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  • 1. High Performance. Guaranteed.
    Totalamber’s
    IFS Performance Review (IPR)
    Part of Totalamber’s Integrated Service Component Model
  • 2. Presentation Aim
    • To present how Totalamber’s guiding principles, tools, methodology and approach helps our clients enhance and improve their IFS applications
    • 3. To convert improvement aspirations into a clear strategy and direction
    • 4. To share how we help our clients to maximise business benefit from their IFS investment
    • 5. To share Totalamber’s approach to enhancement, upgrades, roll outs and replacement
    • 6. To present Totalamber’s integrated improvement support model
  • Presentation Content
    • Part 1 – Totalamber – “The No 1 Choice for IFS Services & Support”
    • 7. Part 2 – Totalamber’s Methodology & Guiding Principles
    • 8. Part 3 – Totalamber’s Integrated Service Component
    • 9. Part 4 – IPR – IFS Performance Review
    • 10. Part 5 – Totalamber’s IFS Support
  • Part 1 – Totalamber – The No 1 provider of IFS Services & Support
  • 11. Totalamber The No 1 provider of IFS Services & Support
    • 650 Clients in 23 Countries around the world
    • 12. Europes Leading Provider of IFS Services Support
    • 13. Has a dedicated service delviery tream of 50 IFS experts
    • 14. With Offices in the UK, EU, US & Asia
    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.
  • 15. Part 2 – Totalamber Methodology & Guiding Principles
  • 16. Core Guiding Principles
    Strategy
    Into
    Direction
    Business
    Management
    Into
    Control
    Execution
    Into
    Delivery
    People
    Process
    Technology
    Support
    Into
    Sustainability
  • 17. Core Guiding Principles
    Understand Business Drivers
    Understand Management Aims
    Understand Priorities & Constraints
    Understand what success looks like
    Agree strategies
    Align Global & Local Agendas
    Understand important KPIs
    Strategy
    Into
    Direction
    Business
  • 18. Core Guiding Principles
    Understand Business Processes
    Understand Ways of Workings
    Understand A-Is vs. To-Be Processes
    Agree Required IFS Capabilities
    Define Key Policies & SOP
    Define RICE-WF* for each Process
    Establish Knowledge Centre
    Understand Business Drivers
    Understand Management Aims
    Understand Priorities & Constraints
    Understand what success looks like
    Agree strategies
    Align Global & Local Agendas
    Understand important KPIs
    Strategy
    Into
    Direction
    Business
    Management
    Into
    Control
    Process
  • 19. Core Guiding Principles
    Understand Business Processes
    Understand Ways of Workings
    Understand AS-IS vs. TO-BE Processes
    Agree Required IFS Capabilities
    Define Key Policies & SOP
    Define RICE-WF* for each Process
    Establish Knowledge Centre
    Understand Business Drivers
    Understand Management Aims
    Understand Priorities & Constraints
    Understand what success looks like
    Agree strategies
    Align Global & Local Agendas
    Understand important KPIs
    Strategy
    Into
    Direction
    Business
    Management
    Into
    Control
    Execution
    Into
    Delivery
    People
    Process
    Understand End User Landscape
    Understand IT Literacy Levels
    Assess Training Needs
    Understand buy-in levels
    Develop Change Management Plan
    Develop Communications Plan
    Develop Training Programme
  • 20. Core Guiding Principles
    Understand Business Processes
    Understand Ways of Workings
    Understand AS-IS vs. TO-BE Processes
    Agree Required IFS Capabilities
    Define Key Policies & SOP
    Define RICE-WF* for each Process
    Establish Knowledge Centre
    Understand Business Drivers
    Understand Management Aims
    Understand Priorities & Constraints
    Understand what success looks like
    Agree strategies
    Align Global & Local Agendas
    Understand important KPIs
    Strategy
    Into
    Direction
    Business
    Management
    Into
    Control
    Execution
    Into
    Delivery
    People
    Process
    Technology
    Understand End User Landscape
    Understand IT Literacy Levels
    Assess Training Needs
    Understand buy-in levels
    Develop Change Mgt Plan
    Develop Communications Plan
    Develop Training Programme
    Understand As-Is & To-Be Infrastructure
    Understand IFS Landscape
    Understand Modules Required
    Manage IT Risks
    Understand IT skills and capabilities
    Develop Technical Architecture Roadmap
    Define IFS Support Strategy
    Support
    Into
    Sustainability
  • 21. Part 3 – Totalamber’s
    Integrated Service Component Model
  • 22. Who do we serve?
    • Organisations who wish to enhance and improve their current IFS implementation via improvement quick wins and initiatives (Enhance & Improve);
    • 23. Organisations who want to upgrade their IFS software and leverage new functionalities, ways of workings and business benefits (Upgrades & Implementations);
    • 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. Organisations who wish to provide their end users with proactive and sustainable 1stand 2nd line support (Support) whilst executing such project initiatives;
  • Integrated Framework of Service Initiatives
    Service Initiative
    Our framework is unique as it links the IFS improvements, upgrades or solution rollouts with local or global “follow the sun” support services:
    • Named consulting and support teams from the start;
    • 26. 24 x 7 Global Support Centre where the named consultants operate as part of the service;
    • 27. Agreed and formalised delivery and support SLAs;
    • 28. All IFS rollouts and improvements supported as part of the Global Support Centre organisation and allocated team;
    Enhance
    &
    Improve
    Upgrade& Implement
    Rolloutof
    Core Solution
    Supportof
    Service Initiative
  • 29. Integrated Framework of Service Initiatives
    Service Initiative
    Enhance
    &
    Improve
    Service Initiatives
    Enhance
    &
    Improve
    Upgrade& Implement
    Rolloutof
    Core Solution
    Supportof
    Service Initiative
    Upgrade& Implement
    Rolloutof
    Core Solution
    Supportof
    Service Initiative
  • 30. Integrated Framework of Service Initiatives
  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 36. Totalamber EUROS Service Initiatives
    Service Initiative
    Enhance
    &
    Improve
    Service Initiatives
    O
    E
    U
    R
    S
    Upgrade& Implement
    Rolloutof
    Core Solution
    Supportof
    Service Initiative
  • 37. Totalamber’s Integrated Service Component Model - Framework & Approach
    Within 3 Years
    Within 3 Weeks
    Within 3 Months
    Phase1
    Baseline
    to Assess
    Phase 3
    Execution
    & Delivery
    Phase 2Proof
    of Capability
    Service Initiative
    Delivery: Methodology & Approach
    Tools: Baseline & Assessment
    Outputs: Capability Strategy & Direction
    Enhance
    &
    Improve
    Upgrade& Implement
    Rolloutof
    Core Solution
    Supportof
    Service Initiative
  • 38. Totalamber’s Integrated Service Component Model - Phase 1. Baseline
    Within 3 Years
    Within 3 Weeks
    Within 3 Months
    Phase1
    Baseline
    to Assess
    Phase 3
    Execution
    & Delivery
    Phase 2Proof
    of Capability
    TA Service: IPR
    IFS Performance Review
    TA Service: RNA
    Rollout Needs Analysis
    TA Service: SNASupport Needs Analysis
    Service Initiative
    IFS Snapshot Assessment
    Rollout Project Configurator
    Support Rollout Configurator
    Tools: Baseline & Assessment
    Enhance
    &
    Improve
    SoW
    LiSA & SNA Support Tools
    Snapshot
    LiSA & SNA Support Tools
    LiSA & SNA Support Tools
    TA Service: UNA
    Upgrade Needs Analysis
    Upgrade& Implement
    SoW
    Upgrade Project Configurator
    Snapshot
    LiSA & SNA Support Tools
    Rolloutof
    Core Solution
    SoW
    Supportof
    Service Initiative
    SoW
  • 39. Totalamber’s Integrated Service Component Model - Phase 1. Baseline
    Within 3 Years
    Within 3 Weeks
    Within 3 Months
    Phase1
    Baseline
    to Assess
    Phase 3
    Execution
    & Delivery
    Phase 2Proof
    of Capability
    TA Service: IPR
    IFS Performance Review
    TA Service: RNA
    Rollout Needs Analysis
    TA Service: SNASupport Needs Analysis
    Service Initiative
    IFS Snapshot Assessment
    Rollout Project Configurator
    Support Rollout Configurator
    Tools: Baseline & Assessment
    Enhance
    &
    Improve
    SoW
    LiSA & SNA Support Tools
    Snapshot
    LiSA & SNA Support Tools
    LiSA & SNA Support Tools
    TA Service: UNA
    Upgrade Needs Analysis
    Upgrade& Implement
    SoW
    Upgrade Project Configurator
    Snapshot
    LiSA & SNA Support Tools
    Rolloutof
    Core Solution
    SoW
    Supportof
    Service Initiative
    SoW
  • 40. Totalamber’s Integrated Service Component Model - Phase 2. Proof of Capability
    Within 3 Years
    Within 3 Weeks
    Within 3 Months
    Phase1
    Baseline
    to Assess
    Phase 3
    Execution
    & Delivery
    Phase 2Proof
    of Capability
    TA Service: IPR
    IFS Performance Review
    TA Service: RNA
    Rollout Needs Analysis
    TA Service: SNASupport Needs Analysis
    Service Initiative
    IFS Snapshot Assessment
    Rollout Project Configurator
    Support Rollout Configurator
    Tools: Baseline & Assessment
    Outputs: Capability Strategy & Direction
    Enhance
    &
    Improve
    SoW
    Boost Roadmap
    Quick Wins
    Improvements
    Tips & Training
    Enhancements
    12 wk. Initiatives
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    SoW
    LiSA & SNA Support Tools
    Snapshot
    LiSA & SNA Support Tools
    LiSA & SNA Support Tools
    TA Service: UNA
    Upgrade Needs Analysis
    Upgrade& Implement
    SoW
    Upgrade-in-a-box
    1. Upgrade Template
    Readiness
    2. Upgrade Streams
    Readiness
    3. Local Site or Country Readiness
    UpG. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    SoW
    Upgrade Project Configurator
    Snapshot
