High Performance. Guaranteed.<br />Totalamber’s<br />IFS Performance Review (IPR)<br />Part of Totalamber’s Integrated Ser...
Presentation Aim<br /><ul><li>To present how Totalamber’s guiding principles, tools, methodology and approach  helps our c...
To convert improvement aspirations into a clear strategy and direction
To share how we help our clients to maximise business benefit from their IFS investment
To share Totalamber’s approach to enhancement, upgrades, roll outs and replacement
To present Totalamber’s integrated improvement support model</li></li></ul><li>Presentation Content<br /><ul><li>Part 1 – ...
Part 2 – Totalamber’s Methodology & Guiding Principles
Part 3 – Totalamber’s Integrated Service Component
Part 4 – IPR – IFS Performance Review
Part 5 – Totalamber’s IFS Support</li></li></ul><li>Part 1 – Totalamber – The No 1 provider of IFS Services & Support<br />
Totalamber The No 1 provider of IFS Services & Support<br /><ul><li>650 Clients in 23 Countries around the world
Europes Leading Provider of  IFS Services Support
Has a dedicated service delviery tream of 50 IFS experts
With Offices in the UK, EU, US & Asia</li></ul>Totalamber is equipped to provide themost professional IFS Service Delivery...
Part 2 – Totalamber Methodology & Guiding Principles<br />
Core Guiding Principles<br />Strategy<br />Into<br />Direction<br />Business<br />Management<br />Into<br />Control<br />E...
Core Guiding Principles<br />Understand Business Drivers<br />Understand Management Aims<br />Understand Priorities & Cons...
Core Guiding Principles<br />Understand Business Processes<br />Understand Ways of Workings<br />Understand A-Is vs. To-Be...
Core Guiding Principles<br />Understand Business Processes<br />Understand Ways of Workings<br />Understand AS-IS vs. TO-B...
Core Guiding Principles<br />Understand Business Processes<br />Understand Ways of Workings<br />Understand AS-IS vs. TO-B...
Part 3 – Totalamber’s<br />Integrated Service Component Model<br />
Who do we serve?<br /><ul><li>Organisations who wish to enhance and improve their current IFS implementation via improveme...
Organisations who want to upgrade their IFS software and leverage new functionalities, ways of workings and business benef...
Organisations who wish to rollout core IFS solution – a single or multiple modules – to multi sites in standardised and co...
Organisations who wish to provide their end users with proactive and sustainable 1stand 2nd line support (Support) whilst ...
24 x 7 Global Support Centre where the named consultants operate as part of the service;
Agreed and formalised delivery and support SLAs;
All IFS rollouts and improvements supported as part of the Global Support Centre organisation and allocated team;</li></ul...
Integrated Framework of Service Initiatives<br />Service Initiative<br />Enhance<br />&<br />Improve<br />Service Initiati...
Integrated Framework of Service Initiatives<br />
Totalamber EUROS Service Initiatives<br />Service Initiative<br />Enhance<br />&<br />Improve<br />Service Initiatives<br ...
Totalamber’s Integrated Service Component Model -  Framework & Approach<br />Within 3 Years<br />Within 3 Weeks<br />Withi...
Totalamber’s Integrated Service Component Model -  Phase 1. Baseline<br />Within 3 Years<br />Within 3 Weeks<br />Within 3...
Totalamber’s Integrated Service Component Model -  Phase 1. Baseline<br />Within 3 Years<br />Within 3 Weeks<br />Within 3...
Totalamber’s Integrated Service Component Model -  Phase 2. Proof of Capability<br />Within 3 Years<br />Within 3 Weeks<br...
Totalamber’s Integrated Service Component Model -  Phase 2. Proof of Capability<br />Within 3 Years<br />Within 3 Weeks<br...
Totalamber’s Integrated Service Component Model -  Phase 3. Execution & Delivery<br />Within 3 Years<br />Within 3 Weeks<b...
Totalamber’s Integrated Service Component Model -  Enhance & Improve<br />Within 3 Years<br />Within 3 Weeks<br />Within 3...
Totalamber’s Integrated Service Component Model -  Upgrade & Implement<br />Within 3 Years<br />Within 3 Weeks<br />Within...
Totalamber’s Integrated Service Component Model – Rollout of Core Solution<br />Within 3 Years<br />Within 3 Weeks<br />Wi...
Totalamber’s Integrated Service Component Model -  Support of Service Initiative<br />Within 3 Years<br />Within 3 Weeks<b...
Phase 1. Baseline<br />Enhance & Improve<br />Totalamber’s Integrated Service Component Model<br />Within 3 Years<br />Wit...
Assess business processes and how IFS supports them
Assess current IFS skills, capabilities and bandwidth
Assess the health of the current IFS installation and modules used to support business drivers and aims.</li></ul>       T...
Meet key business owners and identify issues
Review current IFS set up and configuration
Look for quick wins and initiatives to improve
Document findings, recommendations and actions
Develop action plan and delivery team
Present findings and recommendations </li></ul>Rolloutof <br />Core Solution<br />    Migrate<br />    to <br />        IF...
Reviewing IFS setup</li></ul>   Alignment<br />            of SLA’s<br />     & Roles<br />SoW<br />Train & Align<br />   ...
Phase 2. Proof of Capability<br />Enhance & Improve<br />Totalamber’s Integrated Service Component Model<br />Within 3 Yea...
Review the initial quick wins and initiatives per business areas (e.g. Finance) and agree priorities and timing
Develop day by day plan to execute improvements in conjunction with the Totalamber support centre and nominated consultant...
Assess best time for implementation
Identify internal users impacted
Develop improvement execution schedule
Commence improvement</li></ul>Rolloutof <br />Core Solution<br />    Migrate<br />    to <br />        IFS<br />Localise<b...
Phase 3. Execution & Delivery<br />Enhance & Improve<br />Totalamber’s Integrated Service Component Model<br />Within 3 Ye...
Review priorities of quick wins and initiatives
Continue implementing improvements for the 12 week period
Prepare new phases of improvements and initiatives (e.g. upgrade stages)</li></ul>       TA Service: UNA<br />Upgrade Need...
Reconfigure IFS to work efficiently
Develop new queries or reports
Develop plans for new phases of improvements</li></ul>Rolloutof <br />Core Solution<br />    Migrate<br />    to <br />   ...
Part 2 – IPR ‘IFS Performance Review’<br />
Our Objectives<br />What is an IPR?<br />Who needs an IPR?<br />What are the benefits of an IPR?<br />What are the outputs...
What is an IPR?<br /><ul><li> An IPR is a 360 degree review, assessment and analysis of your business, people, process and...
 An IPR is a proven framework methodology and toolkit developed by Totalamber that allows you to assess, review and analys...
 An IPR is conducted by business and IT consultants who use three tailor made tools to elicit the strengths and weaknesses...
Part 1: Introduction:<br />IFS Global Review: <br />The aim of this <br />The aim of of the review is to capture an <br />...
IFS Baseline 		(45 Questions) <br />Part 2: Baseline Snapshot <br />The aim of this <br />section is to un interviewee's v...
Transition Initiatives 	(6 Questions)<br />Part 3: Transition: <br />The aim of this <br />section is to zoom in on the qu...
Future Plans 	(3 Questions)<br />Part 4: Future <br />This section aims <br />to identify any future considerations <br />...
Part 5: Lessons <br />This <br />section lists the key lessons <br />that have been learnt during <br />the IFS journey so...
Risks 	(4 Questions)<br />Part 6: Risks <br />This <br />section identifies risks <br />which may cause issues <br />durin...
Self-Evaluation - Is your support ready for the road ahead?<br />Tool 2<br />ERP/IFS Support Assessment Tool <br />(LiSA)<...
         LiSA – Internal Support Self Assessment<br />XYZ used Totalamber’s on-line Support Assessment toolkit (LiSA) to a...
         LiSA – Support Strategy<br />Self-Evaluation - Is your support ready for the road ahead?<br />The ERP/IFS support...
         LiSA – People Strategy<br />Self-Evaluation - Is your support ready for the road ahead?<br />The ERP/IFS support ...
         LiSA – Process Strategy<br />Self-Evaluation - Is your support ready for the road ahead?<br />The ERP/IFS support...
         LiSA – Technology Strategy<br />Self-Evaluation - Is your support ready for the road ahead?<br />The IT support t...
Self-Evaluation - Is your support ready for the road ahead?<br />Tool 3<br />ERP/IFS (SNA)<br />Support Need Analysis Tool...
         SNA – Support Needs Analysis<br />XYZ used Totalamber’s SNA to assess the capacity & capability of XYZ’s ERP/IFS ...
         SNA – Support Needs Analysis<br />
Contents<br />What is an IPR?<br />Who needs an IPR?<br />What are the outputs of an IPR?<br />What are the benefits of an...
Who needs an IPR?<br /><ul><li> Any organisation who believes there is opportunity to gain further efficiencies.
 Any organisation who is searching for improvement or efficiencies or guidance.
 Any organisation who is looking for strategy and direction to help them establish the most appropriate road ahead.
 Any organisation who has an appetite to improve or enhance their current landscape. </li></li></ul><li>Who needs an IPR?<...
Contents<br />What is an IPR?<br />Who needs an IPR?<br />What are the outputs of an IPR?<br />What are the benefits of an...
         Survey Data / Analysis - Profiles<br />64%<br />8-10 Years Experience<br />31%<br />30%<br />Country 1<br />IT Gl...
         Business View<br />Key Questions?<br />Business<br /><ul><li> What are your main issues with IFS/ERP?
 How would you rate the clarity of goals and purpose within your Business area?
