Imagine our surprise when we were invited to speak at the Financial Management Institute Professional Development Week about the value of ERP in government. Why? For one thing, FreeBalance is not an Enterprise Resource Planning vendor. We're a GRP vendor, as we have spoken about frequently in this blog. ERP vendors operate in many vertical markets - FreeBalance provides software for governments only.
Nevertheless, we took up the challenge. The presentation was focused for Government of Canada financial managers, but it is applicable to many countries. We focused on three elements of the Treasury Board Secretariat Investment Planning Policy: value for money, total cost and project governance.
We think that we did a very good job presenting an objective viewpoint. We didn't talk about FreeBalance and how our solutions are more applicable than generic software for governments.
The document discusses financial management for IT services. It describes how FM ensures IT solutions meet requirements and are cost-effective. FM provides cost visibility, optimization, and cost recovery. Its goals are cost-effective stewardship, fully accounting for IT spend, and assisting management decisions. FM scope includes identifying assets/activities, developing budgets, analyzing costs/benefits of changes, and developing chargeback methods. Key definitions and an overview of FM components are also provided.
High Tech Results from AMR Research ERP B2B Study GXS
This presentation discusses the high tech related results from a study conducted in late 2009 by the analyst firm AMR Research. The study looked ERP/B2B integration and the importance of having these two environments seamlessly integrated together. Updated April 2013
Gartner IT Financial, Procurement & Asset Management Summit London 2011 OverviewPascal Winckel
The first European edition of the Gartner IT Financial, Procurement & Asset Management Summit taking place Sept 28-29 in London, will gather hundreds of IT Asset management, procurement and IT finance leaders to learn and share the latest trends, best practices and advice on software licensing, contract negotiation, cloud and virtualization impact on cost and procurement, and many other related topics.
More information and registration at www.europe.gartner.com/itam
Keynote Address given by Paul Strassman, former Director of Defense Information and current Distinguished Professor of Information Science at George Mason University, at Transformation and Innovation 2007.
The document discusses a process for managing an IT project portfolio using Total Value of Ownership (TVO). It describes how TVO can provide metrics for assessing technology delivery systems, user productivity, benefits, and ROI. TVO considers both IT and business metrics to determine the overall value of IT investments and help optimize spending. The process involves establishing a baseline, analyzing proposed initiatives and potential what-if scenarios, and ongoing support to evaluate the portfolio.
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
Building Business Capabilities and Improving the Application Landscape
1. Balance Decision Making: Top-down for business capabilities; bottom-up effective landscape
2. 3 Categories are used for building the IT budget: Assign metrics that drive prioritization based on business outcomes
3. New projects should balance new capability with business risk
4. Improve landscape: accelerate time to market
5. Improve landscape: budget for high availability of critical applications and improve runtime performance
6. Improve Landscape: Strive to reduce business risks caused by application vulnerabilities
7. Improve Landscape: Prepare for dynamic staffing models
8. Improve landscape: Reduce applications support cost
9. Break Fix
IBM's operational analytics software helps drive process efficiencies through predictive analytics, data mining, and business rules optimization. It provides visibility into operations, helps manage resources, and maximizes performance. The software leverages various analytics capabilities to improve processes like claims, inventory, and sales planning. Case studies show organizations achieving benefits like 17% increased inventory turnover and 97% faster report creation. Implementing operational analytics can automate decisions, optimize resource usage, and lead to operational excellence.
The document discusses financial management for IT services. It describes how FM ensures IT solutions meet requirements and are cost-effective. FM provides cost visibility, optimization, and cost recovery. Its goals are cost-effective stewardship, fully accounting for IT spend, and assisting management decisions. FM scope includes identifying assets/activities, developing budgets, analyzing costs/benefits of changes, and developing chargeback methods. Key definitions and an overview of FM components are also provided.
High Tech Results from AMR Research ERP B2B Study GXS
This presentation discusses the high tech related results from a study conducted in late 2009 by the analyst firm AMR Research. The study looked ERP/B2B integration and the importance of having these two environments seamlessly integrated together. Updated April 2013
Gartner IT Financial, Procurement & Asset Management Summit London 2011 OverviewPascal Winckel
The first European edition of the Gartner IT Financial, Procurement & Asset Management Summit taking place Sept 28-29 in London, will gather hundreds of IT Asset management, procurement and IT finance leaders to learn and share the latest trends, best practices and advice on software licensing, contract negotiation, cloud and virtualization impact on cost and procurement, and many other related topics.