    LiSA & SNA Support Tools
    Rolloutof
    Core Solution
    SoW
    Rollout-in-a-box
    1. Core Template
    Readiness
    2. Data / Training / Support Factory
    Readiness 3. Site /
    Country Readiness
    RO. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    SoW
    Supportof
    Service Initiative
    SoW
    SoW
    Support-in-a-box
    1. Right-sized 1st 2nd & 3rd line Support
    2. Defined Local or
    Global Sup. Services
    3. Alignment of TA Support Tower
    Sup. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
  • 41. Totalamber’s Integrated Service Component Model - Phase 2. Proof of Capability
    Within 3 Years
    Within 3 Weeks
    Within 3 Months
    Phase1
    Baseline
    to Assess
    Phase 3
    Execution
    & Delivery
    Phase 2Proof
    of Capability
    TA Service: IPR
    IFS Performance Review
    TA Service: RNA
    Rollout Needs Analysis
    TA Service: SNASupport Needs Analysis
    Service Initiative
    IFS Snapshot Assessment
    Rollout Project Configurator
    Support Rollout Configurator
    Tools: Baseline & Assessment
    Outputs: Capability Strategy & Direction
    Enhance
    &
    Improve
    SoW
    Boost Roadmap
    Quick Wins
    Improvements
    Tips & Training
    Enhancements
    12 wk. Initiatives
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    SoW
    LiSA & SNA Support Tools
    Snapshot
    LiSA & SNA Support Tools
    LiSA & SNA Support Tools
    TA Service: UNA
    Upgrade Needs Analysis
    Upgrade& Implement
    SoW
    Upgrade-in-a-box
    1. Upgrade Template
    Readiness
    2. Upgrade Streams
    Readiness
    3. Local Site or Country Readiness
    UpG. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    SoW
    Upgrade Project Configurator
    Snapshot
    LiSA & SNA Support Tools
    Rolloutof
    Core Solution
    SoW
    Rollout-in-a-box
    1. Core Template
    Readiness
    2. Data / Training / Support Factory
    Readiness 3. Site /
    Country Readiness
    RO. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    SoW
    Supportof
    Service Initiative
    SoW
    SoW
    Support-in-a-box
    1. Right-sized 1st 2nd & 3rd line Support
    2. Defined Local or
    Global Sup. Services
    3. Alignment of TA Support Tower
    Sup. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
  • 42. Totalamber’s Integrated Service Component Model - Phase 3. Execution & Delivery
    Within 3 Years
    Within 3 Weeks
    Within 3 Months
    Phase1
    Baseline
    to Assess
    Phase 3
    Execution
    & Delivery
    Phase 2Proof
    of Capability
    TA Service: IPR
    IFS Performance Review
    TA Service: RNA
    Rollout Needs Analysis
    TA Service: SNASupport Needs Analysis
    Service Initiative
    IFS Snapshot Assessment
    Rollout Project Configurator
    Support Rollout Configurator
    Delivery: Methodology & Approach
    Tools: Baseline & Assessment
    Outputs: Capability Strategy & Direction
    Enhance
    &
    Improve
    Enhance Roadmap
    1.Strategy & Direction
    2. Management & Controls
    3. Execution &
    Delivery
    4. Support
    SoW
    SoW
    Business Case
    Scoped Priorities
    Clear initiatives
    wit Tangible
    Business Benefit!
    A Clear R.O.I
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    Boost Roadmap
    Quick Wins
    Improvements
    Tips & Training
    Enhancements
    12 wk. Initiatives
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    LiSA & SNA Support Tools
    Snapshot
    LiSA & SNA Support Tools
    LiSA & SNA Support Tools
    TA Service: UNA
    Upgrade Needs Analysis
    Upgrade& Implement
    Design
    Build
    Support
    Mobilise
    SoW
    Test
    Deploy
    Upgrade-in-a-box
    1. Upgrade Template
    Readiness
    2. Upgrade Streams
    Readiness
    3. Local Site or Country Readiness
    UpG. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    SoW
    Upgrade Project Configurator
    Snapshot
    LiSA & SNA Support Tools
    Rolloutof
    Core Solution
    Migrate
    to
    IFS
    Localise
    Market Mods
    SoW
    SoW
    Mobilise
    Rollout
    Team
    Train Users
    &
    Super Users
    Rollout-in-a-box
    1. Core Template
    Readiness
    2. Data / Training / Support Factory
    Readiness 3. Site /
    Country Readiness
    RO. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    Supportof
    Service Initiative
    Alignment
    of SLA’s
    & Roles
    SoW
    Train & Align
    Support
    Team
    SoW
    Mobilise
    Support
    Team
    Alignment
    of Tools &
    Processes
    Support-in-a-box
    1. Right-sized 1st 2nd & 3rd line Support
    2. Defined Local or
    Global Sup. Services
    3. Alignment of TA Support Tower
    Sup. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
  • 43. Totalamber’s Integrated Service Component Model - Enhance & Improve
    Within 3 Years
    Within 3 Weeks
    Within 3 Months
    Phase1
    Baseline
    to Assess
    Phase 3
    Execution
    & Delivery
    Phase 2Proof
    of Capability
    TA Service: IPR
    IFS Performance Review
    Service Initiative
    IFS Snapshot Assessment
    Delivery: Methodology & Approach
    Tools: Baseline & Assessment
    Outputs: Capability Strategy & Direction
    Enhance
    &
    Improve
    Enhance Roadmap
    1.Strategy & Direction
    2. Management & Controls
    3. Execution &
    Delivery
    4. Support
    SoW
    SoW
    Business Case
    Scoped Priorities
    Clear initiatives
    wit Tangible
    Business Benefit!
    A Clear R.O.I
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    Boost Roadmap
    Quick Wins
    Improvements
    Tips & Training
    Enhancements
    12 wk. Initiatives
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    LiSA & SNA Support Tools
    Upgrade& Implement
    Rolloutof
    Core Solution
    Supportof
    Service Initiative
  • 44. Totalamber’s Integrated Service Component Model - Upgrade & Implement
    Within 3 Years
    Within 3 Weeks
    Within 3 Months
    Phase1
    Baseline
    to Assess
    Phase 3
    Execution
    & Delivery
    Phase 2Proof
    of Capability
    TA Service: IPR
    IFS Performance Review
    Service Initiative
    IFS Snapshot Assessment
    Delivery: Methodology & Approach
    Tools: Baseline & Assessment
    Outputs: Capability Strategy & Direction
    Enhance
    &
    Improve
    Enhance Roadmap
    1.Strategy & Direction
    2. Management & Controls
    3. Execution &
    Delivery
    4. Support
    SoW
    SoW
    Business Case
    Scoped Priorities
    Clear initiatives
    wit Tangible
    Business Benefit!
    A Clear R.O.I
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    Boost Roadmap
    Quick Wins
    Improvements
    Tips & Training
    Enhancements
    12 wk. Initiatives
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    LiSA & SNA Support Tools
    TA Service: UNA
    Upgrade Needs Analysis
    Upgrade& Implement
    Design
    Build
    Support
    Mobilise
    SoW
    Test
    Deploy
    Upgrade-in-a-box
    1. Upgrade Template
    Readiness
    2. Upgrade Streams
    Readiness
    3. Local Site or Country Readiness
    UpG. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    SoW
    Upgrade Project Configurator
    Snapshot
    LiSA & SNA Support Tools
    Rolloutof
    Core Solution
    Supportof
    Service Initiative
  • 45. Totalamber’s Integrated Service Component Model – Rollout of Core Solution
    Within 3 Years
    Within 3 Weeks
    Within 3 Months
    Phase1
    Baseline
    to Assess
    Phase 3
    Execution
    & Delivery
    Phase 2Proof
    of Capability
    TA Service: IPR
    IFS Performance Review
    TA Service: RNA
    Rollout Needs Analysis
    Service Initiative
    IFS Snapshot Assessment
    Rollout Project Configurator
    Delivery: Methodology & Approach
    Tools: Baseline & Assessment
    Outputs: Capability Strategy & Direction
    Enhance
    &
    Improve
    Enhance Roadmap
    1.Strategy & Direction
    2. Management & Controls
    3. Execution &
    Delivery
    4. Support
    SoW
    SoW
    Business Case
    Scoped Priorities
    Clear initiatives
    wit Tangible
    Business Benefit!
    A Clear R.O.I
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    Boost Roadmap
    Quick Wins
    Improvements
    Tips & Training
    Enhancements
    12 wk. Initiatives
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    LiSA & SNA Support Tools
    Snapshot
    LiSA & SNA Support Tools
    TA Service: UNA
    Upgrade Needs Analysis
    Upgrade& Implement
    Design
    Build
    Support
    Mobilise
    SoW
    Test
    Deploy
    Upgrade-in-a-box
    1. Upgrade Template
    Readiness
    2. Upgrade Streams
    Readiness
    3. Local Site or Country Readiness
    UpG. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    SoW
    Upgrade Project Configurator
    Snapshot
    LiSA & SNA Support Tools
    Rolloutof
    Core Solution
    Migrate
    to
    IFS
    Localise
    Market Mods
    SoW
    SoW
    Mobilise
    Rollout
    Team
    Train Users
    &
    Super Users
    Rollout-in-a-box
    1. Core Template
    Readiness
    2. Data / Training / Support Factory
    Readiness 3. Site /
    Country Readiness
    RO. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    Supportof
    Service Initiative
  • 46. Totalamber’s Integrated Service Component Model - Support of Service Initiative
    Within 3 Years
    Within 3 Weeks
    Within 3 Months
    Phase1
    Baseline
    to Assess
    Phase 3
    Execution
    & Delivery
    Phase 2Proof
    of Capability
    TA Service: IPR
    IFS Performance Review
    TA Service: RNA
    Rollout Needs Analysis
    TA Service: SNASupport Needs Analysis
    Service Initiative
    IFS Snapshot Assessment
    Rollout Project Configurator
    Support Rollout Configurator
    Delivery: Methodology & Approach
    Tools: Baseline & Assessment
    Outputs: Capability Strategy & Direction
    Enhance
    &
    Improve
    Enhance Roadmap
    1.Strategy & Direction
    2. Management & Controls
    3. Execution &
    Delivery
    4. Support
    SoW
    SoW
    Business Case
    Scoped Priorities
    Clear initiatives
    wit Tangible
    Business Benefit!