Upcoming SlideShare
Loading in...5
×

Example IFS Preformance Review

698

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
698
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Example IFS Preformance Review

  1. 1. High Performance. Guaranteed.<br />Totalamber’s<br />IFS Performance Review (IPR)<br />Part of Totalamber’s Integrated Service Component Model<br />
  2. 2. Presentation Aim<br /><ul><li>To present how Totalamber’s guiding principles, tools, methodology and approach helps our clients enhance and improve their IFS applications
  3. 3. To convert improvement aspirations into a clear strategy and direction
  4. 4. To share how we help our clients to maximise business benefit from their IFS investment
  5. 5. To share Totalamber’s approach to enhancement, upgrades, roll outs and replacement
  6. 6. To present Totalamber’s integrated improvement support model</li></li></ul><li>Presentation Content<br /><ul><li>Part 1 – Totalamber – “The No 1 Choice for IFS Services & Support”
  7. 7. Part 2 – Totalamber’s Methodology & Guiding Principles
  8. 8. Part 3 – Totalamber’s Integrated Service Component
  9. 9. Part 4 – IPR – IFS Performance Review
  10. 10. Part 5 – Totalamber’s IFS Support</li></li></ul><li>Part 1 – Totalamber – The No 1 provider of IFS Services & Support<br />
  11. 11. Totalamber The No 1 provider of IFS Services & Support<br /><ul><li>650 Clients in 23 Countries around the world
  12. 12. Europes Leading Provider of IFS Services Support
  13. 13. Has a dedicated service delviery tream of 50 IFS experts
  14. 14. With Offices in the UK, EU, US & Asia</li></ul>Totalamber is equipped to provide themost professional IFS Service Delivery team withthe relevant experience, language skills and capability to take ona programme of any size, character and importance.<br />
  15. 15. Part 2 – Totalamber Methodology & Guiding Principles<br />
  16. 16. Core Guiding Principles<br />Strategy<br />Into<br />Direction<br />Business<br />Management<br />Into<br />Control<br />Execution<br />Into<br />Delivery<br />People<br />Process<br />Technology<br />Support<br />Into<br />Sustainability<br />
  17. 17. Core Guiding Principles<br />Understand Business Drivers<br />Understand Management Aims<br />Understand Priorities & Constraints<br />Understand what success looks like<br />Agree strategies<br />Align Global & Local Agendas<br />Understand important KPIs<br />Strategy<br />Into<br />Direction<br />Business<br />
  18. 18. Core Guiding Principles<br />Understand Business Processes<br />Understand Ways of Workings<br />Understand A-Is vs. To-Be Processes<br />Agree Required IFS Capabilities<br />Define Key Policies & SOP<br />Define RICE-WF* for each Process<br />Establish Knowledge Centre <br />Understand Business Drivers<br />Understand Management Aims<br />Understand Priorities & Constraints<br />Understand what success looks like<br />Agree strategies<br />Align Global & Local Agendas<br />Understand important KPIs<br />Strategy<br />Into<br />Direction<br />Business<br />Management<br />Into<br />Control<br />Process<br />
  19. 19. Core Guiding Principles<br />Understand Business Processes<br />Understand Ways of Workings<br />Understand AS-IS vs. TO-BE Processes<br />Agree Required IFS Capabilities<br />Define Key Policies & SOP<br />Define RICE-WF* for each Process<br />Establish Knowledge Centre <br />Understand Business Drivers<br />Understand Management Aims<br />Understand Priorities & Constraints<br />Understand what success looks like<br />Agree strategies<br />Align Global & Local Agendas<br />Understand important KPIs<br />Strategy<br />Into<br />Direction<br />Business<br />Management<br />Into<br />Control<br />Execution<br />Into<br />Delivery<br />People<br />Process<br />Understand End User Landscape<br />Understand IT Literacy Levels<br />Assess Training Needs<br />Understand buy-in levels<br />Develop Change Management Plan<br />Develop Communications Plan<br />Develop Training Programme<br />
  20. 20. Core Guiding Principles<br />Understand Business Processes<br />Understand Ways of Workings<br />Understand AS-IS vs. TO-BE Processes<br />Agree Required IFS Capabilities<br />Define Key Policies & SOP<br />Define RICE-WF* for each Process<br />Establish Knowledge Centre <br />Understand Business Drivers<br />Understand Management Aims<br />Understand Priorities & Constraints<br />Understand what success looks like<br />Agree strategies<br />Align Global & Local Agendas<br />Understand important KPIs<br />Strategy<br />Into<br />Direction<br />Business<br />Management<br />Into<br />Control<br />Execution<br />Into<br />Delivery<br />People<br />Process<br />Technology<br />Understand End User Landscape<br />Understand IT Literacy Levels<br />Assess Training Needs<br />Understand buy-in levels<br />Develop Change Mgt Plan<br />Develop Communications Plan<br />Develop Training Programme<br />Understand As-Is & To-Be Infrastructure<br />Understand IFS Landscape<br />Understand Modules Required<br />Manage IT Risks<br />Understand IT skills and capabilities<br />Develop Technical Architecture Roadmap<br />Define IFS Support Strategy<br />Support<br />Into<br />Sustainability<br />
  21. 21. Part 3 – Totalamber’s<br />Integrated Service Component Model<br />
  22. 22. Who do we serve?<br /><ul><li>Organisations who wish to enhance and improve their current IFS implementation via improvement quick wins and initiatives (Enhance & Improve);
  23. 23. Organisations who want to upgrade their IFS software and leverage new functionalities, ways of workings and business benefits (Upgrades & Implementations);
  24. 24. Organisations who wish to rollout core IFS solution – a single or multiple modules – to multi sites in standardised and controlled fashion (Rollout of a Core Solution);
  25. 25. Organisations who wish to provide their end users with proactive and sustainable 1stand 2nd line support (Support) whilst executing such project initiatives; </li></li></ul><li>Integrated Framework of Service Initiatives<br />Service Initiative<br />Our framework is unique as it links the IFS improvements, upgrades or solution rollouts with local or global “follow the sun” support services:<br /><ul><li>Named consulting and support teams from the start;
  26. 26. 24 x 7 Global Support Centre where the named consultants operate as part of the service;
  27. 27. Agreed and formalised delivery and support SLAs;
  28. 28. All IFS rollouts and improvements supported as part of the Global Support Centre organisation and allocated team;</li></ul>Enhance<br />&<br />Improve<br />Upgrade& Implement<br />Rolloutof <br />Core Solution<br />Supportof <br />Service Initiative<br />
  29. 29. Integrated Framework of Service Initiatives<br />Service Initiative<br />Enhance<br />&<br />Improve<br />Service Initiatives<br />Enhance<br />&<br />Improve<br />Upgrade& Implement<br />Rolloutof <br />Core Solution<br />Supportof <br />Service Initiative<br />Upgrade& Implement<br />Rolloutof <br />Core Solution<br />Supportof <br />Service Initiative<br />
  30. 30. Integrated Framework of Service Initiatives<br />
  31. 31.
  32. 32.
  33. 33.
  34. 34.
  35. 35.
  36. 36. Totalamber EUROS Service Initiatives<br />Service Initiative<br />Enhance<br />&<br />Improve<br />Service Initiatives<br />O<br />E <br />U<br />R<br />S<br />Upgrade& Implement<br />Rolloutof <br />Core Solution<br />Supportof <br />Service Initiative<br />
  37. 37. Totalamber’s Integrated Service Component Model - Framework & Approach<br />Within 3 Years<br />Within 3 Weeks<br />Within 3 Months<br />Phase1<br />Baseline<br />to Assess<br />Phase 3<br />Execution<br />& Delivery<br />Phase 2Proof<br />of Capability<br />Service Initiative<br />Delivery: Methodology & Approach <br />Tools: Baseline & Assessment <br />Outputs: Capability Strategy & Direction<br />Enhance<br />&<br />Improve<br />Upgrade& Implement<br />Rolloutof <br />Core Solution<br />Supportof <br />Service Initiative<br />
  38. 38. Totalamber’s Integrated Service Component Model - Phase 1. Baseline<br />Within 3 Years<br />Within 3 Weeks<br />Within 3 Months<br />Phase1<br />Baseline<br />to Assess<br />Phase 3<br />Execution<br />& Delivery<br />Phase 2Proof<br />of Capability<br />TA Service: IPR <br />IFS Performance Review<br />TA Service: RNA<br />Rollout Needs Analysis<br />TA Service: SNASupport Needs Analysis<br />Service Initiative<br /> IFS Snapshot Assessment<br /> Rollout Project Configurator<br />Support Rollout Configurator<br />Tools: Baseline & Assessment <br />Enhance<br />&<br />Improve<br />SoW<br /> LiSA & SNA Support Tools <br /> Snapshot <br />LiSA & SNA Support Tools <br /> LiSA & SNA Support Tools <br />TA Service: UNA<br />Upgrade Needs Analysis<br />Upgrade& Implement<br />SoW<br /> Upgrade Project Configurator<br />Snapshot<br />LiSA & SNA Support Tools <br />Rolloutof <br />Core Solution<br />SoW<br />Supportof <br />Service Initiative<br />SoW<br />
  39. 39. Totalamber’s Integrated Service Component Model - Phase 1. Baseline<br />Within 3 Years<br />Within 3 Weeks<br />Within 3 Months<br />Phase1<br />Baseline<br />to Assess<br />Phase 3<br />Execution<br />& Delivery<br />Phase 2Proof<br />of Capability<br />TA Service: IPR <br />IFS Performance Review<br />TA Service: RNA<br />Rollout Needs Analysis<br />TA Service: SNASupport Needs Analysis<br />Service Initiative<br /> IFS Snapshot Assessment<br /> Rollout Project Configurator<br />Support Rollout Configurator<br />Tools: Baseline & Assessment <br />Enhance<br />&<br />Improve<br />SoW<br /> LiSA & SNA Support Tools <br /> Snapshot <br />LiSA & SNA Support Tools <br /> LiSA & SNA Support Tools <br />TA Service: UNA<br />Upgrade Needs Analysis<br />Upgrade& Implement<br />SoW<br /> Upgrade Project Configurator<br />Snapshot<br />LiSA & SNA Support Tools <br />Rolloutof <br />Core Solution<br />SoW<br />Supportof <br />Service Initiative<br />SoW<br />
  40. 40. Totalamber’s Integrated Service Component Model - Phase 2. Proof of Capability<br />Within 3 Years<br />Within 3 Weeks<br />Within 3 Months<br />Phase1<br />Baseline<br />to Assess<br />Phase 3<br />Execution<br />& Delivery<br />Phase 2Proof<br />of Capability<br />TA Service: IPR <br />IFS Performance Review<br />TA Service: RNA<br />Rollout Needs Analysis<br />TA Service: SNASupport Needs Analysis<br />Service Initiative<br /> IFS Snapshot Assessment<br /> Rollout Project Configurator<br />Support Rollout Configurator<br />Tools: Baseline & Assessment <br />Outputs: Capability Strategy & Direction<br />Enhance<br />&<br />Improve<br />SoW<br /> Boost Roadmap <br />Quick Wins<br /> Improvements<br /> Tips & Training<br /> Enhancements<br /> 12 wk. Initiatives<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br />SoW<br /> LiSA & SNA Support Tools <br /> Snapshot <br />LiSA & SNA Support Tools <br /> LiSA & SNA Support Tools <br />TA Service: UNA<br />Upgrade Needs Analysis<br />Upgrade& Implement<br />SoW<br /> Upgrade-in-a-box<br />1. Upgrade Template <br /> Readiness<br /> 2. Upgrade Streams<br /> Readiness <br /> 3. Local Site or Country Readiness<br /> UpG. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />SoW<br /> Upgrade Project Configurator<br />Snapshot<br />LiSA & SNA Support Tools <br />Rolloutof <br />Core Solution<br />SoW<br /> Rollout-in-a-box<br />1. Core Template <br /> Readiness<br /> 2. Data / Training / Support Factory <br /> Readiness 3. Site / <br />Country Readiness<br /> RO. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />SoW<br />Supportof <br />Service Initiative<br />SoW<br />SoW<br />Support-in-a-box<br />1. Right-sized 1st 2nd & 3rd line Support<br /> 2. Defined Local or <br /> Global Sup. Services<br /> 3. Alignment of TA Support Tower<br /> Sup. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />
  41. 41. Totalamber’s Integrated Service Component Model - Phase 2. Proof of Capability<br />Within 3 Years<br />Within 3 Weeks<br />Within 3 Months<br />Phase1<br />Baseline<br />to Assess<br />Phase 3<br />Execution<br />& Delivery<br />Phase 2Proof<br />of Capability<br />TA Service: IPR <br />IFS Performance Review<br />TA Service: RNA<br />Rollout Needs Analysis<br />TA Service: SNASupport Needs Analysis<br />Service Initiative<br /> IFS Snapshot Assessment<br /> Rollout Project Configurator<br />Support Rollout Configurator<br />Tools: Baseline & Assessment <br />Outputs: Capability Strategy & Direction<br />Enhance<br />&<br />Improve<br />SoW<br /> Boost Roadmap <br />Quick Wins<br /> Improvements<br /> Tips & Training<br /> Enhancements<br /> 12 wk. Initiatives<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br />SoW<br /> LiSA & SNA Support Tools <br /> Snapshot <br />LiSA & SNA Support Tools <br /> LiSA & SNA Support Tools <br />TA Service: UNA<br />Upgrade Needs Analysis<br />Upgrade& Implement<br />SoW<br /> Upgrade-in-a-box<br />1. Upgrade Template <br /> Readiness<br /> 2. Upgrade Streams<br /> Readiness <br /> 3. Local Site or Country Readiness<br /> UpG. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />SoW<br /> Upgrade Project Configurator<br />Snapshot<br />LiSA & SNA Support Tools <br />Rolloutof <br />Core Solution<br />SoW<br /> Rollout-in-a-box<br />1. Core Template <br /> Readiness<br /> 2. Data / Training / Support Factory <br /> Readiness 3. Site / <br />Country Readiness<br /> RO. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />SoW<br />Supportof <br />Service Initiative<br />SoW<br />SoW<br />Support-in-a-box<br />1. Right-sized 1st 2nd & 3rd line Support<br /> 2. Defined Local or <br /> Global Sup. Services<br /> 3. Alignment of TA Support Tower<br /> Sup. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />
  42. 42. Totalamber’s Integrated Service Component Model - Phase 3. Execution & Delivery<br />Within 3 Years<br />Within 3 Weeks<br />Within 3 Months<br />Phase1<br />Baseline<br />to Assess<br />Phase 3<br />Execution<br />& Delivery<br />Phase 2Proof<br />of Capability<br />TA Service: IPR <br />IFS Performance Review<br />TA Service: RNA<br />Rollout Needs Analysis<br />TA Service: SNASupport Needs Analysis<br />Service Initiative<br /> IFS Snapshot Assessment<br /> Rollout Project Configurator<br />Support Rollout Configurator<br />Delivery: Methodology & Approach <br />Tools: Baseline & Assessment <br />Outputs: Capability Strategy & Direction<br />Enhance<br />&<br />Improve<br /> Enhance Roadmap <br />1.Strategy & Direction<br /> 2. Management & Controls<br /> 3. Execution & <br />Delivery<br /> 4. Support <br />SoW<br />SoW<br /> Business Case<br /> Scoped Priorities<br /> Clear initiatives <br /> wit Tangible<br /> Business Benefit!<br /> A Clear R.O.I<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> Boost Roadmap <br />Quick Wins<br /> Improvements<br /> Tips & Training<br /> Enhancements<br /> 12 wk. Initiatives<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> LiSA & SNA Support Tools <br /> Snapshot <br />LiSA & SNA Support Tools <br /> LiSA & SNA Support Tools <br />TA Service: UNA<br />Upgrade Needs Analysis<br />Upgrade& Implement<br /> Design<br /> Build <br /> Support<br /> Mobilise<br />SoW<br /> Test<br /> Deploy<br /> Upgrade-in-a-box<br />1. Upgrade Template <br /> Readiness<br /> 2. Upgrade Streams<br /> Readiness <br /> 3. Local Site or Country Readiness<br /> UpG. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />SoW<br /> Upgrade Project Configurator<br />Snapshot<br />LiSA & SNA Support Tools <br />Rolloutof <br />Core Solution<br /> Migrate<br /> to <br /> IFS<br />Localise<br /> Market Mods<br />SoW<br />SoW<br /> Mobilise<br /> Rollout <br /> Team<br /> Train Users<br />&<br />Super Users<br /> Rollout-in-a-box<br />1. Core Template <br /> Readiness<br /> 2. Data / Training / Support Factory <br /> Readiness 3. Site / <br />Country Readiness<br /> RO. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />Supportof <br />Service Initiative<br /> Alignment<br /> of SLA’s<br /> & Roles<br />SoW<br />Train & Align<br /> Support <br /> Team<br />SoW<br /> Mobilise<br /> Support<br /> Team<br /> Alignment<br /> of Tools & <br /> Processes<br />Support-in-a-box<br />1. Right-sized 1st 2nd & 3rd line Support<br /> 2. Defined Local or <br /> Global Sup. Services<br /> 3. Alignment of TA Support Tower<br /> Sup. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />
  43. 43. Totalamber’s Integrated Service Component Model - Enhance & Improve<br />Within 3 Years<br />Within 3 Weeks<br />Within 3 Months<br />Phase1<br />Baseline<br />to Assess<br />Phase 3<br />Execution<br />& Delivery<br />Phase 2Proof<br />of Capability<br />TA Service: IPR <br />IFS Performance Review<br />Service Initiative<br /> IFS Snapshot Assessment<br />Delivery: Methodology & Approach <br />Tools: Baseline & Assessment <br />Outputs: Capability Strategy & Direction<br />Enhance<br />&<br />Improve<br /> Enhance Roadmap <br />1.Strategy & Direction<br /> 2. Management & Controls<br /> 3. Execution & <br />Delivery<br /> 4. Support <br />SoW<br />SoW<br /> Business Case<br /> Scoped Priorities<br /> Clear initiatives <br /> wit Tangible<br /> Business Benefit!<br /> A Clear R.O.I<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> Boost Roadmap <br />Quick Wins<br /> Improvements<br /> Tips & Training<br /> Enhancements<br /> 12 wk. Initiatives<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> LiSA & SNA Support Tools <br />Upgrade& Implement<br />Rolloutof <br />Core Solution<br />Supportof <br />Service Initiative<br />
  44. 44. Totalamber’s Integrated Service Component Model - Upgrade & Implement<br />Within 3 Years<br />Within 3 Weeks<br />Within 3 Months<br />Phase1<br />Baseline<br />to Assess<br />Phase 3<br />Execution<br />& Delivery<br />Phase 2Proof<br />of Capability<br />TA Service: IPR <br />IFS Performance Review<br />Service Initiative<br /> IFS Snapshot Assessment<br />Delivery: Methodology & Approach <br />Tools: Baseline & Assessment <br />Outputs: Capability Strategy & Direction<br />Enhance<br />&<br />Improve<br /> Enhance Roadmap <br />1.Strategy & Direction<br /> 2. Management & Controls<br /> 3. Execution & <br />Delivery<br /> 4. Support <br />SoW<br />SoW<br /> Business Case<br /> Scoped Priorities<br /> Clear initiatives <br /> wit Tangible<br /> Business Benefit!<br /> A Clear R.O.I<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> Boost Roadmap <br />Quick Wins<br /> Improvements<br /> Tips & Training<br /> Enhancements<br /> 12 wk. Initiatives<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> LiSA & SNA Support Tools <br />TA Service: UNA<br />Upgrade Needs Analysis<br />Upgrade& Implement<br /> Design<br /> Build <br /> Support<br /> Mobilise<br />SoW<br /> Test<br /> Deploy<br /> Upgrade-in-a-box<br />1. Upgrade Template <br /> Readiness<br /> 2. Upgrade Streams<br /> Readiness <br /> 3. Local Site or Country Readiness<br /> UpG. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />SoW<br /> Upgrade Project Configurator<br />Snapshot<br />LiSA & SNA Support Tools <br />Rolloutof <br />Core Solution<br />Supportof <br />Service Initiative<br />
  45. 45. Totalamber’s Integrated Service Component Model – Rollout of Core Solution<br />Within 3 Years<br />Within 3 Weeks<br />Within 3 Months<br />Phase1<br />Baseline<br />to Assess<br />Phase 3<br />Execution<br />& Delivery<br />Phase 2Proof<br />of Capability<br />TA Service: IPR <br />IFS Performance Review<br />TA Service: RNA<br />Rollout Needs Analysis<br />Service Initiative<br /> IFS Snapshot Assessment<br /> Rollout Project Configurator<br />Delivery: Methodology & Approach <br />Tools: Baseline & Assessment <br />Outputs: Capability Strategy & Direction<br />Enhance<br />&<br />Improve<br /> Enhance Roadmap <br />1.Strategy & Direction<br /> 2. Management & Controls<br /> 3. Execution & <br />Delivery<br /> 4. Support <br />SoW<br />SoW<br /> Business Case<br /> Scoped Priorities<br /> Clear initiatives <br /> wit Tangible<br /> Business Benefit!<br /> A Clear R.O.I<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> Boost Roadmap <br />Quick Wins<br /> Improvements<br /> Tips & Training<br /> Enhancements<br /> 12 wk. Initiatives<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> LiSA & SNA Support Tools <br /> Snapshot <br />LiSA & SNA Support Tools <br />TA Service: UNA<br />Upgrade Needs Analysis<br />Upgrade& Implement<br /> Design<br /> Build <br /> Support<br /> Mobilise<br />SoW<br /> Test<br /> Deploy<br /> Upgrade-in-a-box<br />1. Upgrade Template <br /> Readiness<br /> 2. Upgrade Streams<br /> Readiness <br /> 3. Local Site or Country Readiness<br /> UpG. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />SoW<br /> Upgrade Project Configurator<br />Snapshot<br />LiSA & SNA Support Tools <br />Rolloutof <br />Core Solution<br /> Migrate<br /> to <br /> IFS<br />Localise<br /> Market Mods<br />SoW<br />SoW<br /> Mobilise<br /> Rollout <br /> Team<br /> Train Users<br />&<br />Super Users<br /> Rollout-in-a-box<br />1. Core Template <br /> Readiness<br /> 2. Data / Training / Support Factory <br /> Readiness 3. Site / <br />Country Readiness<br /> RO. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />Supportof <br />Service Initiative<br />
  46. 46. Totalamber’s Integrated Service Component Model - Support of Service Initiative<br />Within 3 Years<br />Within 3 Weeks<br />Within 3 Months<br />Phase1<br />Baseline<br />to Assess<br />Phase 3<br />Execution<br />& Delivery<br />Phase 2Proof<br />of Capability<br />TA Service: IPR <br />IFS Performance Review<br />TA Service: RNA<br />Rollout Needs Analysis<br />TA Service: SNASupport Needs Analysis<br />Service Initiative<br /> IFS Snapshot Assessment<br /> Rollout Project Configurator<br />Support Rollout Configurator<br />Delivery: Methodology & Approach <br />Tools: Baseline & Assessment <br />Outputs: Capability Strategy & Direction<br />Enhance<br />&<br />Improve<br /> Enhance Roadmap <br />1.Strategy & Direction<br /> 2. Management & Controls<br /> 3. Execution & <br />Delivery<br /> 4. Support <br />SoW<br />SoW<br /> Business Case<br /> Scoped Priorities<br /> Clear initiatives <br /> wit Tangible<br /> Business Benefit!<br /> A Clear R.O.I<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> Boost Roadmap <br />Quick Wins<br /> Improvements<br /> Tips & Training<br /> Enhancements<br /> 12 wk. Initiatives<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> LiSA & SNA Support Tools <br /> Snapshot <br />LiSA & SNA Support Tools <br /> LiSA & SNA Support Tools <br />TA Service: UNA<br />Upgrade Needs Analysis<br />Upgrade& Implement<br /> Design<br /> Build <br /> Support<br /> Mobilise<br />SoW<br /> Test<br /> Deploy<br /> Upgrade-in-a-box<br />1. Upgrade Template <br /> Readiness<br /> 2. Upgrade Streams<br /> Readiness <br /> 3. Local Site or Country Readiness<br /> UpG. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />SoW<br /> Upgrade Project Configurator<br />Snapshot<br />LiSA & SNA Support Tools <br />Rolloutof <br />Core Solution<br /> Migrate<br /> to <br /> IFS<br />Localise<br /> Market Mods<br />SoW<br />SoW<br /> Mobilise<br /> Rollout <br /> Team<br /> Train Users<br />&<br />Super Users<br /> Rollout-in-a-box<br />1. Core Template <br /> Readiness<br /> 2. Data / Training / Support Factory <br /> Readiness 3. Site / <br />Country Readiness<br /> RO. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />Supportof <br />Service Initiative<br /> Alignment<br /> of SLA’s<br /> & Roles<br />SoW<br />Train & Align<br /> Support <br /> Team<br />SoW<br /> Mobilise<br /> Support<br /> Team<br /> Alignment<br /> of Tools & <br /> Processes<br />Support-in-a-box<br />1. Right-sized 1st 2nd & 3rd line Support<br /> 2. Defined Local or <br /> Global Sup. Services<br /> 3. Alignment of TA Support Tower<br /> Sup. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />
  47. 47. Phase 1. Baseline<br />Enhance & Improve<br />Totalamber’s Integrated Service Component Model<br />Within 3 Years<br />Within 3 Weeks<br />Within 3 Months<br />Phase1<br />Baseline<br />to Assess<br />Phase 3<br />Execution<br />& Delivery<br />Phase 2Proof<br />of Capability<br />Service Initiative: Baseline / Enhance & Improve<br /> TA Service: RNA<br />Rollout Needs Analysis<br /> TA Service: SNASupport Needs Analysis<br />TA Service: IPR <br />IFS Performance Review<br />Service Initiative<br /> Rollout Project Configurator<br />Support Rollout Configurator<br /> IFS Snapshot Assessment<br />Delivery: Methodology & Approach <br />Outputs: Capability Strategy & Direction<br />Tools: Baseline & Assessment <br />Enhance<br />&<br />Improve<br /> Enhance Roadmap <br />1.Strategy & Direction<br /> 2. Management & Controls<br /> 3. Execution & <br />Delivery<br /> 4. Support <br />SoW<br />SoW<br /> Business Case<br /> Scoped Priorities<br /> Clear initiatives <br /> wit Tangible<br /> Business Benefit!<br /> A Clear R.O.I<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> Boost Roadmap <br />Quick Wins<br /> Improvements<br /> Tips & Training<br /> Enhancements<br /> 12 wk. Initiatives<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> Snapshot <br />LiSA & SNA Support Tools <br /> LiSA & SNA Support Tools <br /> LiSA & SNA Support Tools <br />Definition<br /><ul><li>An assessment of the As-Is and To-Be IFS issues, risks and lessons covering business, people, processes and technology. It provides clarity on what can be done to improve the solution.</li></ul>Aims<br /><ul><li>Assess business drivers and wishes from IFS
  48. 48. Assess business processes and how IFS supports them
  49. 49. Assess current IFS skills, capabilities and bandwidth
  50. 50. Assess the health of the current IFS installation and modules used to support business drivers and aims.</li></ul> TA Service: UNA<br />Upgrade Needs Analysis<br />Upgrade& Implement<br /> Design<br /> Build <br /> Support<br /> Mobilise<br />SoW<br /> Test<br /> Deploy<br /> Upgrade-in-a-box<br />1. Upgrade Template <br /> Readiness<br /> 2. Upgrade Streams<br /> Readiness <br /> 3. Local Site or Country Readiness<br /> UpG. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />SoW<br /> Upgrade Project Configurator<br />Snapshot<br />LiSA & SNA Support Tools <br />Tasks<br /><ul><li>Meet management and understand priorities
  51. 51. Meet key business owners and identify issues
  52. 52. Review current IFS set up and configuration
  53. 53. Look for quick wins and initiatives to improve
  54. 54. Document findings, recommendations and actions
  55. 55. Develop action plan and delivery team
  56. 56. Present findings and recommendations </li></ul>Rolloutof <br />Core Solution<br /> Migrate<br /> to <br /> IFS<br />Localise<br /> Market Mods<br />SoW<br />SoW<br /> Mobilise<br /> Rollout <br /> Team<br /> Train Users<br />&<br />Super Users<br /> Rollout-in-a-box<br />1. Core Template <br /> Readiness<br /> 2. Data / Training / Support Factory <br /> Readiness 3. Site / <br />Country Readiness<br /> RO. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />Output<br />IFS Snapshot report – outlining the key findings, quick wins, initiatives as well as the roadmap and costs/ROI<br />Supportof <br />Service Initiative<br />Risk Mitigation<br /><ul><li>Accessing the right business people
  57. 57. Reviewing IFS setup</li></ul> Alignment<br /> of SLA’s<br /> & Roles<br />SoW<br />Train & Align<br /> Support <br /> Team<br />SoW<br /> Mobilise<br /> Support<br /> Team<br /> Alignment<br /> of Tools & <br /> Processes<br />Support-in-a-box<br />1. Right-sized 1st 2nd & 3rd line Support<br /> 2. Defined Local or <br /> Global Sup. Services<br /> 3. Alignment of TA Support Tower<br /> Sup. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />Your Stakeholders<br />Relevant Management Team <br />Key Business Owners<br />PM – Review Lead<br />IFS Specialists<br />Technical Lead<br />Totalamber<br />Stakeholders<br />
  58. 58. Phase 2. Proof of Capability<br />Enhance & Improve<br />Totalamber’s Integrated Service Component Model<br />Within 3 Years<br />Within 3 Weeks<br />Within 3 Months<br />Phase1<br />Baseline<br />to Assess<br />Phase 3<br />Execution<br />& Delivery<br />Phase 2Proof<br />of Capability<br />Service Initiative: Proof of Capability / Enhance & Improve<br />TA Service: IPR <br />IFS Performance Review<br /> TA Service: RNA<br />Rollout Needs Analysis<br /> TA Service: SNASupport Needs Analysis<br />Service Initiative<br /> IFS Snapshot Assessment<br /> Rollout Project Configurator<br />Support Rollout Configurator<br />Delivery: Methodology & Approach <br />Tools: Baseline & Assessment <br />Outputs: Capability Strategy & Direction<br />Enhance<br />&<br />Improve<br /> Enhance Roadmap <br />1.Strategy & Direction<br /> 2. Management & Controls<br /> 3. Execution & <br />Delivery<br /> 4. Support <br />SoW<br />SoW<br /> Business Case<br /> Scoped Priorities<br /> Clear initiatives <br /> wit Tangible<br /> Business Benefit!<br /> A Clear R.O.I<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> Boost Roadmap <br />Quick Wins<br /> Improvements<br /> Tips & Training<br /> Enhancements<br /> 12 wk. Initiatives<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> LiSA & SNA Support Tools <br /> Snapshot <br />LiSA & SNA Support Tools <br /> LiSA & SNA Support Tools <br />Definition<br /><ul><li>Mobilising the nominated Totalamber consultants and internal business owner and users to flesh out the quick wins details and planning.</li></ul>Aims<br /><ul><li>Mobilise relevant Totalamber consultant and internal key users
  59. 59. Review the initial quick wins and initiatives per business areas (e.g. Finance) and agree priorities and timing
  60. 60. Develop day by day plan to execute improvements in conjunction with the Totalamber support centre and nominated consultant</li></ul> TA Service: UNA<br />Upgrade Needs Analysis<br />Upgrade& Implement<br /> Design<br /> Build <br /> Support<br /> Mobilise<br />SoW<br /> Test<br /> Deploy<br /> Upgrade-in-a-box<br />1. Upgrade Template <br /> Readiness<br /> 2. Upgrade Streams<br /> Readiness <br /> 3. Local Site or Country Readiness<br /> UpG. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />SoW<br /> Upgrade Project Configurator<br />Snapshot<br />LiSA & SNA Support Tools <br />Tasks<br /><ul><li>Discuss relevance and its importance
  61. 61. Assess best time for implementation
  62. 62. Identify internal users impacted
  63. 63. Develop improvement execution schedule
  64. 64. Commence improvement</li></ul>Rolloutof <br />Core Solution<br /> Migrate<br /> to <br /> IFS<br />Localise<br /> Market Mods<br />SoW<br />SoW<br /> Mobilise<br /> Rollout <br /> Team<br /> Train Users<br />&<br />Super Users<br /> Rollout-in-a-box<br />1. Core Template <br /> Readiness<br /> 2. Data / Training / Support Factory <br /> Readiness 3. Site / <br />Country Readiness<br /> RO. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />Output<br />Quick win plan approved by relevant stakeholders<br />Initiative plan approved by relevant stakeholders<br />Implementation of simple and quick improvements<br />Supportof <br />Service Initiative<br />Risk Mitigation<br />Loss of momentum after the review – other priorities<br />No ownership from business – IT driven improvements<br /> Alignment<br /> of SLA’s<br /> & Roles<br />SoW<br />Train & Align<br /> Support <br /> Team<br />SoW<br /> Mobilise<br /> Support<br /> Team<br /> Alignment<br /> of Tools & <br /> Processes<br />Support-in-a-box<br />1. Right-sized 1st 2nd & 3rd line Support<br /> 2. Defined Local or <br /> Global Sup. Services<br /> 3. Alignment of TA Support Tower<br /> Sup. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />Your Stakeholders<br />Departmental Super user / Users Impacted<br />Internal Lead / Sponsor<br />Improvements Sponsor<br />Project manager<br />Module Consultant <br />Technical Lead (where appropriate)<br />Totalamber<br />Stakeholders<br />
  65. 65. Phase 3. Execution & Delivery<br />Enhance & Improve<br />Totalamber’s Integrated Service Component Model<br />Within 3 Years<br />Within 3 Weeks<br />Within 3 Months<br />Phase1<br />Baseline<br />to Assess<br />Phase 2Proof<br />of Capability<br />Phase 3<br />Execution<br />& Delivery<br />Service Initiative: Execute & Delivery / Enhance & Improve<br />TA Service: IPR <br />IFS Performance Review<br /> TA Service: RNA<br />Rollout Needs Analysis<br /> TA Service: SNASupport Needs Analysis<br />Service Initiative<br /> IFS Snapshot Assessment<br /> Rollout Project Configurator<br />Support Rollout Configurator<br />Tools: Baseline & Assessment <br />Outputs: Capability Strategy & Direction<br />Delivery: Methodology & Approach <br />Enhance<br />&<br />Improve<br /> Enhance Roadmap <br />1.Strategy & Direction<br /> 2. Management & Controls<br /> 3. Execution & <br />Delivery<br /> 4. Support <br />SoW<br /> Boost Roadmap <br />Quick Wins<br /> Improvements<br /> Tips & Training<br /> Enhancements<br /> 12 wk. Initiatives<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br /> Business Case<br /> Scoped Priorities<br /> Clear initiatives <br /> wit Tangible<br /> Business Benefit!<br /> A Clear R.O.I<br /> Project Charter<br /> Shared Risk<br /> Milestone Pay<br /> Prioritised Scope<br /> Defined Roles<br />Clear Governance<br />SoW<br /> LiSA & SNA Support Tools <br /> Snapshot <br />LiSA & SNA Support Tools <br /> LiSA & SNA Support Tools <br />Definition<br /><ul><li>Review process to assess improvements implemented and the re-prioritisation</li></ul>Aims<br /><ul><li>Assess quality of work provided by Totalamber
  66. 66. Review priorities of quick wins and initiatives
  67. 67. Continue implementing improvements for the 12 week period
  68. 68. Prepare new phases of improvements and initiatives (e.g. upgrade stages)</li></ul> TA Service: UNA<br />Upgrade Needs Analysis<br />Upgrade& Implement<br /> Design<br /> Build <br /> Support<br /> Mobilise<br />SoW<br /> Test<br /> Deploy<br /> Upgrade-in-a-box<br />1. Upgrade Template <br /> Readiness<br /> 2. Upgrade Streams<br /> Readiness <br /> 3. Local Site or Country Readiness<br /> UpG. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />SoW<br /> Upgrade Project Configurator<br />Snapshot<br />LiSA & SNA Support Tools <br />Tasks<br /><ul><li>Train users on new functionality
  69. 69. Reconfigure IFS to work efficiently
  70. 70. Develop new queries or reports
  71. 71. Develop plans for new phases of improvements</li></ul>Rolloutof <br />Core Solution<br /> Migrate<br /> to <br /> IFS<br />Localise<br /> Market Mods<br />SoW<br />SoW<br /> Mobilise<br /> Rollout <br /> Team<br /> Train Users<br />&<br />Super Users<br /> Rollout-in-a-box<br />1. Core Template <br /> Readiness<br /> 2. Data / Training / Support Factory <br /> Readiness 3. Site / <br />Country Readiness<br /> RO. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />Output<br />Improvements implementation<br />Initiatives mobilisation<br />Detailed Planning & Costs for larger initiatives<br />Supportof <br />Service Initiative<br />Risk Mitigation<br />Loss of momentum after the review – other priorities<br />No ownership from business – IT driven improvements<br /> Alignment<br /> of SLA’s<br /> & Roles<br />SoW<br />Train & Align<br /> Support <br /> Team<br />SoW<br /> Mobilise<br /> Support<br /> Team<br /> Alignment<br /> of Tools & <br /> Processes<br />Support-in-a-box<br />1. Right-sized 1st 2nd & 3rd line Support<br /> 2. Defined Local or <br /> Global Sup. Services<br /> 3. Alignment of TA Support Tower<br /> Sup. Roadmap & <br /> Project Charter<br /> 1.Strategy & Direction<br /> 2. Mgmt. & Controls<br /> 3. Execution & <br /> Delivery 4. Support Sustainability <br />Your Stakeholders<br />Departmental Super user / Users Impacted<br />Internal Lead / Sponsor<br />Improvements Sponsor<br />Project manager<br />Module Consultant <br />Technical Lead (where appropriate)<br />Totalamber<br />Stakeholders<br />
  72. 72. Part 2 – IPR ‘IFS Performance Review’<br />
  73. 73. Our Objectives<br />What is an IPR?<br />Who needs an IPR?<br />What are the benefits of an IPR?<br />What are the outputs of an IPR?<br />How long will it take and how much will it cost?<br />
  74. 74. What is an IPR?<br /><ul><li> An IPR is a 360 degree review, assessment and analysis of your business, people, process and technology.
  75. 75. An IPR is a proven framework methodology and toolkit developed by Totalamber that allows you to assess, review and analyse how your ERP system aligns with your business strategy and objectives, your people’s needs and capability and your processes and ways of working.