More information and registration at www.europe.gartner.com/itam
Keynote Address given by Paul Strassman, former Director of Defense Information and current Distinguished Professor of Information Science at George Mason University, at Transformation and Innovation 2007.
The document discusses a process for managing an IT project portfolio using Total Value of Ownership (TVO). It describes how TVO can provide metrics for assessing technology delivery systems, user productivity, benefits, and ROI. TVO considers both IT and business metrics to determine the overall value of IT investments and help optimize spending. The process involves establishing a baseline, analyzing proposed initiatives and potential what-if scenarios, and ongoing support to evaluate the portfolio.
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
Building Business Capabilities and Improving the Application Landscape
1. Balance Decision Making: Top-down for business capabilities; bottom-up effective landscape
2. 3 Categories are used for building the IT budget: Assign metrics that drive prioritization based on business outcomes
3. New projects should balance new capability with business risk
4. Improve landscape: accelerate time to market
5. Improve landscape: budget for high availability of critical applications and improve runtime performance
6. Improve Landscape: Strive to reduce business risks caused by application vulnerabilities
7. Improve Landscape: Prepare for dynamic staffing models
8. Improve landscape: Reduce applications support cost
9. Break Fix
IBM's operational analytics software helps drive process efficiencies through predictive analytics, data mining, and business rules optimization. It provides visibility into operations, helps manage resources, and maximizes performance. The software leverages various analytics capabilities to improve processes like claims, inventory, and sales planning. Case studies show organizations achieving benefits like 17% increased inventory turnover and 97% faster report creation. Implementing operational analytics can automate decisions, optimize resource usage, and lead to operational excellence.
The document discusses conducting a cost-benefit analysis for implementing an Enterprise Resource Planning (ERP) system. It outlines potential costs of an ERP initiative such as acquisition, customization, testing, upgrades, conversion, and training. It also discusses potential benefits like streamlined procedures, greater intelligence, increased productivity, and improved reporting. The document emphasizes the importance of establishing an economic case for investment by weighing costs against the expected return on investment. It also stresses defining targets and monitoring the ERP project's success in achieving them.
The document summarizes the findings of Panorama Consulting Solutions' 2016 report on ERP systems and enterprise software. It provides data on ERP project costs, durations, benefits realization, and satisfaction levels. Some key findings include that while costs are decreasing, the percentage of respondents experiencing cost overruns is increasing. Duration overruns are becoming less common. The majority of organizations do not realize over 50% of anticipated benefits from their ERP implementations.
The State of ERP: Less Risk, More Return - ERP systems today drive almost every critical business function and process, and companies have a right to be wary about the impact of upgrades on performance. More mature ERP systems and practices are reducing concerns.
In Automated Controls It’s No Longer the Traditional Build vs. BuyMelissa Luongo
Exploring an Alternative Perspective | An Infogix Position Paper by Lane Lambert and Chris Kosin
Decades of experience and research have shown that organizations maximize their return on investment (ROI) when they build or buy solutions that automate core processes. While making the build versus buy decision for automated or ancillary data integrity controls, an organization needs to determine if it is in the business of controls and how each option impacts Capital Expenditures (CAPEX) and Operational Expenditures (OPEX) budgets. “Buy to standardize, build to compete” has been an IT mantra for many years. Yet, executives responsible for developing an automated controls strategy continue to struggle with this question. The decision not only impacts the ability of an organization to meet its immediate controls needs but also has longstanding influence on the ability to maintain and sustain an internal control environment that is aligned with business needs. The rule of thumb has been: if the system is a requirement for business, “buy” is the answer; conversely if the system provides a competitive advantage, then the answer
is “build.”
In this paper, we propose an alternative way to look at Build vs. Buy by splitting “buy” into two options: – pre- packaged offering and configurable solution. The pre- packaged offering refers to an off-the-shelf product, while a highly configurable solution combines the virtues of a “build” solution with the flexibility and adaptability of a “buy” solution that is faster to deploy and removes the risk inherent in building internal controls. Regardless of the solution, the decision points remain the same: CAPEX vs. OPEX cost, time to deployment, internal politics, regulatory compliance mandates, architecture, IT staff competencies and strategic importance to the organization’s bottom line. However; as IT departments are increasingly stretched thin, in part due to increased data governance, audit, and overall challenges to close fragmented data integrity gaps, the case for a highly configurable data integrity controls solution becomes a compelling consideration to deliver a tailored system that capitalizes on the benefits of both building and buying. Leading organizations that use Infogix Controls have achieved significant cost savings (up to 80%) compared to internal development options. In addition, implementing Infogix Controls has enabled these organizations to rapidly deploy controls to efficiently meet changing business and audit needs. This position paper provides a framework to compare and contrast build versus buy by evaluating buy in two dimensions – pre-packaged vs. configurable – to delve into the financial and non-financial implications of these options.