    A Clear R.O.I
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    Boost Roadmap
    Quick Wins
    Improvements
    Tips & Training
    Enhancements
    12 wk. Initiatives
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    LiSA & SNA Support Tools
    Snapshot
    LiSA & SNA Support Tools
    LiSA & SNA Support Tools
    TA Service: UNA
    Upgrade Needs Analysis
    Upgrade& Implement
    Design
    Build
    Support
    Mobilise
    SoW
    Test
    Deploy
    Upgrade-in-a-box
    1. Upgrade Template
    Readiness
    2. Upgrade Streams
    Readiness
    3. Local Site or Country Readiness
    UpG. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    SoW
    Upgrade Project Configurator
    Snapshot
    LiSA & SNA Support Tools
    Rolloutof
    Core Solution
    Migrate
    to
    IFS
    Localise
    Market Mods
    SoW
    SoW
    Mobilise
    Rollout
    Team
    Train Users
    &
    Super Users
    Rollout-in-a-box
    1. Core Template
    Readiness
    2. Data / Training / Support Factory
    Readiness 3. Site /
    Country Readiness
    RO. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    Supportof
    Service Initiative
    Alignment
    of SLA’s
    & Roles
    SoW
    Train & Align
    Support
    Team
    SoW
    Mobilise
    Support
    Team
    Alignment
    of Tools &
    Processes
    Support-in-a-box
    1. Right-sized 1st 2nd & 3rd line Support
    2. Defined Local or
    Global Sup. Services
    3. Alignment of TA Support Tower
    Sup. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
  • 47. Phase 1. Baseline
    Enhance & Improve
    Totalamber’s Integrated Service Component Model
    Within 3 Years
    Within 3 Weeks
    Within 3 Months
    Phase1
    Baseline
    to Assess
    Phase 3
    Execution
    & Delivery
    Phase 2Proof
    of Capability
    Service Initiative: Baseline / Enhance & Improve
    TA Service: RNA
    Rollout Needs Analysis
    TA Service: SNASupport Needs Analysis
    TA Service: IPR
    IFS Performance Review
    Service Initiative
    Rollout Project Configurator
    Support Rollout Configurator
    IFS Snapshot Assessment
    Delivery: Methodology & Approach
    Outputs: Capability Strategy & Direction
    Tools: Baseline & Assessment
    Enhance
    &
    Improve
    Enhance Roadmap
    1.Strategy & Direction
    2. Management & Controls
    3. Execution &
    Delivery
    4. Support
    SoW
    SoW
    Business Case
    Scoped Priorities
    Clear initiatives
    wit Tangible
    Business Benefit!
    A Clear R.O.I
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    Boost Roadmap
    Quick Wins
    Improvements
    Tips & Training
    Enhancements
    12 wk. Initiatives
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    Snapshot
    LiSA & SNA Support Tools
    LiSA & SNA Support Tools
    LiSA & SNA Support Tools
    Definition
    • 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.
    Aims
    • Assess business drivers and wishes from IFS
    • 48. Assess business processes and how IFS supports them
    • 49. Assess current IFS skills, capabilities and bandwidth
    • 50. Assess the health of the current IFS installation and modules used to support business drivers and aims.
    TA Service: UNA
    Upgrade Needs Analysis
    Upgrade& Implement
    Design
    Build
    Support
    Mobilise
    SoW
    Test
    Deploy
    Upgrade-in-a-box
    1. Upgrade Template
    Readiness
    2. Upgrade Streams
    Readiness
    3. Local Site or Country Readiness
    UpG. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    SoW
    Upgrade Project Configurator
    Snapshot
    LiSA & SNA Support Tools
    Tasks
    • Meet management and understand priorities
    • 51. Meet key business owners and identify issues
    • 52. Review current IFS set up and configuration
    • 53. Look for quick wins and initiatives to improve
    • 54. Document findings, recommendations and actions
    • 55. Develop action plan and delivery team
    • 56. Present findings and recommendations
    Rolloutof
    Core Solution
    Migrate
    to
    IFS
    Localise
    Market Mods
    SoW
    SoW
    Mobilise
    Rollout
    Team
    Train Users
    &
    Super Users
    Rollout-in-a-box
    1. Core Template
    Readiness
    2. Data / Training / Support Factory
    Readiness 3. Site /
    Country Readiness
    RO. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    Output
    IFS Snapshot report – outlining the key findings, quick wins, initiatives as well as the roadmap and costs/ROI
    Supportof
    Service Initiative
    Risk Mitigation
    • Accessing the right business people
    • 57. Reviewing IFS setup
    Alignment
    of SLA’s
    & Roles
    SoW
    Train & Align
    Support
    Team
    SoW
    Mobilise
    Support
    Team
    Alignment
    of Tools &
    Processes
    Support-in-a-box
    1. Right-sized 1st 2nd & 3rd line Support
    2. Defined Local or
    Global Sup. Services
    3. Alignment of TA Support Tower
    Sup. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    Your Stakeholders
    Relevant Management Team
    Key Business Owners
    PM – Review Lead
    IFS Specialists
    Technical Lead
    Totalamber
    Stakeholders
  • 58. Phase 2. Proof of Capability
    Enhance & Improve
    Totalamber’s Integrated Service Component Model
    Within 3 Years
    Within 3 Weeks
    Within 3 Months
    Phase1
    Baseline
    to Assess
    Phase 3
    Execution
    & Delivery
    Phase 2Proof
    of Capability
    Service Initiative: Proof of Capability / Enhance & Improve
    TA Service: IPR
    IFS Performance Review
    TA Service: RNA
    Rollout Needs Analysis
    TA Service: SNASupport Needs Analysis
    Service Initiative
    IFS Snapshot Assessment
    Rollout Project Configurator
    Support Rollout Configurator
    Delivery: Methodology & Approach
    Tools: Baseline & Assessment
    Outputs: Capability Strategy & Direction
    Enhance
    &
    Improve
    Enhance Roadmap
    1.Strategy & Direction
    2. Management & Controls
    3. Execution &
    Delivery
    4. Support
    SoW
    SoW
    Business Case
    Scoped Priorities
    Clear initiatives
    wit Tangible
    Business Benefit!
    A Clear R.O.I
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    Boost Roadmap
    Quick Wins
    Improvements
    Tips & Training
    Enhancements
    12 wk. Initiatives
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    LiSA & SNA Support Tools
    Snapshot
    LiSA & SNA Support Tools
    LiSA & SNA Support Tools
    Definition
    • Mobilising the nominated Totalamber consultants and internal business owner and users to flesh out the quick wins details and planning.
    Aims
    • Mobilise relevant Totalamber consultant and internal key users
    • 59. Review the initial quick wins and initiatives per business areas (e.g. Finance) and agree priorities and timing
    • 60. Develop day by day plan to execute improvements in conjunction with the Totalamber support centre and nominated consultant
    TA Service: UNA
    Upgrade Needs Analysis
    Upgrade& Implement
    Design
    Build
    Support
    Mobilise
    SoW
    Test
    Deploy
    Upgrade-in-a-box
    1. Upgrade Template
    Readiness
    2. Upgrade Streams
    Readiness
    3. Local Site or Country Readiness
    UpG. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    SoW
    Upgrade Project Configurator
    Snapshot
    LiSA & SNA Support Tools
    Tasks
    • Discuss relevance and its importance
    • 61. Assess best time for implementation
    • 62. Identify internal users impacted
    • 63. Develop improvement execution schedule
    • 64. Commence improvement
    Rolloutof
    Core Solution
    Migrate
    to
    IFS
    Localise
    Market Mods
    SoW
    SoW
    Mobilise
    Rollout
    Team
    Train Users
    &
    Super Users
    Rollout-in-a-box
    1. Core Template
    Readiness
    2. Data / Training / Support Factory
    Readiness 3. Site /
    Country Readiness
    RO. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    Output
    Quick win plan approved by relevant stakeholders
    Initiative plan approved by relevant stakeholders
    Implementation of simple and quick improvements
    Supportof
    Service Initiative
    Risk Mitigation
    Loss of momentum after the review – other priorities
    No ownership from business – IT driven improvements
    Alignment
    of SLA’s
    & Roles
    SoW
    Train & Align
    Support
    Team
    SoW
    Mobilise
    Support
    Team
    Alignment
    of Tools &
    Processes
    Support-in-a-box
    1. Right-sized 1st 2nd & 3rd line Support
    2. Defined Local or
    Global Sup. Services
    3. Alignment of TA Support Tower
    Sup. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    Your Stakeholders
    Departmental Super user / Users Impacted
    Internal Lead / Sponsor
    Improvements Sponsor
    Project manager
    Module Consultant
    Technical Lead (where appropriate)
    Totalamber
    Stakeholders
  • 65. Phase 3. Execution & Delivery
    Enhance & Improve
    Totalamber’s Integrated Service Component Model
    Within 3 Years
    Within 3 Weeks
    Within 3 Months
    Phase1
    Baseline
    to Assess
    Phase 2Proof
    of Capability
    Phase 3
    Execution
    & Delivery
    Service Initiative: Execute & Delivery / Enhance & Improve
    TA Service: IPR
    IFS Performance Review
    TA Service: RNA
    Rollout Needs Analysis
    TA Service: SNASupport Needs Analysis
    Service Initiative
    IFS Snapshot Assessment
    Rollout Project Configurator
    Support Rollout Configurator
    Tools: Baseline & Assessment
    Outputs: Capability Strategy & Direction
    Delivery: Methodology & Approach
    Enhance
    &
    Improve
    Enhance Roadmap
    1.Strategy & Direction
    2. Management & Controls
    3. Execution &
    Delivery
    4. Support
    SoW
    Boost Roadmap
    Quick Wins
    Improvements
    Tips & Training
    Enhancements
    12 wk. Initiatives
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    Business Case
    Scoped Priorities
    Clear initiatives
    wit Tangible
    Business Benefit!