  76. 76. An IPR is conducted by business and IT consultants who use three tailor made tools to elicit the strengths and weaknesses of your current ERP landscape. </li></li></ul><li>Self-Evaluation - Is your support ready for the road ahead?<br />Tool 1<br />Survey / Interview Questionnaire<br />(IFSNAPSHOT)<br />39<br />
  77. 77. Part 1: Introduction:<br />IFS Global Review: <br />The aim of this <br />The aim of of the review is to capture an <br />section is to understand the interviewee's <br />IFS snapshot (baseline) of where the XYZ business, people, <br />background and IFS experiences and relevance <br />processes and technologies are and provide options for <br />in relation to the review. <br />improvements<br />Please complete this column<br />Help!<br />Interviewee Name <br />XxxYyy<br />Enter your full name <br />Role <br />IFS Support<br />Enter your Job Title <br />1.1<br />Business Unit <br />European<br />Enter business unit / Group Function <br />1.2<br />Select one of the following to show how long you have been working at <br />#Years in XYZ<br />(9-14yrs) <br />1.3<br />XYZ: (1-3yrs) / (4-8yrs) / (9-14yrs) / (15+ yrs) <br />Work Location <br />XYZ<br />1.4<br />Enter your (physical) work location - where you based?<br />X.Yyyy@Compnay.com<br />Contact Details <br />How best to contact you for further information: Telephone / Email<br />1.5<br />Reporting To <br />XxxYyy<br />Name of your line Manager(understand line of reporting)<br />1.6<br /># Staff (Reportees) <br />0<br />1.7<br />Number of Direct Reportees <br /># of IFS Users within Team <br />8<br />How many within your team / staff use IFS?<br />1.8<br />IFS Support/Help Desk/Data cleaning/IFS <br />projects/ Aircraft loading<br />Interviewee Key Role & <br />Enter your key responsibilities <br />1.9<br />Responsibilities <br />Key Success Measures<br />What are you judged on? (e.g. IT Mgr = system availability and <br />In Performing Role <br />User response<br />performance / Sales Dir = Gross Profit / Engineering Manager = downtime & <br />1.10<br />H&S Incidents)<br />What is the level of interactions with the IFS Tool? - Select one of the <br />IFS Interaction Level<br />Heavy<br />following answers:<br />1.11<br />None<br /> / <br />Light (weekly / monthly) /<br />Heavy (Hourly / Daily) <br />What IFS used for within your role? - Select one of the follwoing answers:<br />IFS Used<br />Not Used <br />/ <br />Mgt Information (reports) <br />/ <br />Modules Transactions (Raise <br />1.12<br />Purchase Req)<br />None<br />Formal IFS Training Received <br />List any formal hands on IFS training received over past 2 years <br />1.13<br />How would rate your confidence and skill in using IFS?<br />Current IFS Skill Level <br />8 - 10 High<br />1.14<br />N/A<br /> / (<br />1-4) Low <br />/ <br />(5-7) Medium <br />/ <br />(8-10) High <br />Select one of the following to describe your IFS engagement within the <br />business:<br />Key User<br />IFS Support <br />1.15<br />N/A / Sponsor (Advocate) / Key User (Super User) / 1st line help / 2nd line <br />help / Trainer / Others<br />Have you been involved in the last IFS upgrade?<br />Last IFS Upgrade <br />Yes<br />1.16<br />Yes / No<br />Profile (16 Questions) <br />
  78. 78. IFS Baseline (45 Questions) <br />Part 2: Baseline Snapshot <br />The aim of this <br />section is to un interviewee's views, issues and <br />challenges relating to the IFS tool <br />What are the main ERP (IFS) issues within your area?<br />List the main 3 (ERP/IFS) Issues <br />Issue Description - Please describe the issue <br />Provide practical examples to illustrate the issue (Example)<br />(heading)<br />(Detail)<br />Data inconsistency<br />A part can have different status/locations in <br />EAM and ARD<br />A part can be shown as scrapped in EAM and serviceable in ARD<br />2.1<br />Incomplete transactions<br />A part can be shipped for repair without all <br />A part is sent for repair without the 'shipped' transaction being completed. On <br />2.2<br />return,a 'part number already in use' error is generated and the part cannot be <br />transaction steps being completed.<br />received.<br />Management indifference to IFS <br />No response to reports<br />The issue of data integrity has been brought to management attention on many <br />2.3<br />occasions without any apparent reponse.<br />problems<br />Baseline Questionnaire <br />Business View<br />Pick score (1-2 = Poor / 3-5 = Average / 6-7 = <br />What does the statement mean?<br />Good / 8-10 = Excellent)<br />How would you rate the clarity of goals / <br />Wehave clarity on the products and services offered by our business? We have <br />purpose within your area (business / Function / <br />clear CRM strategy to manage customers from marketing to customer service?<br />2.4<br />8 - 10<br />Dept)?<br />How would you rate the standardisation and <br />We have blueprint which has been agreed by the Group and drives the standards of <br />consistency between the XYZ business <br />work practices and policies across process areas<br />2.5<br />3 - 5<br />units?<br />How would you rate the clarity of KPIs - to <br />Our managers are clear on what they are measured on and report against their <br />measure and manage effectiveness, costs, <br />KPIs on weekly/monthly <br />2.6<br />1 - 2<br />profitability and utilisation across business <br />areas?<br />How aligned is the IT strategy regarding IFS to <br />Our IT systems and infrastructure support the way we want to do our business<br />the business needs? <br />2.7<br />6 - 7<br />How clear is the XYZ IT strategy for IFS <br />Our IT sstrategy is aligned with the way we want to do business<br />2.8<br />across the following layers: <br />Presentation Layer<br />We have clear set of rules on the type of look, feel and navigation needed for our <br />2.9<br />1 - 2<br />business applications (e.g. Windows look & feel)<br />Reporting / Business Intelligence Layer<br />We have clear set of rules on business inteligence, reporting and information mgt <br />2.10<br />1 - 2<br />and distrubution (e.g. Data Warehousing / web access / Dashboard)<br />Data Layer<br />We have clear rules on meta data and ownership. We have clear rules on meaning <br />2.11<br />1 - 2<br />of data and how it should be set up and maintenained.<br />Integration Layer<br />We have clear set of rules for linking our systems using intelligent interfacing and <br />2.12<br />1 - 2<br />protocols (e.g. BizTalk for middleware)<br />Technical Layer<br />We have clear set of rules on hardware, databases and networks. (e.g. Dell for all <br />2.13<br />3 - 5<br />laptops)<br />Support Layer<br />We have clear rules for supporting the IT components covering all regions and <br />2.14<br />3 - 5<br />language needs - (e.g. IBM for hardwar / Unisys for infrastructure and networks / <br />Internal IT for ERP)<br />
  79. 79. Transition Initiatives (6 Questions)<br />Part 3: Transition: <br />The aim of this <br />section is to zoom in on the quick wins and <br />initiatives which can be leveraged over the <br />next 12-18 months<br />What is the low hanging fruit within your process area / Dept / stream?<br />Quick Win Examples<br />Quick Win Features<br />3 hours Tips and tricks IFS Training Session - improved navigation and search<br />Hours / Days to achieve<br />Role based training - e.g. 3 hours on Work Scheduling<br />Within a single process / department<br />3 hours overview to new joiners / untrained staff (raise confidence)<br />Quick implementation<br />Process streamlining within a business unit / between business units<br />Low cost<br />Development of key report or KPI<br />Education based - making user aware of what is possible<br />Raising confidence<br />Supply Chain<br />XYZ<br />#<br />Quick Win<br />Quick Win Benefits<br />Quick Win Setup Activities<br />External Effort<br />XYZ Effort<br />Priority<br />Provide staff at Tech Records (not <br />Provide a Tech Records function at Good <br />1<br />Faster availability of components within <br />IFS<br />necessarily new staff - secondment from <br />Nil<br />100%<br />Inwards<br />Tech Records would work<br />2<br />3.1<br />3<br />Engineering / Maintenance / Operations<br />XYZ <br />#<br />Quick Win<br />Quick Win Benefits<br />Quick Win Setup Activities<br />External Effort<br />XYZ Effort<br />Priority<br />Ensure that BGAMS training is available to all <br />1<br />Effective use of IFS<br />IFS Support staff to train (approx 1 hour <br />per staff member)<br />Nil<br />100%<br />operational staff<br />3.2<br />2<br />3<br />Finance<br />XYZ <br />#<br />Quick Win<br />Quick Win Benefits<br />Quick Win Setup Activities<br />External Effort<br />XYZ Effort<br />Priority<br />1<br />2<br />3.3<br />3<br />
  80. 80. Future Plans (3 Questions)<br />Part 4: Future <br />This section aims <br />to identify any future considerations <br />the review should consider as part of <br />its assessment of options<br />Supply Chain<br />#<br />Future Considerations<br />Organisatiuonl Impact <br />Process Considerations<br />Technical (ERP) Considerations<br />People / Users Considerations<br />Consider use of RFI tags on <br />1<br />Reduction in errors<br />Intro of RFI scanners<br />components to improve identication<br />2<br />4.1<br />3<br />Engineering / Maintenance / Operations<br />#<br />Future Considerations<br />Organisatiuonl Impact <br />Process Considerations<br />Technical (ERP) Considerations<br />People / Users Considerations<br />Consider use of RFI tags on <br />1<br />components to maintaing integral <br />Reduction in errors.<br />Intro of RFI scanners<br />maintenance/life records.<br />2<br />4.2<br />3<br />Finance<br />#<br />Future Considerations<br />Organisatiuonl Impact <br />Process Considerations<br />Technical (ERP) Considerations<br />People / Users Considerations<br />1<br />2<br />4.2<br />3<br />
  81. 81. Part 5: Lessons <br />This <br />section lists the key lessons <br />that have been learnt during <br />the IFS journey so far - e.g. <br />Last upgrade<br />List the lesson clearly with example<br />Mark the severity of the lesson (High / Medium / Low) - on the business <br />#<br />Business / Organisation Related Lessons<br />Severity<br />e.g.<br />Business had too many initiatives going at the same time - key resources were not available in testing<br />High<br />Lack of Business engagement (from the highest level down) around change of process (getting cold <br />1<br />feet as the change loomed even though they were advised many months ahead)<br />High<br />Lack of Business engagement around release of people to perform the upgrade (back filling as <br />necessary) and, even when released, were not available full time - e.g. Finance continually went <br />5.1<br />back to Business as usual for 2 weeks every month - does nothing for project continuity. Use of <br />external resource is fine too but there must be sufficient internal resource to 'own the project' and <br />2<br />understand it after go-live.<br />High<br />3<br />Low/med/High - Select from list<br />Low/med/High - Select from list<br />#<br />People / Users Related Lessons<br />Severity<br />e.g.<br />Insufficient training provided. Most training was too generic - not relevant to user role<br />High<br />Having the team working in one place, in a dedicated office, is a great benefit - probably a challenge <br />with members from different parts of the globe. Progress was certainly quicker when all were <br />together and it avoids them being sucked back to Business as Usual. With the integration of the <br />product it becomes even more important that the experts from the different workstreams work <br />1<br />together.<br />High<br />2<br />As a result of 1 delivery of specifications to IFS was slow - with know on effects at IFS<br />High<br />5.2<br />With correct business engagement the senior team members need to be empowered to make / take <br />decisions which are best for the company / project. Change management will be required to ensure <br />3<br />that such changes can be executed.<br />High<br />The overall project manager from the business should be full time on the project - this sets an <br />example to the rest of the team and ensures they remain focussed on the task in hand (with no <br />4<br />'Business as Usual'' distractions).<br />High<br />#<br />Technical / IFS Related Lessons<br />Severity<br />e.g.<br />Too many modifications to upgrade - complex and expensive to do<br />High<br />IFS complexity around what release of core product the AD modifications could / would be <br />performed. AD always seemed to be a couple of releases behind that meant that fixes to core were <br />1<br />not always readily available when issues were found<br />Medium<br />IFS resource availability - when trying to work through issues the experts were not always readily <br />available. When they did come they would spend time getting up to speed, go away, think about the <br />issue and then forget about it! They would then come back again a couple of weeks later and repeat <br />2<br />the process meaning that resolution was painfully slow.<br />High<br />3<br />IFS ability to deliver modifications in a timely manner<br />High<br />IFS had an upgrade path for Finance and Supply Chain but nothing for Aircraft Maintenance. They <br />5.3<br />started working on this far too late in the project. I believe now that, once processes have been <br />resolved, the AD area will probably need to be re-implemented which will mean generating the data <br />ahead of time in a 'clean' database and then copying this into the upgrade database at the point of go-<br />live. IFS will need to be totally engaged in order to establish how this can be done and be able to <br />map any dynamic data across from the old environment at the same time (if that is possible). This <br />4<br />will be a significant amount of work.<br />High<br />XYZ have now implemented other areas of IFS - IFS Project and Document Management - plus <br />interfaced many more systems with IFS - the upgrade path for all of these is unknown and untested <br />5<br />at this time.<br />High<br />Ensure XYZ are dealing with one IFS body - last time there was a lot of internal politics at IFS <br />6<br />between IFS and IFS Defence which clouded the issues and delayed delivery.<br />High<br />#<br />Process Related Lessons<br />Severity<br />e.g.<br />No blueprint to ensure standardisation between business units - complex deployment<br />High<br />Agreement to new processes MUST be gained before embarking on the project next time in order <br />that everyone is clear where we are going and what the software is being asked to perform <br />(hopefully the new processes are based around the functionality of the latest software as this will <br />also minimise any potential modification requirement). I believe implementation of some revised <br />5.4<br />processes would probably have to coincide with the go-live of the upgrade ( a challenge for all, <br />1<br />including any Change Management group associated with the project)<br />High<br />2<br />Low/med/High - Select from list<br />3<br />Low/med/High - Select from list<br />Low/med/High - Select from list<br />Lessons Learnt (4 Questions)<br />