From PPM to Enterprise Portfolio Management - 051214UMT360
Presentation on how UMT360 is Helping Companies Take Project Server to a New Level. UMT360 is the only enterprise portfolio management solution built on SharePoint with seamless Project Server integration. Hear the presentation at http://bit.ly/SzhgMO
The document discusses various types of metrics used to measure different aspects of systems, products, and processes. It describes design metrics that evaluate risks and costs of system designs. It also outlines software metrics like lines of code and function points, hardware metrics like transistor ratios, and process metrics that provide insights into workflows and quality. Product metrics are discussed as a way to assess projects, risks, problems, and quality control.
Central de Serviço e Governança de IT | Encontro de Cios CTIS e Sucesu Minas ...sucesuminas
This presentation discusses how IT organizations can increase business value by focusing on value optimization, enabling innovation, and business restructuring. It introduces four levers that can be used individually or together to increase business value: 1) IT procurement cost savings, 2) cost savings within IT, 3) joint business and IT cost savings through initiatives like process improvement and technology-enabled restructuring, and 4) delivering business services differently to generate more value. The presentation provides questions organizations should ask to assess opportunities within each lever and examples of specific cost optimization and value generation actions they can take.
How Gartner Helps Across the Entire IT Cost Optimization Life CycleChris Grow
IT Cost Optimization includes the practices, capabilities and behaviors taken by IT organizations and enterprises to balance the constraints of reducing costs, managing service levels and showing the business value of IT in pursuit of enterprise financial imperatives.
The document proposes an enterprise architecture and IT engagement model for Ohio's infrastructure and environment agencies. It summarizes the current decentralized IT environment, lack of standards, and security risks. The proposed model shifts to a coordinated operating model with shared solutions and standardized technology. Key elements include a technology board to prioritize projects, an architecture team to define standards, and a project success center to ensure project delivery and benefits realization. The goals are improved efficiency, cost savings, security, and reduced duplication through greater coordination and data sharing across agencies.
The document provides an overview of accounts payables market maturity and trends. It discusses the evolutionary path of financial shared services, from early consolidation to global business services. Major trends include a shift towards more integrated global delivery models and the use of robotics and automation. The accounts payables market is analyzed in terms of maturity levels and benchmark figures. Key enablers for successful accounts payables transformations are identified as agreeing on maturity levels and governance, aligning stakeholders, and planning projects realistically.
Technology project executions rank high on CFOs’ most worrisome risks and enterprise resource planning system (ERP) projects are among them. Surveys regularly show that a significant number of strategic ERP projects fail to deliver expected outcomes, are delayed, and exceed budgets by a long shot. While most companies avoid catastrophic ERP failures, only a few wring out the most value. For top management, failing to deliver a strategic priority is rarely an option. Given a mature ERP solutions market place and mostly competent ERP installers, why do organizations frequently stumble?
Across the corporate landscape IT functions are completing their transformation to a service-orientation. Slowly but surely, “governance” has become a core mission, if not yet the core competency, of the IT organization. Governance involves many fronts and addresses many levels – there is architectural governance, IT finance and projects governance, and of course, supplier governance. All call for new skills and new structures. WGroup collectively brings decades of hands-on experience in IT supplier management to assist our clients with the multi-supplier challenge – from building the governance structures to defining sourcing strategies to facilitating contract reviews to transition management. This states how WGroup would implement a multi-supplier governance model successfully.
Managing risk in the enterprise.
What is identity management?
What are the risks associated with identity management in the enterprise?
Mitigation strategies and approaches.
This webinar discusses outsourcing help desk services in the new work from home era. Some key points discussed include:
- Remote work is becoming a permanent model for many organizations, increasing demand for help desk support.
- Outsourcing help desk services is increasing and many organizations plan to outsource more IT functions.
- Working from home presents new challenges for help desks around increased tickets, lack of remote access tools, and home networking issues.
- Successfully outsourcing requires clearly defining goals, service scope, and expectations as well as choosing the right partner and location strategy.
The Do's and Don'ts of Fixing FP&A While ERP is in FluxAdaptive Insights
Should you wait to finish implementing your ERP before tackling planning & reporting? Here are some DO's & DON'Ts to consider if you're addressing your FP&A process while in the midst of an ERP project.
