliforniaCalifornia  SegmentSegment Consumer, commercial and enterpriseConsumer, commercial and enterprise  IndustryIndustry Computer Hardware, Computer Software, Consulting,Computer Hardware, Computer Software, Consulting, Information Technology and ServicesInformation Technology and Services  Type: PublicType: Public  Founded: 1939Founded: 1939  Employees: 332,000Employees: 332,000
  • Case Study (cont’d)Case Study (cont’d) Key factsKey facts  Presence in 70 countriesPresence in 70 countries  Groups: Personal Systems, Imaging Printing,Groups: Personal Systems, Imaging Printing, Enterprise BusinessEnterprise Business  Divisions: Financing, Hardware, Software, ServicesDivisions: Financing, Hardware, Software, Services  Total Assets: US$109BTotal Assets: US$109B  Total Equity: US$23BTotal Equity: US$23B  Total Revenue: US$120BTotal Revenue: US$120B  Operating Income: (US$11B)Operating Income: (US$11B)  Net Income: (US$12.7B)Net Income: (US$12.7B)
  • Case Study (cont’d)Case Study (cont’d)  CircumstancesCircumstances Upon merger with COMPAQ in 2002, EDS in 2008, andUpon merger with COMPAQ in 2002, EDS in 2008, and prior to 3Com acquisition announcement in Nov09 (dealprior to 3Com acquisition announcement in Nov09 (deal closed in Apr10)closed in Apr10)  GoalsGoals Improving business process through streamlining andImproving business process through streamlining and automation inside Global Part Supply Chain (GPSC)automation inside Global Part Supply Chain (GPSC) and Technology Services Delivery (TSD) departmentand Technology Services Delivery (TSD) department and other related parties (Original Equipmentand other related parties (Original Equipment Manufacturer, Service and Support Delivery Partner,Manufacturer, Service and Support Delivery Partner, Master Part Reseller, Warehouse, Shipment DeliveryMaster Part Reseller, Warehouse, Shipment Delivery Companies)Companies)
  • Case Study (cont’d)Case Study (cont’d) OutcomesOutcomes 1)1) Streamline and automate major businessStreamline and automate major business processes in their back-endprocesses in their back-end 2)2) Reduce spare part management costsReduce spare part management costs 3)3) Improve quality of spare part shipmentImprove quality of spare part shipment and delivery across the business groupsand delivery across the business groups (PSG, IPG, EB)(PSG, IPG, EB) 4)4) Generate more revenue from spare partGenerate more revenue from spare part businessesbusinesses
  • Case Study (cont’d)Case Study (cont’d) Key factsKey facts  Parties involvedParties involved 70 countries (team), 3000 company employees and70 countries (team), 3000 company employees and 8000 partner companies across the world affected8000 partner companies across the world affected Internal: GPSC, TSD, Part Replacement, FinanceInternal: GPSC, TSD, Part Replacement, Finance External: Partner (Channel, SubContractor) known asExternal: Partner (Channel, SubContractor) known as Support Partner, Service Centre, Master Part Reseller,Support Partner, Service Centre, Master Part Reseller, OEMsOEMs  Software deployedSoftware deployed SAP (FI&CO, MM), Ariba, Oracle Database, otherSAP (FI&CO, MM), Ariba, Oracle Database, other custom software (GCSN, GCSS, Easitool, HP Partcustom software (GCSN, GCSS, Easitool, HP Part Store)Store)
  • Case Study (cont’d)Case Study (cont’d) Key factsKey facts  SoftwareSoftware SAP, Oracle, Ariba: off-the-shelf, implemented bySAP, Oracle, Ariba: off-the-shelf, implemented by vendors/principalsvendors/principals GCSN, GCSS, Easitool, HP Part Store: developed andGCSN, GCSS, Easitool, HP Part Store: developed and deployed internallydeployed internally  HardwareHardware Numerous (HP) Servers upgraded and newly deployedNumerous (HP) Servers upgraded and newly deployed particularly in U.S., French, Japan, Australia and SGparticularly in U.S., French, Japan, Australia and SG  My involvementMy involvement Channel Partner Service Delivery Management,Channel Partner Service Delivery Management, Technology Services, Enterprise BusinessTechnology Services, Enterprise Business
  • Case Study (cont’d)Case Study (cont’d) Key factsKey facts  TeamTeam iPMO (integrated Project Management Office)iPMO (integrated Project Management Office) drives this project. Regional and country-leveldrives this project. Regional and country-level team were formed: APJ (oSEA and AEC),team were formed: APJ (oSEA and AEC), EMEA and othersEMEA and others  Project Management MethodologyProject Management Methodology Project Management Body of KnowledgeProject Management Body of Knowledge (PMBOK) 4.0 from Project Management(PMBOK) 4.0 from Project Management InstituteInstitute