  82. 82. Risks (4 Questions)<br />Part 6: Risks <br />This <br />section identifies risks <br />which may cause issues <br />during the transition or in <br />the future initiatives<br />#<br />Business Risks<br />Probability<br />Severity<br />Mitigation Steps<br />1<br />Lack of resources to execute upgrade<br />High<br />High<br />Commitment from highest levels and appropriate budget for the task<br />re-inforced commitment from highest levels + project ownership by senior <br />6.1<br />2<br />Lack of engagement by Senior / mid level management<br />High<br />High<br />managament<br />3<br />Lack of clear strategy<br />High<br />High<br />Commitment and direction from highest levels<br />4<br />Low/med/High - Select from list<br />Low/med/High - Select from list<br />#<br />Technical Risks<br />Probability<br />Severity<br />Mitigation Steps<br />1<br />Oracle 8.1.7 fails<br />Low<br />High<br />Perform system upgrade to move away from legacy version<br />2<br />Windows 2000 fails or attracts virus<br />Medium<br />High<br />Perform system upgrade to move away from legacy version<br />6.2<br />Longer delays means more is built on to interface with IFS <br />3<br />giving more to be upgraded overall<br />High<br />High<br />Perform system upgrade sooner rather than later<br />4<br />Low/med/High - Select from list<br />Low/med/High - Select from list<br />#<br />People Risks<br />Probability<br />Severity<br />Mitigation Steps<br />Has happened in recent lay-offs. Considerable knowledge has left the <br />organisation that does not exist to the same extent elsewhere. Hence <br />6.3<br />1<br />Loss of Key expertise to assist with upgrade<br />High<br />Medium<br />consider carefully the impact when future lay-offs are being implemented<br />2<br />Low/med/High - Select from list<br />Low/med/High - Select from list<br />3<br />Low/med/High - Select from list<br />Low/med/High - Select from list<br />4<br />Low/med/High - Select from list<br />Low/med/High - Select from list<br />#<br />Process Risks<br />Probability<br />Severity<br />Mitigation Steps<br />Keep processes aligned with IFS Capability and tailor our <br />1<br />process to use the software to best effect.<br />Medium<br />Medium<br />Business to understand the implications ant tke a more pragmatic approach.<br />IFS ability to deliver - resource for modifications, resource to <br />Give IFS as much notice as possible, ensure they understand the nature and <br />support the upgrade, clarity of product deliverables (core <br />timeline for the project, Ensure everyone is clear on versions etc both for <br />6.4<br />2<br />version v.s. AD version etc)<br />Medium<br />High<br />the project and a view forwards.<br />Confirm process really require them, challenge to review alternatives. <br />3<br />Keep modifications to a minimum <br />Medium<br />Medium<br />Ensure awareness of cost / time implications.<br />4<br />Low/med/High - Select from list<br />Low/med/High - Select from list<br />
  83. 83. Self-Evaluation - Is your support ready for the road ahead?<br />Tool 2<br />ERP/IFS Support Assessment Tool <br />(LiSA)<br />46<br />
  84. 84. LiSA – Internal Support Self Assessment<br />XYZ used Totalamber’s on-line Support Assessment toolkit (LiSA) to assess the issues & capabilities of XYZ’s ERP/IFS support organisation<br />Part 1: Strategy<br />Part 2: People<br />Part 3: Processes<br />Part 4: Technology<br />Assessment of IT Support <br />of <br />The IFS/ERP Application<br />47<br />
  85. 85. LiSA – Support Strategy<br />Self-Evaluation - Is your support ready for the road ahead?<br />The ERP/IFS support strategy was scored across a number of key criteria<br />48<br />
  86. 86. LiSA – People Strategy<br />Self-Evaluation - Is your support ready for the road ahead?<br />The ERP/IFS support skills, resources and capabilities were scored across a number of key criteria<br />49<br />
  87. 87. LiSA – Process Strategy<br />Self-Evaluation - Is your support ready for the road ahead?<br />The ERP/IFS support processes were scored across a number of key criteria<br />50<br />
  88. 88. LiSA – Technology Strategy<br />Self-Evaluation - Is your support ready for the road ahead?<br />The IT support tools were scored across a number of key criteria<br />51<br />
  89. 89. Self-Evaluation - Is your support ready for the road ahead?<br />Tool 3<br />ERP/IFS (SNA)<br />Support Need Analysis Tool <br />52<br />
  90. 90. SNA – Support Needs Analysis<br />XYZ used Totalamber’s SNA to assess the capacity & capability of XYZ’s ERP/IFS support infrastructure across the six layers<br />
  91. 91. SNA – Support Needs Analysis<br />
  92. 92. Contents<br />What is an IPR?<br />Who needs an IPR?<br />What are the outputs of an IPR?<br />What are the benefits of an IPR?<br />How long will it take and how much will it cost?<br />
  93. 93. Who needs an IPR?<br /><ul><li> Any organisation who believes there is opportunity to gain further efficiencies.
  94. 94. Any organisation who is searching for improvement or efficiencies or guidance.
  95. 95. Any organisation who is looking for strategy and direction to help them establish the most appropriate road ahead.
  96. 96. Any organisation who has an appetite to improve or enhance their current landscape. </li></li></ul><li>Who needs an IPR?<br /><ul><li> Any organisation who is considering enhancing, upgrading or replacing their current landscape.</li></ul>Enhance?<br />Quick Wins<br />Initiatives<br />Simplify GUI<br />On-line Help<br />Planner Module<br />Queries<br />You are <br />Here?<br />Documentation Mgt<br />Search<br />Reporting Improvements<br />Users Education<br />Technical Tuning<br />Hours/Days<br />Process Streamlines<br />Weeks/Months<br />Upgrade?<br />IPR<br />Define<br />Support<br />Rollout<br />Set up<br />Build & Test<br />Feasibility<br />Process<br />Plan<br />Governance<br />Hardware<br />Software<br />Database<br />Data<br />Business rules<br />Configuration<br />Reports<br />Customisation<br />Integration<br />UAT<br />Training<br />Data Cutover<br />Live<br />Handholding<br />Helpdesk<br />DR<br />Operations<br />Projects<br />New Joiners<br />Re-evaluate?<br />Requirements<br />Contractual<br />Selection<br />Evaluation<br />Business<br />Process<br />Technical<br />People<br />Plans<br />RFI<br />RFP<br />Market Research<br />Demos<br />Due Diligence<br />Negotiations<br />Decision making<br />Communications<br />Terms & conditions<br />Legal Payment<br />
  97. 97. Contents<br />What is an IPR?<br />Who needs an IPR?<br />What are the outputs of an IPR?<br />What are the benefits of an IPR?<br />How long will it take and how much will it cost?<br />
  98. 98. Survey Data / Analysis - Profiles<br />64%<br />8-10 Years Experience<br />31%<br />30%<br />Country 1<br />IT Global<br />38%<br />15+ Years Service<br />24%<br />24%<br />Country 2<br />COBU<br />15%<br />5-7 Years Experience<br />21%<br />9-14 Years Service<br />21%<br />1-4 Years Experience<br />17%<br />13%<br />Country 3<br />IBU<br />26%<br />4-8 Years Service<br />12%<br />12%<br />Corporate<br />15%<br />1-3 Years Service<br />Country 4<br />10%<br />9%<br />Country 5<br />EBU<br />5%<br />5%<br />Country 6<br />Senior Management<br />2%<br />4%<br />Country 7<br />WASBU<br />2%<br />NASBU<br />2%<br />AUSBU<br />59%<br />Modules or Transactions<br />Main messages :<br />Business Focused Review - 70% from business functions<br />Cross section of roles, responsibilities & time served<br />Global coverage - Interviewees from across 5 business units<br />Board spectrum of users with and without IFS experience<br />36%<br />Use for Mgt Information<br />5%<br />Don’t use IFS<br />
  99. 99. Business View<br />Key Questions?<br />Business<br /><ul><li> What are your main issues with IFS/ERP?
  100. 100. How would you rate the clarity of goals and purpose within your Business area?
  101. 101. How would you rate the standardisation and consistency between the business units?
  102. 102. How would you rate the clarity of KPIs within your area?
  103. 103. How would rate the alignment of IT strategy with the business?</li></ul>People<br />Processes<br />Diamond<br />Methodology<br />Technology<br />This part of the baseline review focused on the interviewees perception of the business aspects of the ERP/IFS implementation<br />
  104. 104. Business View<br />Lack of clearly defined global processes, KPIs and IT strategy<br />00%<br />Score 9 – 10 or Excellent<br />30%<br />Score 9 – 10 or Excellent<br />3%<br />Score 9 – 10 or Excellent<br />0%<br />Score 9 – 10 or Excellent<br />11%<br />Score 6 – 8 or Good<br />41%<br />Score 6 – 8 or Good<br />14%<br />Score 6 – 8 or Good<br />10%<br />Score 6 – 8 or Good<br />16%<br />Score 3 – 5 or Average<br />22%<br />Score 3 – 5 or Average<br />34%<br />Score 3 – 5 or Average<br />15%<br />Score 3 – 5 or Average<br />74%<br />Score 1 – 2 or Poor<br />Score 1 – 2 or Poor<br />7%<br />48%<br />Score 1 – 2 or Poor<br />75%<br />Score 1 – 2 or Poor<br />Main messages from the interviewees on the business:<br />“We are clear about our business and what is expected from us”;<br />“We operate differently in some key processes depending on BU. We therefore use IFS differently”;<br />“East & West hemispheres have different philosophies and approaches to Maintenance and ERP/IFS”;<br />“The IT organisation has not kept up and has not developed its strategies, capabilities and capacity” <br />
  105. 105. Technology View<br />Key Questions?<br /><ul><li> How would you rate the IFS tool in meeting your job requirements?
  106. 106. How would you rate the systems performance?
  107. 107. How would you rate the ease of use?
  108. 108. How would you rate the stability of the software?
  109. 109. How would you score the IFS tool as a "brand" within your area? (acceptance level?)</li></ul>Business<br />People<br />Processes<br />Diamond<br />Methodology<br />Technology<br />This part of the baseline review focused on the interviewees perception of IFS<br />
  110. 110. Technology View<br />The tool has the functionality to meet many of the job requirements. It is perceived by many as cumbersome to use (unfriendly)<br />11%<br />Score 9 – 10 or Excellent<br />00%<br />Score 9 – 10 or Excellent<br />19%<br />Score 9 – 10 or Excellent<br />18%<br />Score 6 – 8 or Good<br />26%<br />Score 6 – 8 or Good<br />31%<br />Score 6 – 8 or Good<br />29%<br />Score 3 – 5 or Average<br />32%<br />Score 3 – 5 or Average<br />50%<br />Score 3 – 5 or Average<br />42%<br />Score 1 – 2 or Poor<br />42%<br />Score 1 – 2 or Poor<br />8%<br />Score 1 – 2 or Poor<br />Main messages from the interviewees on IFS:<br />“The performance of the system improved in comparison with 2 years ago”;<br />“The performance of the system still an issue where the infrastructure and connectivity is immature”;<br />“The performance of the system can be variable through the day – slow at a particular times”<br />“System looks old, tired and out of date. It is difficult to use”;<br />“This version of IFS is not intuitive – “it is not like Amazon!” <br />
  111. 111. Technology View<br />IFS is a stable system but not liked in some business areas.<br />13%<br />Score 9 – 10 or Excellent<br />39%<br />Score 9 – 10 or Excellent<br />20%<br />Score 6 – 8 or Good<br />39%<br />Score 6 – 8 or Good<br />27%<br />Score 3 – 5 or Average<br />18%<br />Score 3 – 5 or Average<br />40%<br />Score 1 – 2 or Poor<br />7%<br />Score 1 – 2 or Poor<br />Main messages from the interviewees on IFS:<br />“IFS is a robust system. Can’t remember every seeing it crash over the past few years”;<br />“Buy in is poor – it is being seen as a necessary evil by many within Engineering/maintenance”<br />“Little is done to improve the way IFS perceived – not training or communications”<br />“There is resistance in some areas for using systems full stop. They don’t see them as part of the job”<br />“IFS operates on out of support version of Oracle. This is a business continuity risk”<br />
  112. 112. People View<br />Key Questions?<br /><ul><li> How would you rate the IFS training provided to new joiners and existing staff?
  113. 113. How much formal IFS training provided over the past 12 months to new staff and/or existing users?
  114. 114. How would you rate your knowledge, skills and confidence with regard to IFS?
  115. 115. How would you rate other users knowledge, skills and confidence within your area/dept with regard to IFS?