IT Financial Management Series - Part 1: Defining a Model to Effectively Run ...UMT
"This is the first part of the IT financial management series. In this webinar, Charlie Curcio, IT CFO shares his experience in defining what it means to Run the Business of IT.
On average companies spend 5% of the total operating budget on IT, increasing pressure on executives to reduce costs, communicate value and align IT investments with business priorities to drive a competitive advantage.
Today, many high performing IT organizations are adopting Integrated IT Portfolio Analysis (IIPA) best practices to effectively Run the Business of IT. Developing a holistic data model and financial framework is key to driving transparency across disparate IT domains and providing accurate and reliable metrics to enhance decision making."
Oracle Enterprise Performance Management allows companies to link strategies to plans and execution, monitor financial and operational results against goals, and apply analytics to drive performance improvement. The presentation outlines Oracle's EPM products including Financial Data Quality Management, which helps ensure data integrity across the enterprise. A new feature called the ERP Integrator is introduced that provides direct integration between ERP sources like Oracle E-Business Suite and PeopleSoft with EPM applications to map data, validate rules and allow drill-through of data. The roadmap discusses ongoing work to improve ERP support and plans to enhance integration with additional ERP and cloud systems.
Given the myriad challenges faced by the industry today, natural gas local distribution companies can benefit from assessing business performance through benchmarking to help identify performance gaps and improvement opportunities. ScottMadden has a low-cost approach to providing this information to its clients, as described in our Natural Gas Benchmarking document. The objective of this review is to provide high-level financial and operating comparisons that will help company management identify potential opportunities for improvement.
For more information, please visit www.scottmadden.com.
David Beard
CRM Evangelist - Sage CRM Solutions
"With over 10 years involvement in business analyst & project management roles for a variety of companies in the IT, telecommunications & banking sectors, David brings a wealth of experience in helping companies define what a customer means and how best to interact - across both cultural & systemic contexts"
Fail to prepare, prepare to fail: implementing ERP and CRM systemsSageukofficial
David Beard, from the business software company Sage UK, looks at market place trends driving the thoughts of software vendors. He then considers why businesses often fail to realise the measurable benefits from ERP and CRM software implementations and what they can do to widen, and thus, improve their approach.
The document discusses conducting a cost-benefit analysis for implementing an Enterprise Resource Planning (ERP) system. It outlines potential costs of an ERP initiative such as acquisition, customization, testing, upgrades, conversion, and training. It also discusses potential benefits like streamlined procedures, greater intelligence, increased productivity, and improved reporting. The document emphasizes the importance of establishing an economic case for investment by weighing costs against the expected return on investment. It also stresses defining targets and monitoring the ERP project's success in achieving them.
The document summarizes the findings of Panorama Consulting Solutions' 2016 report on ERP systems and enterprise software. It provides data on ERP project costs, durations, benefits realization, and satisfaction levels. Some key findings include that while costs are decreasing, the percentage of respondents experiencing cost overruns is increasing. Duration overruns are becoming less common. The majority of organizations do not realize over 50% of anticipated benefits from their ERP implementations.
The State of ERP: Less Risk, More Return - ERP systems today drive almost every critical business function and process, and companies have a right to be wary about the impact of upgrades on performance. More mature ERP systems and practices are reducing concerns.
In Automated Controls It’s No Longer the Traditional Build vs. BuyMelissa Luongo
Exploring an Alternative Perspective | An Infogix Position Paper by Lane Lambert and Chris Kosin
Decades of experience and research have shown that organizations maximize their return on investment (ROI) when they build or buy solutions that automate core processes. While making the build versus buy decision for automated or ancillary data integrity controls, an organization needs to determine if it is in the business of controls and how each option impacts Capital Expenditures (CAPEX) and Operational Expenditures (OPEX) budgets. “Buy to standardize, build to compete” has been an IT mantra for many years. Yet, executives responsible for developing an automated controls strategy continue to struggle with this question. The decision not only impacts the ability of an organization to meet its immediate controls needs but also has longstanding influence on the ability to maintain and sustain an internal control environment that is aligned with business needs. The rule of thumb has been: if the system is a requirement for business, “buy” is the answer; conversely if the system provides a competitive advantage, then the answer
is “build.”