    A Clear R.O.I
    Project Charter
    Shared Risk
    Milestone Pay
    Prioritised Scope
    Defined Roles
    Clear Governance
    SoW
    LiSA & SNA Support Tools
    Snapshot
    LiSA & SNA Support Tools
    LiSA & SNA Support Tools
    Definition
    • Review process to assess improvements implemented and the re-prioritisation
    Aims
    • Assess quality of work provided by Totalamber
    • 66. Review priorities of quick wins and initiatives
    • 67. Continue implementing improvements for the 12 week period
    • 68. Prepare new phases of improvements and initiatives (e.g. upgrade stages)
    TA Service: UNA
    Upgrade Needs Analysis
    Upgrade& Implement
    Design
    Build
    Support
    Mobilise
    SoW
    Test
    Deploy
    Upgrade-in-a-box
    1. Upgrade Template
    Readiness
    2. Upgrade Streams
    Readiness
    3. Local Site or Country Readiness
    UpG. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    SoW
    Upgrade Project Configurator
    Snapshot
    LiSA & SNA Support Tools
    Tasks
    • Train users on new functionality
    • 69. Reconfigure IFS to work efficiently
    • 70. Develop new queries or reports
    • 71. Develop plans for new phases of improvements
    Rolloutof
    Core Solution
    Migrate
    to
    IFS
    Localise
    Market Mods
    SoW
    SoW
    Mobilise
    Rollout
    Team
    Train Users
    &
    Super Users
    Rollout-in-a-box
    1. Core Template
    Readiness
    2. Data / Training / Support Factory
    Readiness 3. Site /
    Country Readiness
    RO. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    Output
    Improvements implementation
    Initiatives mobilisation
    Detailed Planning & Costs for larger initiatives
    Supportof
    Service Initiative
    Risk Mitigation
    Loss of momentum after the review – other priorities
    No ownership from business – IT driven improvements
    Alignment
    of SLA’s
    & Roles
    SoW
    Train & Align
    Support
    Team
    SoW
    Mobilise
    Support
    Team
    Alignment
    of Tools &
    Processes
    Support-in-a-box
    1. Right-sized 1st 2nd & 3rd line Support
    2. Defined Local or
    Global Sup. Services
    3. Alignment of TA Support Tower
    Sup. Roadmap &
    Project Charter
    1.Strategy & Direction
    2. Mgmt. & Controls
    3. Execution &
    Delivery 4. Support Sustainability
    Your Stakeholders
    Departmental Super user / Users Impacted
    Internal Lead / Sponsor
    Improvements Sponsor
    Project manager
    Module Consultant
    Technical Lead (where appropriate)
    Totalamber
    Stakeholders
  • 72. Part 2 – IPR ‘IFS Performance Review’
  • 73. Our Objectives
    What is an IPR?
    Who needs an IPR?
    What are the benefits of an IPR?
    What are the outputs of an IPR?
    How long will it take and how much will it cost?
  • 74. What is an IPR?
    • An IPR is a 360 degree review, assessment and analysis of your business, people, process and technology.
    • 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. 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.
  • Self-Evaluation - Is your support ready for the road ahead?
    Tool 1
    Survey / Interview Questionnaire
    (IFSNAPSHOT)
    39
  • 77. Part 1: Introduction:
    IFS Global Review:
    The aim of this
    The aim of of the review is to capture an
    section is to understand the interviewee's
    IFS snapshot (baseline) of where the XYZ business, people,
    background and IFS experiences and relevance
    processes and technologies are and provide options for
    in relation to the review.
    improvements
    Please complete this column
    Help!
    Interviewee Name
    XxxYyy
    Enter your full name
    Role
    IFS Support
    Enter your Job Title
    1.1
    Business Unit
    European
    Enter business unit / Group Function
    1.2
    Select one of the following to show how long you have been working at
    #Years in XYZ
    (9-14yrs)
    1.3
    XYZ: (1-3yrs) / (4-8yrs) / (9-14yrs) / (15+ yrs)
    Work Location
    XYZ
    1.4
    Enter your (physical) work location - where you based?
    X.Yyyy@Compnay.com
    Contact Details
    How best to contact you for further information: Telephone / Email
    1.5
    Reporting To
    XxxYyy
    Name of your line Manager(understand line of reporting)
    1.6
    # Staff (Reportees)
    0
    1.7
    Number of Direct Reportees
    # of IFS Users within Team
    8
    How many within your team / staff use IFS?
    1.8
    IFS Support/Help Desk/Data cleaning/IFS
    projects/ Aircraft loading
    Interviewee Key Role &
    Enter your key responsibilities
    1.9
    Responsibilities
    Key Success Measures
    What are you judged on? (e.g. IT Mgr = system availability and
    In Performing Role
    User response
    performance / Sales Dir = Gross Profit / Engineering Manager = downtime &
    1.10
    H&S Incidents)
    What is the level of interactions with the IFS Tool? - Select one of the
    IFS Interaction Level
    Heavy
    following answers:
    1.11
    None
    /
    Light (weekly / monthly) /
    Heavy (Hourly / Daily)
    What IFS used for within your role? - Select one of the follwoing answers:
    IFS Used
    Not Used
    /
    Mgt Information (reports)
    /
    Modules Transactions (Raise
    1.12
    Purchase Req)
    None
    Formal IFS Training Received
    List any formal hands on IFS training received over past 2 years
    1.13
    How would rate your confidence and skill in using IFS?
    Current IFS Skill Level
    8 - 10 High
    1.14
    N/A
    / (
    1-4) Low
    /
    (5-7) Medium
    /
    (8-10) High
    Select one of the following to describe your IFS engagement within the
    business:
    Key User
    IFS Support
    1.15
    N/A / Sponsor (Advocate) / Key User (Super User) / 1st line help / 2nd line
    help / Trainer / Others
    Have you been involved in the last IFS upgrade?
    Last IFS Upgrade
    Yes
    1.16
    Yes / No
    Profile (16 Questions)
  • 78. IFS Baseline (45 Questions)
    Part 2: Baseline Snapshot
    The aim of this
    section is to un interviewee's views, issues and
    challenges relating to the IFS tool
    What are the main ERP (IFS) issues within your area?
    List the main 3 (ERP/IFS) Issues
    Issue Description - Please describe the issue
    Provide practical examples to illustrate the issue (Example)
    (heading)
    (Detail)
    Data inconsistency
    A part can have different status/locations in
    EAM and ARD
    A part can be shown as scrapped in EAM and serviceable in ARD
    2.1
    Incomplete transactions
    A part can be shipped for repair without all
    A part is sent for repair without the 'shipped' transaction being completed. On
    2.2
    return,a 'part number already in use' error is generated and the part cannot be
    transaction steps being completed.
    received.
    Management indifference to IFS
    No response to reports
    The issue of data integrity has been brought to management attention on many
    2.3
    occasions without any apparent reponse.
    problems
    Baseline Questionnaire
    Business View
    Pick score (1-2 = Poor / 3-5 = Average / 6-7 =
    What does the statement mean?
    Good / 8-10 = Excellent)
    How would you rate the clarity of goals /
    Wehave clarity on the products and services offered by our business? We have
    purpose within your area (business / Function /
    clear CRM strategy to manage customers from marketing to customer service?
    2.4
    8 - 10
    Dept)?
    How would you rate the standardisation and
    We have blueprint which has been agreed by the Group and drives the standards of
    consistency between the XYZ business
    work practices and policies across process areas
    2.5
    3 - 5
    units?
    How would you rate the clarity of KPIs - to
    Our managers are clear on what they are measured on and report against their
    measure and manage effectiveness, costs,
    KPIs on weekly/monthly
    2.6
    1 - 2
    profitability and utilisation across business
    areas?
    How aligned is the IT strategy regarding IFS to
    Our IT systems and infrastructure support the way we want to do our business
    the business needs?
    2.7
    6 - 7
    How clear is the XYZ IT strategy for IFS
    Our IT sstrategy is aligned with the way we want to do business
    2.8
    across the following layers:
    Presentation Layer
    We have clear set of rules on the type of look, feel and navigation needed for our
    2.9
    1 - 2
    business applications (e.g. Windows look & feel)
    Reporting / Business Intelligence Layer
    We have clear set of rules on business inteligence, reporting and information mgt
    2.10
    1 - 2
    and distrubution (e.g. Data Warehousing / web access / Dashboard)
    Data Layer
    We have clear rules on meta data and ownership. We have clear rules on meaning
    2.11
    1 - 2
    of data and how it should be set up and maintenained.
    Integration Layer
    We have clear set of rules for linking our systems using intelligent interfacing and
    2.12
    1 - 2
    protocols (e.g. BizTalk for middleware)
    Technical Layer
    We have clear set of rules on hardware, databases and networks. (e.g. Dell for all
    2.13
    3 - 5
    laptops)
    Support Layer
    We have clear rules for supporting the IT components covering all regions and
    2.14
    3 - 5
    language needs - (e.g. IBM for hardwar / Unisys for infrastructure and networks /
    Internal IT for ERP)
  • 79. Transition Initiatives (6 Questions)
    Part 3: Transition:
    The aim of this
    section is to zoom in on the quick wins and
    initiatives which can be leveraged over the
    next 12-18 months
    What is the low hanging fruit within your process area / Dept / stream?