  • Development PhaseDevelopment Phase  SOFTWARESOFTWARE ObjectivesObjectives Updated the previous’ (GCSN, GCSS) with several newUpdated the previous’ (GCSN, GCSS) with several new features and having them rebrandedfeatures and having them rebranded Developed new application named HP Part Store andDeveloped new application named HP Part Store and EasitoolEasitool DescriptionDescription GSCN: a web-based spare-part management systemsGSCN: a web-based spare-part management systems for partners built over ASP.NET (previously was CSN)for partners built over ASP.NET (previously was CSN) GCSS: a windows-based spare-part managementGCSS: a windows-based spare-part management systems for SubContractor built over Visual Basic .NETsystems for SubContractor built over Visual Basic .NET (previously was WFM)(previously was WFM)
  • Development Phase (cont’d)Development Phase (cont’d)  SOFTWARESOFTWARE DescriptionDescription HP Part Store: a web-based marketplace for HP and itsHP Part Store: a web-based marketplace for HP and its Master Part Resellers to buy spare part (break-fix and spare)Master Part Resellers to buy spare part (break-fix and spare) HP Easitool: a web-based management systems for HPHP Easitool: a web-based management systems for HP Support Partners and Service Centers to monitor spare-partSupport Partners and Service Centers to monitor spare-part readinessreadiness MethodologyMethodology Agile ProgrammingAgile Programming Number of ResourcesNumber of Resources Hundred of analysts, designers and developers based in theHundred of analysts, designers and developers based in the U.S and IndiaU.S and India
  • Development Phase (cont’d)Development Phase (cont’d)  SOFTWARESOFTWARE Major stepsMajor steps Analysis, Design, Code, Integrate, (Alpha) TestAnalysis, Design, Code, Integrate, (Alpha) Test Predicted number of usersPredicted number of users GCSN: 7000 Partners with at least 16,000 usersGCSN: 7000 Partners with at least 16,000 users GCSS: 1000 SubContractors with at least 10,000 usersGCSS: 1000 SubContractors with at least 10,000 users Part Store: 300 Master Part Resellers with at least 1,500Part Store: 300 Master Part Resellers with at least 1,500 usersusers Easitool: 8000 Partners with at least 52,000 usersEasitool: 8000 Partners with at least 52,000 users Supporting toolsSupporting tools Microsoft Windows 2008 ServerMicrosoft Windows 2008 Server Microsoft Visual Studio .NET 2007Microsoft Visual Studio .NET 2007 Microsoft SQL 2007 ServerMicrosoft SQL 2007 Server Microsoft Internet Information ServicesMicrosoft Internet Information Services Microsoft Office Communicator 2007Microsoft Office Communicator 2007 HP Virtual RoomsHP Virtual Rooms
  • Development Phase (cont’d)Development Phase (cont’d)  HARDWAREHARDWARE ObjectivesObjectives Upgraded existing hardware and deployed additionalUpgraded existing hardware and deployed additional hardware to support updated and numerous newhardware to support updated and numerous new applicationsapplications TypesTypes Servers: Proliant, Blade, BladeSystems, HP-UXServers: Proliant, Blade, BladeSystems, HP-UX Network: Procurve, HP Networking switchesNetwork: Procurve, HP Networking switches OthersOthers Upgraded bandwidth of internet connection, securityUpgraded bandwidth of internet connection, security (Protocol, Encryption)(Protocol, Encryption)
  • Development Phase (cont’d)Development Phase (cont’d)  HARDWAREHARDWARE Major stepsMajor steps Acquisition, StagingAcquisition, Staging
  • Implementation PhaseImplementation Phase  SOFTWARESOFTWARE Major stepsMajor steps (Beta) Test, Socialization, Orientation, Training,(Beta) Test, Socialization, Orientation, Training, Cut-off, Data Migration, GO-LIVE!Cut-off, Data Migration, GO-LIVE! Supporting toolsSupporting tools Microsoft Office 2007Microsoft Office 2007 Microsoft Office CommunicatorMicrosoft Office Communicator HP Virtual RoomsHP Virtual Rooms Microsoft Share PointMicrosoft Share Point
  • Implementation Phase (cont’d)Implementation Phase (cont’d)  HARDWAREHARDWARE Major stepsMajor steps Installation, Configuring, Testing, Deploying,Installation, Configuring, Testing, Deploying, Socialization, Orientation, Training, Cut-off, GoSocialization, Orientation, Training, Cut-off, Go LIVE!LIVE! Supporting toolsSupporting tools Microsoft Office CommunicatorMicrosoft Office Communicator HP LabsHP Labs HP Virtual RoomsHP Virtual Rooms Microsoft Share Point, VisioMicrosoft Share Point, Visio
  • Problems Identified During DeploymentProblems Identified During Deployment  Overview of issues after a month in Japan:Overview of issues after a month in Japan: 1.1. Manual orders during cut-overManual orders during cut-over 2.2. Orders rejected by courier services due to addressOrders rejected by courier services due to address validationvalidation 3.3. Some parts not orderableSome parts not orderable 4.4. Misconfiguration in setting (SBD, NBD TLT set asMisconfiguration in setting (SBD, NBD TLT set as ‘0’ for initial 2 days)‘0’ for initial 2 days) 5.5. Operational issuesOperational issues  GPSCGPSC  UPSUPS n Application Issues (fewer than HK/NZ till date)Application Issues (fewer than HK/NZ till date)