  116. 116. How would you rate the level of buy-in and acceptance of the IFS tool within your area?
  117. 117. How clear is the IFS support staff (e.g. Super Users) within your business area?</li></ul>Business<br />People<br />Processes<br />Diamond<br />Methodology<br />Technology<br />This part of the baseline review focused on the interviewees perception of users<br />
  118. 118. People View<br />Lack of formal and quality IFS training to both managers and end users is regarded as a major block to better usage and buy-in<br />00%<br />Score 9 – 10 or Excellent<br />46%<br />Score 9 – 10 or Excellent<br />9%<br />11%<br />Score 9 – 10 or Excellent<br />Score 9 – 10 or Excellent<br />9%<br />Score 6 – 8 or Good<br />29%<br />Score 6 – 8 or Good<br />22%<br />17%<br />Score 6 – 8 or Good<br />Score 6 – 8 or Good<br />19%<br />Score 3 – 5 or Average<br />7%<br />Score 3 – 5 or Average<br />28%<br />22%<br />Score 3 – 5 or Average<br />Score 3 – 5 or Average<br />72%<br />Score 1 – 2 or Poor<br />21%<br />Score 1 – 2 or Poor<br />42%<br />50%<br />Score 1 – 2 or Poor<br />Score 1 – 2 or Poor<br />Main messages from the interviewees on IFS:<br />“I never had any training on IFS – I can’t even login!”<br />“Most people get their training from their colleagues on the job. Very likely passing on some incorrect info”<br />“Some new users don’t get any training at all on IFS. Some get little. No strategy for IFS training”<br />“Although there are a handful of IFS experts, the majority have low confidence in using IFS”<br />“Super users don’t exist in some processes or business areas. Gaps in knowledge exist with people leaving”<br />“Some business units have good IFS support network and champion”<br />
  119. 119. Processes View<br />Key Questions?<br /><ul><li>How would score the clarity, consistency and documentation of the business policies?
  120. 120. How would score the clarity, consistency and documentation of the IT policies?
  121. 121. How would you rate the clarity of business processes ?
  122. 122. How would you score the quality of the procedure guide?
  123. 123. How would you rate the way data is managed?
  124. 124. How would you rate the data quality?
  125. 125. How would you score the clarity and communications regarding data ownership?</li></ul>Business<br />People<br />Processes<br />Diamond<br />Methodology<br />Technology<br />This part of the baseline review focused on the interviewees perception of Business Processes<br />
  126. 126. Processes View<br />Different IFS operational approaches, data structures, KPIs and processes impacting data integrity and consistency of management reports<br />4%<br />Score 9 – 10 or Excellent<br />0%<br />Score 9 – 10 or Excellent<br />4%<br />Score 9 – 10 or Excellent<br />7%<br />Score 9 – 10 or Excellent<br />18%<br />Score 6 – 8 or Good<br />24%<br />Score 6 – 8 or Good<br />48%<br />Score 6 – 8 or Good<br />20%<br />Score 6 – 8 or Good<br />39%<br />Score 3 – 5 or Average<br />36%<br />Score 3 – 5 or Average<br />30%<br />Score 3 – 5 or Average<br />27%<br />Score 3 – 5 or Average<br />43%<br />Score 1 – 2 or Poor<br />40%<br />Score 1 – 2 or Poor<br />22%<br />Score 1 – 2 or Poor<br />47%<br />Score 1 – 2 or Poor<br />Main messages from the interviewees on Processes:<br />“Unless we have a common global approach and policies we will always have issues with data and IFS”<br />“Lack of up-to-date processes and procedures makes the job of using IFS difficult”<br />“Difficult to train people on IFS if we haven’t got clear processes and procedures to follow”<br />“We use different maintenance plans and templates depending on the hemisphere. This makes IFS difficult”<br />“Data integrity is a big issue. Lack of real time data and parts integration with maintenance are big factors”<br />“Data ownership is an issue. We don’t have clear strategy on data governance and management”<br />
  127. 127. Support View<br />Key Assessment Areas<br />Business<br /><ul><li> Support Strategy Assessment
  128. 128. Support Staff Capacity & Skills Assessment
  129. 129. Support Processes Assessment
  130. 130. Support Tools Assessment
  131. 131. IFS Support Needs Assessment</li></ul>People<br />Processes<br />Diamond<br />Methodology<br />Technology<br />Support<br />This part of the baseline review focused on the ERP/IFS XYZ support organisation<br />
  132. 132. LiSA – Internal Support Self Assessment<br />XYZ used Totalamber’s on-line Support Assessment toolkit (LiSA) to assess the issues & capabilities of XYZ’s ERP/IFS support infrastructure<br />Part 1: Strategy<br />Part 2: People<br />Part 3: Processes<br />Part 4: Technology<br />
  133. 133. Support View<br />The ERP/IFS support organisation does not have the capacity and capabilities to provide global round the sun support<br />39%<br />We have documented and provided descriptions for every criterion which failed to <br />Compile. Lets now review three examples from the “Not Compliant” criteria<br />
  134. 134. Support View<br />Vision & Purpose<br />The IT Support organisation does not have clearly documented ERP support strategy – with formal goals and services<br />✓<br />72<br />
  135. 135. Support View<br />Service Level<br />The IT Support organisation does not have clearly documented SLAs which monitors and reports on to the business<br />✓<br />73<br />
  136. 136. Support View<br />Business Continuity<br />There is no formal business continuity plans for the Group or Business Units in case of major disaster<br />✓<br />74<br />
  137. 137. Support View<br />The ERP/IFS support organisation does not have the capacity and capabilities to provide global round the sun support<br />27%<br />
  138. 138. Support View<br />The ERP/IFS support organisation does not have the capacity and capabilities to provide global round the sun support<br />40%<br />
  139. 139. Support View<br />The ERP/IFS support organisation does not have the capacity and capabilities to provide global round the sun support<br />60%<br />
  140. 140. Support View – LiSA Overall Assessment <br />40%Processes<br />27%<br />People<br />39%<br />Strategy<br />60%<br />Tools<br />42%Overall<br />Main messages from LiSA:<br />A clear ERP/IFS support strategy needed;<br />Support capacity and capabilities needed;<br />Business continuity and disaster recovery scenarios and plans should be in place; and<br />Business ownership of data, processes and reports need to be clearly defined (in RACI Matrix)<br />IT ownership of software packages, hardware, vendors, etc need to be clearly defined (in RACI)<br />
  141. 141. Support View<br />XYZ used Totalamber’s SNA to assess the capacity & capability of XYZ’s ERP/IFS support infrastructure across the six layers<br />
  142. 142. Support Needs Analysis – Software Layer<br />
  143. 143. Support Needs Analysis – Database Layer<br />
  144. 144. Support Needs Analysis – User Admin Layer<br />
  145. 145. Support Needs Analysis – Functional Layer<br />
  146. 146. Support Needs Analysis – Reporting Layer<br />
  147. 147. Support – Support Needs Analysis – Training Layer<br />
  148. 148. IFS Support Needs - Key Messages<br /><ul><li> A dedicated role needs to be assigned to monitor and manage batch jobs and</li></ul> queues. There are a large number of jobs run during the day – number of IFS<br /> queues and running times should be reviewed to improve CPU capacity during <br /> working hours. This could improve performance and improve the usability of the <br />system to record and get information with less frustration!<br /><ul><li> Reporting skills and resources are needed within the IT function to support the business in developing key reports and cascading these through </li></ul> the support helpdesk when issues arise reducing time and duplications.<br /><ul><li> IT needs to be the technical and custodian of the software packages and </li></ul> related databases and infrastructure so vendors can be managed tightly and <br /> integration and change controlled effectively – providing the business with <br /> significant saving and reducing the overall Cost of Ownership.<br />
  149. 149. IFS Support Needs - Key Messages<br /><ul><li> On average 280-350 data related requests are raised per month by the business. A dedicated resource is required to define and manage the data strategy from a support perspective. The business is relying too heavily on </li></ul> IT support resources to carry out set up activities and maintain the integrity.<br /> The Business needs to own the data (from set-up, usage and analysis point of view)<br /> IT needs to provide the necessary tools and vendor support to allow that.<br /><ul><li> The business Super-user network needs enhancing by improving roles and</li></ul> capabilities. The departure of key users has left gaps and caused continuity risks in the business support and knowledge.<br /> The business need to extend the “Community of Champions” concept across the <br /> business – ensuring best practices and experiences shared in a team spirit <br /> and constructively.<br />
  150. 150. Totalamber identified a number of key baseline issues which impact<br />not just IFS usability but XYZ’s effectiveness and profitability<br /><ul><li>XYZ business is in transition to achieve a truly global organisation not just a brand
  151. 151. Two hemispheres with different approaches to Maintenance and IFS usage
  152. 152. Limited leadership and clarity from global perspectives (e.g. IT and Maintenance)
  153. 153. No clear ownership for IFS within the business
  154. 154. Lack of overall programme management and methodology to control projects
  155. 155. Lack of business continuity and disaster recovery strategies</li></ul>Business<br /><ul><li> There are pockets of excellence in IFS
  156. 156. There are a number of people with good</li></ul> IFS knowledge and experience<br /><ul><li> No formal regular training provided
  157. 157. No IFS training reqs and certification
  158. 158. Limited buy-in and support from some managers and business areas
  159. 159. Some software decisions made without full assessment and consultation
  160. 160. No clear concept to Global engagement</li></ul> “Global on my terms”<br /><ul><li>Little standardisation between BUs
  161. 161. No blueprint for policies and rules
  162. 162. Little global IFS documentation
  163. 163. No data architecture & governance
  164. 164. No common KPI's
  165. 165. Major Issues with data quality and integrity due to process and integration
  166. 166. Real time data updates not universal
  167. 167. Key policies need reviewing (e.g. Zero PO)</li></ul>People<br />Processes<br />Diamond<br />Methodology<br />Technology<br /><ul><li>Out of date Oracle / Windows / IFS versions with risk to business continuity
  168. 168. System performance improved but still variable and slow in some locations
  169. 169. IFS considered as stable – no major failures / downtime
  170. 170. IFS modules being used differently depending on the region / BU (e.g. Document Management)
  171. 171. Lack of link between VIM/ARD and EAM
  172. 172. IFS internal support improvement capacity is limited</li></li></ul><li>Contents<br />What is an IPR?<br />Who needs an IPR?<br />What are the outputs of an IPR?<br />What are the benefits of an IPR?<br />How long will it take and how much will it cost?<br />
  173. 173. “Quick Win” (Low Hanging Fruit) <br />17<br />
  174. 174. Implementation Roadmap – “Quick Wins” (Low Hanging Fruits) <br />18<br />19<br />17<br />Quick Wins<br />Standard IFS reports<br />Exported to EXCEL<br />Data Inconsistency<br />monitoring<br />Independent audit <br />of system setup<br />
  175. 175. Key Upgrade/Initiative Recommendations<br />Implement Web Sales Orders<br />Enhanced Reports and Enquiries from IFS<br />2<br />3<br />4<br />5<br />6<br />7<br />8<br />9<br />10<br />11<br />12<br />1<br />User Training<br />Like for Like upgrade (with some additional improvements)<br />CRM interfacing<br />Supported IFS system infrastructure<br />Enhanced document outputs<br />Enhanced User Access with Data Control<br />Rollout of Procurement functionality throughout XYZ Client<br />Action Management, Tasks, Notes<br />Implementation of new workflow<br />Customer Statements and reminder letters<br />The main aim of the recommendations for the upgrade is to streamline business processes, ensuring the maximum time and cost savings are realised, but also to provide a greater audit trail, and to empower people to take responsibility for using the system to gain knowledge. This will make the business better informed to make better decisions and be more proactive than reactive in times of change. Below we have highlighted a summary of the time and money savings that could be realised from implementing the upgrade recommendations.<br />