    Quick Win Examples
    Quick Win Features
    3 hours Tips and tricks IFS Training Session - improved navigation and search
    Hours / Days to achieve
    Role based training - e.g. 3 hours on Work Scheduling
    Within a single process / department
    3 hours overview to new joiners / untrained staff (raise confidence)
    Quick implementation
    Process streamlining within a business unit / between business units
    Low cost
    Development of key report or KPI
    Education based - making user aware of what is possible
    Raising confidence
    Supply Chain
    XYZ
    #
    Quick Win
    Quick Win Benefits
    Quick Win Setup Activities
    External Effort
    XYZ Effort
    Priority
    Provide staff at Tech Records (not
    Provide a Tech Records function at Good
    1
    Faster availability of components within
    IFS
    necessarily new staff - secondment from
    Nil
    100%
    Inwards
    Tech Records would work
    2
    3.1
    3
    Engineering / Maintenance / Operations
    XYZ
    #
    Quick Win
    Quick Win Benefits
    Quick Win Setup Activities
    External Effort
    XYZ Effort
    Priority
    Ensure that BGAMS training is available to all
    1
    Effective use of IFS
    IFS Support staff to train (approx 1 hour
    per staff member)
    Nil
    100%
    operational staff
    3.2
    2
    3
    Finance
    XYZ
    #
    Quick Win
    Quick Win Benefits
    Quick Win Setup Activities
    External Effort
    XYZ Effort
    Priority
    1
    2
    3.3
    3
  • 80. Future Plans (3 Questions)
    Part 4: Future
    This section aims
    to identify any future considerations
    the review should consider as part of
    its assessment of options
    Supply Chain
    #
    Future Considerations
    Organisatiuonl Impact
    Process Considerations
    Technical (ERP) Considerations
    People / Users Considerations
    Consider use of RFI tags on
    1
    Reduction in errors
    Intro of RFI scanners
    components to improve identication
    2
    4.1
    3
    Engineering / Maintenance / Operations
    #
    Future Considerations
    Organisatiuonl Impact
    Process Considerations
    Technical (ERP) Considerations
    People / Users Considerations
    Consider use of RFI tags on
    1
    components to maintaing integral
    Reduction in errors.
    Intro of RFI scanners
    maintenance/life records.
    2
    4.2
    3
    Finance
    #
    Future Considerations
    Organisatiuonl Impact
    Process Considerations
    Technical (ERP) Considerations
    People / Users Considerations
    1
    2
    4.2
    3
  • 81. Part 5: Lessons
    This
    section lists the key lessons
    that have been learnt during
    the IFS journey so far - e.g.
    Last upgrade
    List the lesson clearly with example
    Mark the severity of the lesson (High / Medium / Low) - on the business
    #
    Business / Organisation Related Lessons
    Severity
    e.g.
    Business had too many initiatives going at the same time - key resources were not available in testing
    High
    Lack of Business engagement (from the highest level down) around change of process (getting cold
    1
    feet as the change loomed even though they were advised many months ahead)
    High
    Lack of Business engagement around release of people to perform the upgrade (back filling as
    necessary) and, even when released, were not available full time - e.g. Finance continually went
    5.1
    back to Business as usual for 2 weeks every month - does nothing for project continuity. Use of
    external resource is fine too but there must be sufficient internal resource to 'own the project' and
    2
    understand it after go-live.
    High
    3
    Low/med/High - Select from list
    Low/med/High - Select from list
    #
    People / Users Related Lessons
    Severity
    e.g.
    Insufficient training provided. Most training was too generic - not relevant to user role
    High
    Having the team working in one place, in a dedicated office, is a great benefit - probably a challenge
    with members from different parts of the globe. Progress was certainly quicker when all were
    together and it avoids them being sucked back to Business as Usual. With the integration of the
    product it becomes even more important that the experts from the different workstreams work
    1
    together.
    High
    2
    As a result of 1 delivery of specifications to IFS was slow - with know on effects at IFS
    High
    5.2
    With correct business engagement the senior team members need to be empowered to make / take
    decisions which are best for the company / project. Change management will be required to ensure
    3
    that such changes can be executed.
    High
    The overall project manager from the business should be full time on the project - this sets an
    example to the rest of the team and ensures they remain focussed on the task in hand (with no
    4
    'Business as Usual'' distractions).
    High
    #
    Technical / IFS Related Lessons
    Severity
    e.g.
    Too many modifications to upgrade - complex and expensive to do
    High
    IFS complexity around what release of core product the AD modifications could / would be
    performed. AD always seemed to be a couple of releases behind that meant that fixes to core were
    1
    not always readily available when issues were found
    Medium
    IFS resource availability - when trying to work through issues the experts were not always readily
    available. When they did come they would spend time getting up to speed, go away, think about the
    issue and then forget about it! They would then come back again a couple of weeks later and repeat
    2
    the process meaning that resolution was painfully slow.
    High
    3
    IFS ability to deliver modifications in a timely manner
    High
    IFS had an upgrade path for Finance and Supply Chain but nothing for Aircraft Maintenance. They
    5.3
    started working on this far too late in the project. I believe now that, once processes have been
    resolved, the AD area will probably need to be re-implemented which will mean generating the data
    ahead of time in a 'clean' database and then copying this into the upgrade database at the point of go-
    live. IFS will need to be totally engaged in order to establish how this can be done and be able to
    map any dynamic data across from the old environment at the same time (if that is possible). This
    4
    will be a significant amount of work.
    High
    XYZ have now implemented other areas of IFS - IFS Project and Document Management - plus
    interfaced many more systems with IFS - the upgrade path for all of these is unknown and untested
    5
    at this time.
    High
    Ensure XYZ are dealing with one IFS body - last time there was a lot of internal politics at IFS
    6
    between IFS and IFS Defence which clouded the issues and delayed delivery.
    High
    #
    Process Related Lessons
    Severity
    e.g.
    No blueprint to ensure standardisation between business units - complex deployment
    High
    Agreement to new processes MUST be gained before embarking on the project next time in order
    that everyone is clear where we are going and what the software is being asked to perform
    (hopefully the new processes are based around the functionality of the latest software as this will
    also minimise any potential modification requirement). I believe implementation of some revised
    5.4
    processes would probably have to coincide with the go-live of the upgrade ( a challenge for all,
    1
    including any Change Management group associated with the project)
    High
    2
    Low/med/High - Select from list
    3
    Low/med/High - Select from list
    Low/med/High - Select from list
    Lessons Learnt (4 Questions)
  • 82. Risks (4 Questions)
    Part 6: Risks
    This
    section identifies risks
    which may cause issues
    during the transition or in
    the future initiatives
    #
    Business Risks
    Probability
    Severity
    Mitigation Steps
    1
    Lack of resources to execute upgrade
    High
    High
    Commitment from highest levels and appropriate budget for the task
    re-inforced commitment from highest levels + project ownership by senior
    6.1
    2
    Lack of engagement by Senior / mid level management
    High
    High
    managament
    3
    Lack of clear strategy
    High
    High
    Commitment and direction from highest levels
    4
    Low/med/High - Select from list
    Low/med/High - Select from list
    #
    Technical Risks
    Probability
    Severity
    Mitigation Steps
    1
    Oracle 8.1.7 fails
    Low
    High
    Perform system upgrade to move away from legacy version
    2
    Windows 2000 fails or attracts virus
    Medium
    High
    Perform system upgrade to move away from legacy version
    6.2
    Longer delays means more is built on to interface with IFS
    3
    giving more to be upgraded overall
    High
    High
    Perform system upgrade sooner rather than later
    4
    Low/med/High - Select from list
    Low/med/High - Select from list
    #
    People Risks
    Probability
    Severity
    Mitigation Steps
    Has happened in recent lay-offs. Considerable knowledge has left the
    organisation that does not exist to the same extent elsewhere. Hence
    6.3
    1
    Loss of Key expertise to assist with upgrade
    High
    Medium
    consider carefully the impact when future lay-offs are being implemented
    2
    Low/med/High - Select from list
    Low/med/High - Select from list
    3
    Low/med/High - Select from list
    Low/med/High - Select from list
    4
    Low/med/High - Select from list
    Low/med/High - Select from list
    #
    Process Risks
    Probability
    Severity
    Mitigation Steps
    Keep processes aligned with IFS Capability and tailor our
    1
    process to use the software to best effect.
    Medium
    Medium
    Business to understand the implications ant tke a more pragmatic approach.
    IFS ability to deliver - resource for modifications, resource to
    Give IFS as much notice as possible, ensure they understand the nature and
    support the upgrade, clarity of product deliverables (core
    timeline for the project, Ensure everyone is clear on versions etc both for
    6.4
    2
    version v.s. AD version etc)
    Medium
    High
    the project and a view forwards.
    Confirm process really require them, challenge to review alternatives.
    3
    Keep modifications to a minimum
    Medium
    Medium
    Ensure awareness of cost / time implications.
    4
    Low/med/High - Select from list
    Low/med/High - Select from list
  • 83. Self-Evaluation - Is your support ready for the road ahead?
    Tool 2
    ERP/IFS Support Assessment Tool
    (LiSA)
    46
  • 84. LiSA – Internal Support Self Assessment
    XYZ used Totalamber’s on-line Support Assessment toolkit (LiSA) to assess the issues & capabilities of XYZ’s ERP/IFS support organisation
    Part 1: Strategy
    Part 2: People
    Part 3: Processes
    Part 4: Technology
    Assessment of IT Support
    of
    The IFS/ERP Application
    47
  • 85. LiSA – Support Strategy
    Self-Evaluation - Is your support ready for the road ahead?