  • Problems Identified During Deployment (cont’d)Problems Identified During Deployment (cont’d) Learning Country Mitigation Mitigated ? Parts Not Orderable caused by -Allocation logic system Sync Issue -Master Data not fully loaded Sync Issue - Include 3 validation during cutover weekend which was only once in the past Master Data Fall Out – All Master Data has been vigorously worked with minimal fall out identified Yes Delivery Order (DO) creation timing is not setup correctly Timing for China has been set as 48 hrs to ensure DO is created promptly Yes User Familiarization - Parts Ordering process -End to End validation was done will all affected function (call agents, delivery team, GPSC and 3PL) -Training to partner and hands-on familiarization being conducted Yes Warehouse Change Mgmt Select/SAPIM Warehouses – Hands-on training conducted leading to exam certification. Supported with detailed Work Instructions signed off by HP Logistics team Cutover period: DHL assign a trained resource at each location to provide 1st level support Yes China ExampleChina Example
  • Learning Country Mitigation Mitigated? Global Trade Screen -Partial name match resulting in SO hold -Plant code not mapped in GTS - Partial name match Validated – China will not run into name match hold -Plant code not mapped in GTS Validated for all countries/plant: all mapped Yes BCP Plan Use EXPO. Dry run will be conducted week of 4th May. Urgent deliveries during cutover will be using EXPO to ensure familiarity and proper recovery Yes Problems Identified During Deployment (cont’d)Problems Identified During Deployment (cont’d)
  • Lesson Learned from Other Countries (cont’d)Lesson Learned from Other Countries (cont’d)  Hong Kong and New Zealand Go-LiveHong Kong and New Zealand Go-Live  Cut-over activities completed on scheduleCut-over activities completed on schedule over 6 Dec weekendover 6 Dec weekend  Go-Live on scheduleGo-Live on schedule  IT Warranty Exit at end of two weeksIT Warranty Exit at end of two weeks  89 issues raised in first two weeks89 issues raised in first two weeks  Closed: 53Closed: 53  Resolved/Pend CR: 16Resolved/Pend CR: 16  Open: 20Open: 20
  • • TrainingTraining −NZ training to GSCB direct dispatch teamNZ training to GSCB direct dispatch team performed but there are groups missedperformed but there are groups missed within country and global GSCwithin country and global GSC −Channel partners has a lot of ‘how to’Channel partners has a lot of ‘how to’ questions raised after go-livequestions raised after go-live −Too much training information to absorbToo much training information to absorb in short timeframe without sufficientin short timeframe without sufficient hands-on experiencehands-on experience Lesson Learned from Other Countries (cont’d)Lesson Learned from Other Countries (cont’d)
  • • Data/System ReadinessData/System Readiness −Data needs to be clean up prior to migrationData needs to be clean up prior to migration −Master Data:Master Data: • Master Data not 100% setup in GCSN priorMaster Data not 100% setup in GCSN prior deployment in all 4 master data systemsdeployment in all 4 master data systems (SRS, CRS, PRM and SAP 4.7)(SRS, CRS, PRM and SAP 4.7) • Partner renewal in NZ very near to GCSNPartner renewal in NZ very near to GCSN deploymentdeployment • HK partner re-org requires partner name to beHK partner re-org requires partner name to be discussed/agreed across various team in HKdiscussed/agreed across various team in HK before setupbefore setup Lesson Learned from Other Countries (cont’d)Lesson Learned from Other Countries (cont’d)
  • −Parts Master:Parts Master: • Incorrect fields setupIncorrect fields setup • Insufficient validationInsufficient validation • No formal sign-off carried out whichNo formal sign-off carried out which leave gaps on readiness between eventleave gaps on readiness between event systemssystems Lesson Learned from Other Countries (cont’d)Lesson Learned from Other Countries (cont’d)
  • • Process/EngagementProcess/Engagement −No proper post Go Live process to resolveNo proper post Go Live process to resolve parts issues between GCSN & iGSOparts issues between GCSN & iGSO −No agreed measurements and means ofNo agreed measurements and means of obtaining data on business activityobtaining data on business activity during/after Go Liveduring/after Go Live −Lack of engagement between the IT teamsLack of engagement between the IT teams and commitment of resourcesand commitment of resources Lesson Learned from Other Countries (cont’d)Lesson Learned from Other Countries (cont’d)