  176. 176. Implementation Roadmap<br />“Back to Basics”<br />“Implement Improvements & Upgrade” <br />Jan11 – Jun11<br />Jan<br />Feb <br />March <br />April<br />May<br />June<br />July’11 – Jun 13<br />Develop Business Continuity & <br />Disaster Recovery Planning &<br />Scenarios<br />Define Group IT Strategy<br />XYZ IT (non IFS) Initiatives (e.g. Data Centres / Niche Products)<br />Establish Common Delivery<br />Principles (Methodology)<br />Agree IT Rulebook & <br />Data Governance<br />Business Change & Transformation - Programme Management<br />Assess & Implement IFS Quick Wins & Initiatives e.g. Develop and rollout ERP & IFS Training for Managers<br />Establish Global <br />Maintenance Strategy<br />IFS Upgrade <br />Design<br />IFS Upgrade<br />Build & Test<br />Deploy<br />Support<br />Mobilise & Train Team<br />For Process<br />Standardisation<br />Work Stream 1: Processes & Configurations / Standards<br />Work Stream 2: Data Setup & Mgt / Rules / Ownership<br />Define The XYZ Way<br />“Global ERP Blueprint “<br />Work Stream 3: Management Reports / BI<br />Work Stream 4: Testing / Business Continuity / Disaster Recovery<br />Document & Communicate Management Policies & <br />Guides for Common Operational Standards & Practices<br />Work Stream 5: Technical Infrastructure / Sizing & Performance <br />Work Stream 6: Integration / Middleware / Interfaces<br />Develop IFS Upgrade Strategy & Detailed Plan<br />Work Stream 7: Change Mgt / Training / Communications<br />Work Stream 8: Support / Key Users / 1st Line / 2nd Line / 3rd Line<br />Work Stream 9: IFS Project Management & Governance<br />Mobilise & Train IFS <br />Upgrade Team<br />IFS Version Decision<br />7.5 or 8?<br />
  177. 177. Totalamber recommends incremental changes over 2.5 years with building blocks for sustainable future with XYZ capacity in mind<br />“Back to Basics”<br />“Implement Improvements & Upgrade” <br />Jan11 – Jun11<br />Jan<br />Feb <br />March <br />April<br />May<br />June<br />July’11 – Jun 13<br />Definition<br />Group IT strategy provides the business with clear plan and programme of strategic choices which operate as guidelines and standards to follow . <br />Develop Business Continuity & <br />Disaster Recovery Planning &<br />Scenarios<br />Define Group IT Strategy<br />XYZ IT (non IFS) Initiatives (e.g. Data Centres / Niche Products)<br />Review Relevance<br />It is an important compass for the business to use when evaluating, selecting and implementing IT solutions. It ensures business units work towards common solutions and infrastructure<br />Establish Common Delivery<br />Principles (Methodology)<br />Agree IT Rulebook & <br />Data Governance<br />Business Change & Transformation - Programme Management<br />Benefits<br /><ul><li>IT Supportability and reliability
  178. 178. Savings in getting common solutions
  179. 179. Clarity to the business – available skills and capacity
  180. 180. Risk mitigation – e.g. Avoiding bleeding edge technologies
  181. 181. Balancing business priorities and IT capacity</li></ul>Assess & Implement IFS Quick Wins & Initiatives e.g. Develop and rollout ERP & IFS Training for Managers<br />Establish Global <br />Maintenance Strategy<br />IFS Upgrade <br />Design<br />IFS Upgrade<br />Build & Test<br />Deploy<br />Support<br />Mobilise & Train Team<br />For Process<br />Standardisation<br />Work Stream 1: Processes & Configurations / Standards<br />Scope<br /><ul><li>IT Governance & Rules
  182. 182. Software Approved Standards & Applications
  183. 183. Hardware & Infrastructure Standards
  184. 184. IT Delivery Methodology & Guidelines
  185. 185. IT Support Organisation</li></ul>Work Stream 2: Data Setup & Mgt / Rules / Ownership<br />Define The XYZ Way<br />“Global ERP Blueprint “<br />Work Stream 3: Management Reports / BI<br />Timing (Duration)<br />ASAP (3-6 months)<br />Work Stream 4: Testing / Business Continuity / Disaster Recovery<br />Document & Communicate Management Policies & <br />Guides for Common Operational Standards & Practices<br />Work Stream 5: Technical Infrastructure / Sizing & Performance <br />Owner<br />CIO<br />Work Stream 6: Integration / Middleware / Interfaces<br />Develop IFS Upgrade Strategy & Detailed Plan<br />Key Stakeholders<br />Group Executives / Business Unit Management / IT Organisation<br />Work Stream 7: Change Mgt / Training / Communications<br />Risk Mitigation<br />Software solutions being evaluated or/and implemented without clear strategy for the future to ensure supportability and integration<br />Work Stream 8: Support / Key Users / 1st Line / 2nd Line / 3rd Line<br />Work Stream 9: IFS Project Management & Governance<br />Mobilise & Train IFS <br />Upgrade Team<br />IFS Version Decision<br />7.5 or 8?<br />
  186. 186. Totalamber recommends incremental changes over 2.5 years with building blocks for sustainable future with XYZ capacity in mind<br />“Back to Basics”<br />“Implement Improvements & Upgrade” <br />Jan11 – Jun11<br />Jan<br />Feb <br />March <br />April<br />May<br />June<br />July’11 – Jun 13<br />Definition<br />Assess, prioritise and implement the relevant quick wins and initiatives highlighted by the IFS Review<br />Develop Business Continuity & <br />Disaster Recovery Planning &<br />Scenarios<br />Define Group IT Strategy<br />XYZ IT (non IFS) Initiatives (e.g. Data Centres / Niche Products)<br />Review Relevance<br />XYZ can improve the way IFS is being used by implementing these quick wins and initiatives. These will be a good base to prepare the business for future systems implementation or upgrades<br />Establish Common Delivery<br />Principles (Methodology)<br />Agree IT Rulebook & <br />Data Governance<br />Business Change & Transformation - Programme Management<br />Benefits<br /><ul><li> Improve buy-in among users
  187. 187. Improve data quality
  188. 188. Reduce calls to OIT Helpdesk
  189. 189. Leverage existing functionality and reduce dependency on spreadsheets and external tools</li></ul>Assess & Implement IFS Quick Wins & Initiatives e.g. Develop and rollout ERP & IFS Training for Managers<br />Establish Global <br />Maintenance Strategy<br />IFS Upgrade <br />Design<br />IFS Upgrade<br />Build & Test<br />Deploy<br />Support<br />Mobilise & Train Team<br />For Process<br />Standardisation<br />Work Stream 1: Processes & Configurations / Standards<br />Scope<br /><ul><li> 19 Quick wins identified – see Transition Document
  190. 190. 14 Initiatives – See Transition Document</li></ul>Work Stream 2: Data Setup & Mgt / Rules / Ownership<br />Define The XYZ Way<br />“Global ERP Blueprint “<br />Work Stream 3: Management Reports / BI<br />Timing (Duration)<br />On going Process - Start Feb11/Mar11 after preparations completed<br />Work Stream 4: Testing / Business Continuity / Disaster Recovery<br />Document & Communicate Management Policies & <br />Guides for Common Operational Standards & Practices<br />Work Stream 5: Technical Infrastructure / Sizing & Performance <br />Owner<br />Business Key User / Super User<br />Work Stream 6: Integration / Middleware / Interfaces<br />Develop IFS Upgrade Strategy & Detailed Plan<br />Key Stakeholders<br />Business Manager / Key User / End Users / Academy<br />Work Stream 7: Change Mgt / Training / Communications<br />Risk Mitigation<br />No plan in place to ensure the right capacity and resources available to assess, plan and implement these quick wins and initiatives effectively.<br />Work Stream 8: Support / Key Users / 1st Line / 2nd Line / 3rd Line<br />Work Stream 9: IFS Project Management & Governance<br />Mobilise & Train IFS <br />Upgrade Team<br />IFS Version Decision<br />7.5 or 8?<br />
  191. 191. Totalamber recommends incremental changes over 2.5 years with building blocks for sustainable future with XYZ capacity in mind<br />“Back to Basics”<br />“Implement Improvements & Upgrade” <br />Jan11 – Jun11<br />Jan<br />Feb <br />March <br />April<br />May<br />June<br />July’11 – Jun 13<br />Definition<br />IFS Support<br />Provide the IT department with additional bandwidth to support end users effectively – as per the baseline assessment.<br />Handover from project to business as-usual at end of upgrade<br />Develop Business Continuity & <br />Disaster Recovery Planning &<br />Scenarios<br />Define Group IT Strategy<br />XYZ IT (non IFS) Initiatives (e.g. Data Centres / Niche Products)<br />Establish Common Delivery<br />Principles (Methodology)<br />Agree IT Rulebook & <br />Data Governance<br />Business Change & Transformation - Programme Management<br />Review Relevance<br />Extend IT helpdesk with additional capacity to improve the image of the application and support areas such as New Joiners, Training and Batch Jobs. <br />Assess & Implement IFS Quick Wins & Initiatives e.g. Develop and rollout ERP & IFS Training for Managers<br />Benefits<br /><ul><li> Increase bandwidth
  192. 192. Train exiting resources on new capabilities
  193. 193. Improve SLAs
  194. 194. Develop documentation for sustainability</li></ul>Establish Global <br />Maintenance Strategy<br />IFS Upgrade <br />Design<br />IFS Upgrade<br />Build & Test<br />Deploy<br />Support<br />Mobilise & Train Team<br />For Process<br />Standardisation<br />Work Stream 1: Processes & Configurations / Standards<br /><ul><li> Software
  195. 195. Data
  196. 196. System Administration
  197. 197. Modules Support
  198. 198. Reports Development
  199. 199. Training & Inductions</li></ul>Scope<br />Work Stream 2: Data Setup & Mgt / Rules / Ownership<br />Define The XYZ Way<br />“Global ERP Blueprint “<br />Work Stream 3: Management Reports / BI<br />Timing (Duration)<br />ASAP - start Feb11 on going until IT helpdesk can support its users <br />Work Stream 4: Testing / Business Continuity / Disaster Recovery<br />Document & Communicate Management Policies & <br />Guides for Common Operational Standards & Practices<br />Work Stream 5: Technical Infrastructure / Sizing & Performance <br />Owner<br />IT Manager / Project Manager / Support manager<br />Work Stream 6: Integration / Middleware / Interfaces<br />Key Stakeholders<br />Project Manager / Stream Leads / Business Managers / Super users / Support Manager / Help desk Staff<br />Develop IFS Upgrade Strategy & Detailed Plan<br />Work Stream 7: Change Mgt / Training / Communications<br />Risk Mitigation<br />Support not engaged early enough. <br />Work Stream 8: Support / Key Users / 1st Line / 2nd Line / 3rd Line<br />Work Stream 9: IFS Project Management & Governance<br />Mobilise & Train IFS <br />Upgrade Team<br />IFS Version Decision<br />7.5 or 8?<br />
  200. 200. Project Governance<br />Senior managers signing up to the journey and its challenges.<br />Sponsors<br />Client<br />Totalamber<br />Senior managers giving direction – scope, budget and resources<br />Remove barriers and mitigate risks<br />Ensure project delivers in line with sponsors expectations.<br />Project Board<br />Totalamber<br />Client<br />Totalamber leading the project – on time / to quality / to budget<br />PM ensures business engagement and internal resources.<br />Project Management<br />Client<br />Totalamber<br />Vendor<br />Develop the allocated aspect of the solution (e.g. Training).<br />Streams <br />e.g. Training<br />e.g. Testing<br />Others<br />e.g. Support<br />
  201. 201. Contents<br />What is an IPR?<br />Who needs an IPR?<br />What are the outputs of an IPR?<br />What are the benefits of an IPR?<br />How long will it take and how much will it cost?<br />
  202. 202. How long will it take? ... Typical IPR Journey<br />Timeline<br />Week 3<br />Week 1<br />Week 2<br />Week 4<br />Review &<br />Document<br />(2 days offsite)<br />Present<br />(0.5 days,<br />remote)<br />Prepare<br />(1-5 days, remote)<br />Assess<br />(3 days, onsite)<br />ReviewClosure<br />Present<br /><ul><li> Final Presentation
  203. 203. Feedback
  204. 204. Final Report - Submission</li></ul>ReviewKick Off<br />Prepare<br /><ul><li> Schedules
  205. 205. Logistics
  206. 206. Templates
  207. 207. Approach
  208. 208. Tools
  209. 209. Mobilise</li></ul>Review & Document<br /><ul><li>Review Key Findings
  210. 210. Write up notes</li></ul>Assess<br /><ul><li> Interviews
  211. 211. Staff
  212. 212. Systems Review
  213. 213. Documentation
  214. 214. Questionnaires
  215. 215. On-line</li></li></ul><li>How much does it cost?<br />No Wins No Fee!<br />Totalamber has performed so many successful IPR’s we have a No Win No Fee Guarantee!<br />If we perform an IPR for your organisation and we fail to identify clear tangible business benefit that provides you with a Return on Investment that less than the value of your IPR, then we guarantee you your IPR is absolutely FREE of charge!<br />

×