    The ERP/IFS support strategy was scored across a number of key criteria
    48
  • 86. LiSA – People Strategy
    Self-Evaluation - Is your support ready for the road ahead?
    The ERP/IFS support skills, resources and capabilities were scored across a number of key criteria
    49
  • 87. LiSA – Process Strategy
    Self-Evaluation - Is your support ready for the road ahead?
    The ERP/IFS support processes were scored across a number of key criteria
    50
  • 88. LiSA – Technology Strategy
    Self-Evaluation - Is your support ready for the road ahead?
    The IT support tools were scored across a number of key criteria
    51
  • 89. Self-Evaluation - Is your support ready for the road ahead?
    Tool 3
    ERP/IFS (SNA)
    Support Need Analysis Tool
    52
  • 90. SNA – Support Needs Analysis
    XYZ used Totalamber’s SNA to assess the capacity & capability of XYZ’s ERP/IFS support infrastructure across the six layers
  • 91. SNA – Support Needs Analysis
  • 92. Contents
    What is an IPR?
    Who needs an IPR?
    What are the outputs of an IPR?
    What are the benefits of an IPR?
    How long will it take and how much will it cost?
  • 93. Who needs an IPR?
    • Any organisation who believes there is opportunity to gain further efficiencies.
    • 94. Any organisation who is searching for improvement or efficiencies or guidance.
    • 95. Any organisation who is looking for strategy and direction to help them establish the most appropriate road ahead.
    • 96. Any organisation who has an appetite to improve or enhance their current landscape.
  • Who needs an IPR?
    • Any organisation who is considering enhancing, upgrading or replacing their current landscape.
    Enhance?
    Quick Wins
    Initiatives
    Simplify GUI
    On-line Help
    Planner Module
    Queries
    You are
    Here?
    Documentation Mgt
    Search
    Reporting Improvements
    Users Education
    Technical Tuning
    Hours/Days
    Process Streamlines
    Weeks/Months
    Upgrade?
    IPR
    Define
    Support
    Rollout
    Set up
    Build & Test
    Feasibility
    Process
    Plan
    Governance
    Hardware
    Software
    Database
    Data
    Business rules
    Configuration
    Reports
    Customisation
    Integration
    UAT
    Training
    Data Cutover
    Live
    Handholding
    Helpdesk
    DR
    Operations
    Projects
    New Joiners
    Re-evaluate?
    Requirements
    Contractual
    Selection
    Evaluation
    Business
    Process
    Technical
    People
    Plans
    RFI
    RFP
    Market Research
    Demos
    Due Diligence
    Negotiations
    Decision making
    Communications
    Terms & conditions
    Legal Payment
  • 97. Contents
    What is an IPR?
    Who needs an IPR?
    What are the outputs of an IPR?
    What are the benefits of an IPR?
    How long will it take and how much will it cost?
  • 98. Survey Data / Analysis - Profiles
    64%
    8-10 Years Experience
    31%
    30%
    Country 1
    IT Global
    38%
    15+ Years Service
    24%
    24%
    Country 2
    COBU
    15%
    5-7 Years Experience
    21%
    9-14 Years Service
    21%
    1-4 Years Experience
    17%
    13%
    Country 3
    IBU
    26%
    4-8 Years Service
    12%
    12%
    Corporate
    15%
    1-3 Years Service
    Country 4
    10%
    9%
    Country 5
    EBU
    5%
    5%
    Country 6
    Senior Management
    2%
    4%
    Country 7
    WASBU
    2%
    NASBU
    2%
    AUSBU
    59%
    Modules or Transactions
    Main messages :
    Business Focused Review - 70% from business functions
    Cross section of roles, responsibilities & time served
    Global coverage - Interviewees from across 5 business units
    Board spectrum of users with and without IFS experience
    36%
    Use for Mgt Information
    5%
    Don’t use IFS
  • 99. Business View
    Key Questions?
    Business
    • What are your main issues with IFS/ERP?
    • 100. How would you rate the clarity of goals and purpose within your Business area?
    • 101. How would you rate the standardisation and consistency between the business units?
    • 102. How would you rate the clarity of KPIs within your area?
    • 103. How would rate the alignment of IT strategy with the business?
    People
    Processes
    Diamond
    Methodology
    Technology
    This part of the baseline review focused on the interviewees perception of the business aspects of the ERP/IFS implementation
  • 104. Business View
    Lack of clearly defined global processes, KPIs and IT strategy
    00%
    Score 9 – 10 or Excellent
    30%
    Score 9 – 10 or Excellent
    3%
    Score 9 – 10 or Excellent
    0%
    Score 9 – 10 or Excellent
    11%
    Score 6 – 8 or Good
    41%
    Score 6 – 8 or Good
    14%
    Score 6 – 8 or Good
    10%
    Score 6 – 8 or Good
    16%
    Score 3 – 5 or Average
    22%
    Score 3 – 5 or Average
    34%
    Score 3 – 5 or Average
    15%
    Score 3 – 5 or Average
    74%
    Score 1 – 2 or Poor
    Score 1 – 2 or Poor
    7%
    48%
    Score 1 – 2 or Poor
    75%
    Score 1 – 2 or Poor
    Main messages from the interviewees on the business:
    “We are clear about our business and what is expected from us”;
    “We operate differently in some key processes depending on BU. We therefore use IFS differently”;
    “East & West hemispheres have different philosophies and approaches to Maintenance and ERP/IFS”;
    “The IT organisation has not kept up and has not developed its strategies, capabilities and capacity”
  • 105. Technology View
    Key Questions?
    • How would you rate the IFS tool in meeting your job requirements?
    • 106. How would you rate the systems performance?
    • 107. How would you rate the ease of use?
    • 108. How would you rate the stability of the software?
    • 109. How would you score the IFS tool as a "brand" within your area? (acceptance level?)
    Business
    People
    Processes
    Diamond
    Methodology
    Technology
    This part of the baseline review focused on the interviewees perception of IFS
  • 110. Technology View
    The tool has the functionality to meet many of the job requirements. It is perceived by many as cumbersome to use (unfriendly)
    11%
    Score 9 – 10 or Excellent
    00%
    Score 9 – 10 or Excellent
    19%
    Score 9 – 10 or Excellent
    18%
    Score 6 – 8 or Good
    26%
    Score 6 – 8 or Good
    31%
    Score 6 – 8 or Good
    29%
    Score 3 – 5 or Average
    32%
    Score 3 – 5 or Average
    50%
    Score 3 – 5 or Average
    42%
    Score 1 – 2 or Poor
    42%
    Score 1 – 2 or Poor
    8%
    Score 1 – 2 or Poor
    Main messages from the interviewees on IFS:
    “The performance of the system improved in comparison with 2 years ago”;
    “The performance of the system still an issue where the infrastructure and connectivity is immature”;
    “The performance of the system can be variable through the day – slow at a particular times”
    “System looks old, tired and out of date. It is difficult to use”;
    “This version of IFS is not intuitive – “it is not like Amazon!”
  • 111. Technology View
    IFS is a stable system but not liked in some business areas.
    13%
    Score 9 – 10 or Excellent
    39%
    Score 9 – 10 or Excellent
    20%
    Score 6 – 8 or Good
    39%
    Score 6 – 8 or Good
    27%
    Score 3 – 5 or Average
    18%
    Score 3 – 5 or Average
    40%
    Score 1 – 2 or Poor
    7%
    Score 1 – 2 or Poor
    Main messages from the interviewees on IFS:
    “IFS is a robust system. Can’t remember every seeing it crash over the past few years”;
    “Buy in is poor – it is being seen as a necessary evil by many within Engineering/maintenance”
    “Little is done to improve the way IFS perceived – not training or communications”
    “There is resistance in some areas for using systems full stop. They don’t see them as part of the job”
    “IFS operates on out of support version of Oracle. This is a business continuity risk”
  • 112. People View
    Key Questions?
    • How would you rate the IFS training provided to new joiners and existing staff?
    • 113. How much formal IFS training provided over the past 12 months to new staff and/or existing users?
    • 114. How would you rate your knowledge, skills and confidence with regard to IFS?
    • 115. How would you rate other users knowledge, skills and confidence within your area/dept with regard to IFS?
    • 116. How would you rate the level of buy-in and acceptance of the IFS tool within your area?
    • 117. How clear is the IFS support staff (e.g. Super Users) within your business area?
    Business
    People
    Processes
    Diamond
    Methodology
    Technology
    This part of the baseline review focused on the interviewees perception of users
  • 118. People View
    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
    00%
    Score 9 – 10 or Excellent
    46%
    Score 9 – 10 or Excellent
    9%
    11%
    Score 9 – 10 or Excellent
    Score 9 – 10 or Excellent
    9%
    Score 6 – 8 or Good
    29%
    Score 6 – 8 or Good
    22%
    17%
    Score 6 – 8 or Good
    Score 6 – 8 or Good
    19%
    Score 3 – 5 or Average
    7%
    Score 3 – 5 or Average
    28%
    22%
    Score 3 – 5 or Average
    Score 3 – 5 or Average
    72%
    Score 1 – 2 or Poor
    21%
    Score 1 – 2 or Poor
    42%
    50%
    Score 1 – 2 or Poor
    Score 1 – 2 or Poor
    Main messages from the interviewees on IFS:
    “I never had any training on IFS – I can’t even login!”
    “Most people get their training from their colleagues on the job. Very likely passing on some incorrect info”
    “Some new users don’t get any training at all on IFS. Some get little. No strategy for IFS training”
    “Although there are a handful of IFS experts, the majority have low confidence in using IFS”
    “Super users don’t exist in some processes or business areas. Gaps in knowledge exist with people leaving”
    “Some business units have good IFS support network and champion”
  • 119. Processes View
    Key Questions?
    • How would score the clarity, consistency and documentation of the business policies?
    • 120. How would score the clarity, consistency and documentation of the IT policies?