  • • Process/EngagementProcess/Engagement −Lack of clarity on roles & responsibilitiesLack of clarity on roles & responsibilities on engagement with 3PL IT withinon engagement with 3PL IT within countriescountries −Combined Command Centre’s (CCC)Combined Command Centre’s (CCC) process are not followedprocess are not followed −Issues are not brought into CCC hotline forIssues are not brought into CCC hotline for discussion and prioritization.discussion and prioritization. Lesson Learned from Other Countries (cont’d)Lesson Learned from Other Countries (cont’d)
  •  ResourcesResources  Flexibility of team membersFlexibility of team members  Country Operation's team involvement asCountry Operation's team involvement as part of the preparation, communication andpart of the preparation, communication and deployment including the cut-over weekenddeployment including the cut-over weekend and subsequent weekand subsequent week  Dedicated Country TSDO lead to supportDedicated Country TSDO lead to support the iGSO Deployment in facing the Countrythe iGSO Deployment in facing the Country OperationsOperations Critical Success FactorsCritical Success Factors
  •  Regional and Country iPMO played a key role toRegional and Country iPMO played a key role to ensure teams are communicatingensure teams are communicating  CommunicationsCommunications  Ensuring all parties has constantEnsuring all parties has constant communications on deployment tasks as part ofcommunications on deployment tasks as part of the core team (e.g.: Finance, GSAO, GBS)the core team (e.g.: Finance, GSAO, GBS)  Weekly meetings between HP and 3PL IT toWeekly meetings between HP and 3PL IT to ensure alignment with Data Migration Tasksensure alignment with Data Migration Tasks leading up to the cut-over weekendleading up to the cut-over weekend Critical Success Factors (cont’d)Critical Success Factors (cont’d)
  •  Setting up of Combined CommandSetting up of Combined Command Centres meetings and numerous jointCentres meetings and numerous joint preparations meetings prior topreparations meetings prior to deploymentdeployment  Weekly to increased daily meetings withWeekly to increased daily meetings with Master Data teams to ensure MasterMaster Data teams to ensure Master Data readinessData readiness Critical Success Factors (cont’d)Critical Success Factors (cont’d)
  •  Support and ProcessSupport and Process  Strong Country Management support forStrong Country Management support for deploymentdeployment  HP 3PL lead with DHL during cutoverHP 3PL lead with DHL during cutover weekend and for a week afterwards to liaisonweekend and for a week afterwards to liaison between HP and 3PL at Warehousebetween HP and 3PL at Warehouse  Having a Transaction Mock Session prior toHaving a Transaction Mock Session prior to deployment helps to understand weekenddeployment helps to understand weekend data migration tasks and expectationsdata migration tasks and expectations between IT and Businessbetween IT and Business Critical Success Factors (cont’d)Critical Success Factors (cont’d)
  •  Issue Tracker approach managed by iPMOIssue Tracker approach managed by iPMO assisted in driving issues to completion whilstassisted in driving issues to completion whilst allowing project managers to manager theirallowing project managers to manager their respective areasrespective areas  DocumentationsDocumentations  GPSC detailed project plan of all tasksGPSC detailed project plan of all tasks required to be performed prior to deploymentrequired to be performed prior to deployment  Integrated Golden Transaction plan withIntegrated Golden Transaction plan with prioritization and agreement across all partiesprioritization and agreement across all parties (with further improvement actions to sync up(with further improvement actions to sync up expectations)expectations) Critical Success Factors (cont’d)Critical Success Factors (cont’d)
  •  Integrated Hour by Hour (HBH) plan forIntegrated Hour by Hour (HBH) plan for the Cut-over weekend tasksthe Cut-over weekend tasks  Consolidation of all communicationConsolidation of all communication materials at a central Share Point sitematerials at a central Share Point site  Consolidation of all issues in a ShareConsolidation of all issues in a Share Point list allows respective owners toPoint list allows respective owners to provide the latest updates for all to viewprovide the latest updates for all to view Critical Success Factors (cont’d)Critical Success Factors (cont’d)
  • Q & A June 28, 2013
  • THANK YOU!