    • 121. How would you rate the clarity of business processes ?
    • 122. How would you score the quality of the procedure guide?
    • 123. How would you rate the way data is managed?
    • 124. How would you rate the data quality?
    • 125. How would you score the clarity and communications regarding data ownership?
    Business
    People
    Processes
    Diamond
    Methodology
    Technology
    This part of the baseline review focused on the interviewees perception of Business Processes
  • 126. Processes View
    Different IFS operational approaches, data structures, KPIs and processes impacting data integrity and consistency of management reports
    4%
    Score 9 – 10 or Excellent
    0%
    Score 9 – 10 or Excellent
    4%
    Score 9 – 10 or Excellent
    7%
    Score 9 – 10 or Excellent
    18%
    Score 6 – 8 or Good
    24%
    Score 6 – 8 or Good
    48%
    Score 6 – 8 or Good
    20%
    Score 6 – 8 or Good
    39%
    Score 3 – 5 or Average
    36%
    Score 3 – 5 or Average
    30%
    Score 3 – 5 or Average
    27%
    Score 3 – 5 or Average
    43%
    Score 1 – 2 or Poor
    40%
    Score 1 – 2 or Poor
    22%
    Score 1 – 2 or Poor
    47%
    Score 1 – 2 or Poor
    Main messages from the interviewees on Processes:
    “Unless we have a common global approach and policies we will always have issues with data and IFS”
    “Lack of up-to-date processes and procedures makes the job of using IFS difficult”
    “Difficult to train people on IFS if we haven’t got clear processes and procedures to follow”
    “We use different maintenance plans and templates depending on the hemisphere. This makes IFS difficult”
    “Data integrity is a big issue. Lack of real time data and parts integration with maintenance are big factors”
    “Data ownership is an issue. We don’t have clear strategy on data governance and management”
  • 127. Support View
    Key Assessment Areas
    Business
    • Support Strategy Assessment
    • 128. Support Staff Capacity & Skills Assessment
    • 129. Support Processes Assessment
    • 130. Support Tools Assessment
    • 131. IFS Support Needs Assessment
    People
    Processes
    Diamond
    Methodology
    Technology
    Support
    This part of the baseline review focused on the ERP/IFS XYZ support organisation
  • 132. LiSA – Internal Support Self Assessment
    XYZ used Totalamber’s on-line Support Assessment toolkit (LiSA) to assess the issues & capabilities of XYZ’s ERP/IFS support infrastructure
    Part 1: Strategy
    Part 2: People
    Part 3: Processes
    Part 4: Technology
  • 133. Support View
    The ERP/IFS support organisation does not have the capacity and capabilities to provide global round the sun support
    39%
    We have documented and provided descriptions for every criterion which failed to
    Compile. Lets now review three examples from the “Not Compliant” criteria
  • 134. Support View
    Vision & Purpose
    The IT Support organisation does not have clearly documented ERP support strategy – with formal goals and services

    72
  • 135. Support View
    Service Level
    The IT Support organisation does not have clearly documented SLAs which monitors and reports on to the business

    73
  • 136. Support View
    Business Continuity
    There is no formal business continuity plans for the Group or Business Units in case of major disaster

    74
  • 137. Support View
    The ERP/IFS support organisation does not have the capacity and capabilities to provide global round the sun support
    27%
  • 138. Support View
    The ERP/IFS support organisation does not have the capacity and capabilities to provide global round the sun support
    40%
  • 139. Support View
    The ERP/IFS support organisation does not have the capacity and capabilities to provide global round the sun support
    60%
  • 140. Support View – LiSA Overall Assessment
    40%Processes
    27%
    People
    39%
    Strategy
    60%
    Tools
    42%Overall
    Main messages from LiSA:
    A clear ERP/IFS support strategy needed;
    Support capacity and capabilities needed;
    Business continuity and disaster recovery scenarios and plans should be in place; and
    Business ownership of data, processes and reports need to be clearly defined (in RACI Matrix)
    IT ownership of software packages, hardware, vendors, etc need to be clearly defined (in RACI)
  • 141. Support View
    XYZ used Totalamber’s SNA to assess the capacity & capability of XYZ’s ERP/IFS support infrastructure across the six layers
  • 142. Support Needs Analysis – Software Layer
  • 143. Support Needs Analysis – Database Layer
  • 144. Support Needs Analysis – User Admin Layer
  • 145. Support Needs Analysis – Functional Layer
  • 146. Support Needs Analysis – Reporting Layer
  • 147. Support – Support Needs Analysis – Training Layer
  • 148. IFS Support Needs - Key Messages
    • A dedicated role needs to be assigned to monitor and manage batch jobs and
    queues. There are a large number of jobs run during the day – number of IFS
    queues and running times should be reviewed to improve CPU capacity during
    working hours. This could improve performance and improve the usability of the
    system to record and get information with less frustration!
    • Reporting skills and resources are needed within the IT function to support the business in developing key reports and cascading these through
    the support helpdesk when issues arise reducing time and duplications.
    • IT needs to be the technical and custodian of the software packages and
    related databases and infrastructure so vendors can be managed tightly and
    integration and change controlled effectively – providing the business with
    significant saving and reducing the overall Cost of Ownership.
  • 149. IFS Support Needs - Key Messages
    • 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
    IT support resources to carry out set up activities and maintain the integrity.
    The Business needs to own the data (from set-up, usage and analysis point of view)
    IT needs to provide the necessary tools and vendor support to allow that.
    • The business Super-user network needs enhancing by improving roles and
    capabilities. The departure of key users has left gaps and caused continuity risks in the business support and knowledge.
    The business need to extend the “Community of Champions” concept across the
    business – ensuring best practices and experiences shared in a team spirit
    and constructively.
  • 150. Totalamber identified a number of key baseline issues which impact
    not just IFS usability but XYZ’s effectiveness and profitability
    • XYZ business is in transition to achieve a truly global organisation not just a brand
    • 151. Two hemispheres with different approaches to Maintenance and IFS usage
    • 152. Limited leadership and clarity from global perspectives (e.g. IT and Maintenance)
    • 153. No clear ownership for IFS within the business
    • 154. Lack of overall programme management and methodology to control projects
    • 155. Lack of business continuity and disaster recovery strategies
    Business
    • There are pockets of excellence in IFS
    • 156. There are a number of people with good
    IFS knowledge and experience
    • No formal regular training provided
    • 157. No IFS training reqs and certification
    • 158. Limited buy-in and support from some managers and business areas
    • 159. Some software decisions made without full assessment and consultation
    • 160. No clear concept to Global engagement
    “Global on my terms”
    • Little standardisation between BUs
    • 161. No blueprint for policies and rules
    • 162. Little global IFS documentation
    • 163. No data architecture & governance
    • 164. No common KPI's
    • 165. Major Issues with data quality and integrity due to process and integration
    • 166. Real time data updates not universal
    • 167. Key policies need reviewing (e.g. Zero PO)
    People
    Processes
    Diamond
    Methodology
    Technology
    • Out of date Oracle / Windows / IFS versions with risk to business continuity
    • 168. System performance improved but still variable and slow in some locations
    • 169. IFS considered as stable – no major failures / downtime
    • 170. IFS modules being used differently depending on the region / BU (e.g. Document Management)
    • 171. Lack of link between VIM/ARD and EAM
    • 172. IFS internal support improvement capacity is limited
  • Contents
    What is an IPR?
    Who needs an IPR?
    What are the outputs of an IPR?
    What are the benefits of an IPR?
    How long will it take and how much will it cost?
  • 173. “Quick Win” (Low Hanging Fruit)
    17
  • 174. Implementation Roadmap – “Quick Wins” (Low Hanging Fruits)
    18
    19
    17
    Quick Wins
    Standard IFS reports
    Exported to EXCEL
    Data Inconsistency
    monitoring
    Independent audit
    of system setup
  • 175. Key Upgrade/Initiative Recommendations
    Implement Web Sales Orders
    Enhanced Reports and Enquiries from IFS
    2
    3
    4
    5
    6
    7
    8
    9
    10
    11
    12
    1
    User Training
    Like for Like upgrade (with some additional improvements)
    CRM interfacing
    Supported IFS system infrastructure
    Enhanced document outputs
    Enhanced User Access with Data Control
    Rollout of Procurement functionality throughout XYZ Client
    Action Management, Tasks, Notes
    Implementation of new workflow
    Customer Statements and reminder letters
    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.
  • 176. Implementation Roadmap
    “Back to Basics”
    “Implement Improvements & Upgrade”
    Jan11 – Jun11
    Jan
    Feb
    March
    April
    May
    June
    July’11 – Jun 13
    Develop Business Continuity &
    Disaster Recovery Planning &
    Scenarios
    Define Group IT Strategy
    XYZ IT (non IFS) Initiatives (e.g. Data Centres / Niche Products)
    Establish Common Delivery
    Principles (Methodology)
    Agree IT Rulebook &
    Data Governance
    Business Change & Transformation - Programme Management
    Assess & Implement IFS Quick Wins & Initiatives e.g. Develop and rollout ERP & IFS Training for Managers
    Establish Global
    Maintenance Strategy
    IFS Upgrade
    Design
    IFS Upgrade
    Build & Test
    Deploy
    Support
    Mobilise & Train Team
    For Process
    Standardisation
    Work Stream 1: Processes & Configurations / Standards
    Work Stream 2: Data Setup & Mgt / Rules / Ownership
    Define The XYZ Way
    “Global ERP Blueprint “
    Work Stream 3: Management Reports / BI
    Work Stream 4: Testing / Business Continuity / Disaster Recovery
    Document & Communicate Management Policies &
    Guides for Common Operational Standards & Practices
    Work Stream 5: Technical Infrastructure / Sizing & Performance
    Work Stream 6: Integration / Middleware / Interfaces
    Develop IFS Upgrade Strategy & Detailed Plan
    Work Stream 7: Change Mgt / Training / Communications
    Work Stream 8: Support / Key Users / 1st Line / 2nd Line / 3rd Line
    Work Stream 9: IFS Project Management & Governance
    Mobilise & Train IFS
    Upgrade Team
    IFS Version Decision
    7.5 or 8?
  • 177. Totalamber recommends incremental changes over 2.5 years with building blocks for sustainable future with XYZ capacity in mind
    “Back to Basics”
    “Implement Improvements & Upgrade”
    Jan11 – Jun11
    Jan
    Feb
    March
    April
    May
    June
    July’11 – Jun 13
    Definition
    Group IT strategy provides the business with clear plan and programme of strategic choices which operate as guidelines and standards to follow .
    Develop Business Continuity &
    Disaster Recovery Planning &
    Scenarios
    Define Group IT Strategy
    XYZ IT (non IFS) Initiatives (e.g. Data Centres / Niche Products)
    Review Relevance
    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
    Establish Common Delivery
    Principles (Methodology)
    Agree IT Rulebook &
    Data Governance
    Business Change & Transformation - Programme Management
    Benefits
    • IT Supportability and reliability
    • 178. Savings in getting common solutions
    • 179. Clarity to the business – available skills and capacity
    • 180. Risk mitigation – e.g. Avoiding bleeding edge technologies
    • 181. Balancing business priorities and IT capacity
    Assess & Implement IFS Quick Wins & Initiatives e.g. Develop and rollout ERP & IFS Training for Managers
    Establish Global
    Maintenance Strategy
    IFS Upgrade
    Design
    IFS Upgrade
    Build & Test
    Deploy
    Support
    Mobilise & Train Team
    For Process
    Standardisation
    Work Stream 1: Processes & Configurations / Standards
    Scope
    • IT Governance & Rules
    • 182. Software Approved Standards & Applications
    • 183. Hardware & Infrastructure Standards
    • 184. IT Delivery Methodology & Guidelines
    • 185. IT Support Organisation
    Work Stream 2: Data Setup & Mgt / Rules / Ownership
    Define The XYZ Way
    “Global ERP Blueprint “
    Work Stream 3: Management Reports / BI
    Timing (Duration)
    ASAP (3-6 months)
    Work Stream 4: Testing / Business Continuity / Disaster Recovery
    Document & Communicate Management Policies &
    Guides for Common Operational Standards & Practices
    Work Stream 5: Technical Infrastructure / Sizing & Performance
    Owner
    CIO
    Work Stream 6: Integration / Middleware / Interfaces
    Develop IFS Upgrade Strategy & Detailed Plan
    Key Stakeholders
    Group Executives / Business Unit Management / IT Organisation
    Work Stream 7: Change Mgt / Training / Communications
    Risk Mitigation
    Software solutions being evaluated or/and implemented without clear strategy for the future to ensure supportability and integration
    Work Stream 8: Support / Key Users / 1st Line / 2nd Line / 3rd Line
    Work Stream 9: IFS Project Management & Governance
    Mobilise & Train IFS
    Upgrade Team
    IFS Version Decision
    7.5 or 8?
  • 186. Totalamber recommends incremental changes over 2.5 years with building blocks for sustainable future with XYZ capacity in mind
    “Back to Basics”
    “Implement Improvements & Upgrade”
    Jan11 – Jun11
    Jan
    Feb
    March
    April
    May
    June
    July’11 – Jun 13
    Definition
    Assess, prioritise and implement the relevant quick wins and initiatives highlighted by the IFS Review
    Develop Business Continuity &
    Disaster Recovery Planning &
    Scenarios
    Define Group IT Strategy
    XYZ IT (non IFS) Initiatives (e.g. Data Centres / Niche Products)
    Review Relevance
    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
    Establish Common Delivery
    Principles (Methodology)
    Agree IT Rulebook &
    Data Governance
    Business Change & Transformation - Programme Management
    Benefits
    • Improve buy-in among users
    • 187. Improve data quality
    • 188. Reduce calls to OIT Helpdesk
    • 189. Leverage existing functionality and reduce dependency on spreadsheets and external tools
    Assess & Implement IFS Quick Wins & Initiatives e.g. Develop and rollout ERP & IFS Training for Managers
    Establish Global
    Maintenance Strategy
    IFS Upgrade
    Design
    IFS Upgrade
    Build & Test
    Deploy
    Support
    Mobilise & Train Team
    For Process
    Standardisation
    Work Stream 1: Processes & Configurations / Standards
    Scope
    • 19 Quick wins identified – see Transition Document
    • 190. 14 Initiatives – See Transition Document
    Work Stream 2: Data Setup & Mgt / Rules / Ownership
    Define The XYZ Way
    “Global ERP Blueprint “
    Work Stream 3: Management Reports / BI
    Timing (Duration)
    On going Process - Start Feb11/Mar11 after preparations completed
    Work Stream 4: Testing / Business Continuity / Disaster Recovery
    Document & Communicate Management Policies &
    Guides for Common Operational Standards & Practices
    Work Stream 5: Technical Infrastructure / Sizing & Performance
    Owner
    Business Key User / Super User
    Work Stream 6: Integration / Middleware / Interfaces
    Develop IFS Upgrade Strategy & Detailed Plan
    Key Stakeholders
    Business Manager / Key User / End Users / Academy
    Work Stream 7: Change Mgt / Training / Communications
    Risk Mitigation
    No plan in place to ensure the right capacity and resources available to assess, plan and implement these quick wins and initiatives effectively.
    Work Stream 8: Support / Key Users / 1st Line / 2nd Line / 3rd Line
    Work Stream 9: IFS Project Management & Governance
    Mobilise & Train IFS
    Upgrade Team
    IFS Version Decision
    7.5 or 8?
  • 191. Totalamber recommends incremental changes over 2.5 years with building blocks for sustainable future with XYZ capacity in mind
    “Back to Basics”
    “Implement Improvements & Upgrade”
    Jan11 – Jun11
    Jan
    Feb
    March
    April
    May
    June
    July’11 – Jun 13
    Definition
    IFS Support
    Provide the IT department with additional bandwidth to support end users effectively – as per the baseline assessment.
    Handover from project to business as-usual at end of upgrade
    Develop Business Continuity &
    Disaster Recovery Planning &
    Scenarios
    Define Group IT Strategy
    XYZ IT (non IFS) Initiatives (e.g. Data Centres / Niche Products)
    Establish Common Delivery
    Principles (Methodology)
    Agree IT Rulebook &
    Data Governance
    Business Change & Transformation - Programme Management
    Review Relevance
    Extend IT helpdesk with additional capacity to improve the image of the application and support areas such as New Joiners, Training and Batch Jobs.
    Assess & Implement IFS Quick Wins & Initiatives e.g. Develop and rollout ERP & IFS Training for Managers
    Benefits
    • Increase bandwidth
    • 192. Train exiting resources on new capabilities
    • 193. Improve SLAs
    • 194. Develop documentation for sustainability
    Establish Global
    Maintenance Strategy
    IFS Upgrade
    Design
    IFS Upgrade
    Build & Test
    Deploy
    Support
    Mobilise & Train Team
    For Process
    Standardisation
    Work Stream 1: Processes & Configurations / Standards
    Scope
    Work Stream 2: Data Setup & Mgt / Rules / Ownership
    Define The XYZ Way
    “Global ERP Blueprint “
    Work Stream 3: Management Reports / BI
    Timing (Duration)
    ASAP - start Feb11 on going until IT helpdesk can support its users
    Work Stream 4: Testing / Business Continuity / Disaster Recovery
    Document & Communicate Management Policies &
    Guides for Common Operational Standards & Practices
    Work Stream 5: Technical Infrastructure / Sizing & Performance
    Owner
    IT Manager / Project Manager / Support manager
    Work Stream 6: Integration / Middleware / Interfaces
    Key Stakeholders
    Project Manager / Stream Leads / Business Managers / Super users / Support Manager / Help desk Staff
    Develop IFS Upgrade Strategy & Detailed Plan
    Work Stream 7: Change Mgt / Training / Communications
    Risk Mitigation
    Support not engaged early enough.
    Work Stream 8: Support / Key Users / 1st Line / 2nd Line / 3rd Line
    Work Stream 9: IFS Project Management & Governance
    Mobilise & Train IFS
    Upgrade Team
    IFS Version Decision
    7.5 or 8?
  • 200. Project Governance
    Senior managers signing up to the journey and its challenges.
    Sponsors
    Client
    Totalamber
    Senior managers giving direction – scope, budget and resources
    Remove barriers and mitigate risks
    Ensure project delivers in line with sponsors expectations.
    Project Board
    Totalamber
    Client
    Totalamber leading the project – on time / to quality / to budget
    PM ensures business engagement and internal resources.
    Project Management
    Client
    Totalamber
    Vendor
    Develop the allocated aspect of the solution (e.g. Training).
    Streams
    e.g. Training
    e.g. Testing
    Others
    e.g. Support
  • 201. Contents
    What is an IPR?
    Who needs an IPR?
    What are the outputs of an IPR?
    What are the benefits of an IPR?
    How long will it take and how much will it cost?
  • 202. How long will it take? ... Typical IPR Journey
    Timeline
    Week 3
    Week 1
    Week 2
    Week 4
    Review &
    Document
    (2 days offsite)
    Present
    (0.5 days,
    remote)
    Prepare
    (1-5 days, remote)
    Assess
    (3 days, onsite)
    ReviewClosure
    Present
    • Final Presentation
    • 203. Feedback
    • 204. Final Report - Submission
    ReviewKick Off
    Prepare
    Review & Document
    • Review Key Findings
    • 210. Write up notes
    Assess
  • How much does it cost?
    No Wins No Fee!
    Totalamber has performed so many successful IPR’s we have a No Win No Fee Guarantee!
    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!