In this paper, we propose an alternative way to look at Build vs. Buy by splitting “buy” into two options: – pre- packaged offering and configurable solution. The pre- packaged offering refers to an off-the-shelf product, while a highly configurable solution combines the virtues of a “build” solution with the flexibility and adaptability of a “buy” solution that is faster to deploy and removes the risk inherent in building internal controls. Regardless of the solution, the decision points remain the same: CAPEX vs. OPEX cost, time to deployment, internal politics, regulatory compliance mandates, architecture, IT staff competencies and strategic importance to the organization’s bottom line. However; as IT departments are increasingly stretched thin, in part due to increased data governance, audit, and overall challenges to close fragmented data integrity gaps, the case for a highly configurable data integrity controls solution becomes a compelling consideration to deliver a tailored system that capitalizes on the benefits of both building and buying. Leading organizations that use Infogix Controls have achieved significant cost savings (up to 80%) compared to internal development options. In addition, implementing Infogix Controls has enabled these organizations to rapidly deploy controls to efficiently meet changing business and audit needs. This position paper provides a framework to compare and contrast build versus buy by evaluating buy in two dimensions – pre-packaged vs. configurable – to delve into the financial and non-financial implications of these options.
From PPM to Enterprise Portfolio Management - 051214UMT360
Presentation on how UMT360 is Helping Companies Take Project Server to a New Level. UMT360 is the only enterprise portfolio management solution built on SharePoint with seamless Project Server integration. Hear the presentation at http://bit.ly/SzhgMO
The document discusses various types of metrics used to measure different aspects of systems, products, and processes. It describes design metrics that evaluate risks and costs of system designs. It also outlines software metrics like lines of code and function points, hardware metrics like transistor ratios, and process metrics that provide insights into workflows and quality. Product metrics are discussed as a way to assess projects, risks, problems, and quality control.
Central de Serviço e Governança de IT | Encontro de Cios CTIS e Sucesu Minas ...sucesuminas
This presentation discusses how IT organizations can increase business value by focusing on value optimization, enabling innovation, and business restructuring. It introduces four levers that can be used individually or together to increase business value: 1) IT procurement cost savings, 2) cost savings within IT, 3) joint business and IT cost savings through initiatives like process improvement and technology-enabled restructuring, and 4) delivering business services differently to generate more value. The presentation provides questions organizations should ask to assess opportunities within each lever and examples of specific cost optimization and value generation actions they can take.
How Gartner Helps Across the Entire IT Cost Optimization Life CycleChris Grow
IT Cost Optimization includes the practices, capabilities and behaviors taken by IT organizations and enterprises to balance the constraints of reducing costs, managing service levels and showing the business value of IT in pursuit of enterprise financial imperatives.
The document proposes an enterprise architecture and IT engagement model for Ohio's infrastructure and environment agencies. It summarizes the current decentralized IT environment, lack of standards, and security risks. The proposed model shifts to a coordinated operating model with shared solutions and standardized technology. Key elements include a technology board to prioritize projects, an architecture team to define standards, and a project success center to ensure project delivery and benefits realization. The goals are improved efficiency, cost savings, security, and reduced duplication through greater coordination and data sharing across agencies.
The document provides an overview of accounts payables market maturity and trends. It discusses the evolutionary path of financial shared services, from early consolidation to global business services. Major trends include a shift towards more integrated global delivery models and the use of robotics and automation. The accounts payables market is analyzed in terms of maturity levels and benchmark figures. Key enablers for successful accounts payables transformations are identified as agreeing on maturity levels and governance, aligning stakeholders, and planning projects realistically.
Technology project executions rank high on CFOs’ most worrisome risks and enterprise resource planning system (ERP) projects are among them. Surveys regularly show that a significant number of strategic ERP projects fail to deliver expected outcomes, are delayed, and exceed budgets by a long shot. While most companies avoid catastrophic ERP failures, only a few wring out the most value. For top management, failing to deliver a strategic priority is rarely an option. Given a mature ERP solutions market place and mostly competent ERP installers, why do organizations frequently stumble?
Across the corporate landscape IT functions are completing their transformation to a service-orientation. Slowly but surely, “governance” has become a core mission, if not yet the core competency, of the IT organization. Governance involves many fronts and addresses many levels – there is architectural governance, IT finance and projects governance, and of course, supplier governance. All call for new skills and new structures. WGroup collectively brings decades of hands-on experience in IT supplier management to assist our clients with the multi-supplier challenge – from building the governance structures to defining sourcing strategies to facilitating contract reviews to transition management. This states how WGroup would implement a multi-supplier governance model successfully.
Managing risk in the enterprise.
What is identity management?
What are the risks associated with identity management in the enterprise?
Mitigation strategies and approaches.
This webinar discusses outsourcing help desk services in the new work from home era. Some key points discussed include:
- Remote work is becoming a permanent model for many organizations, increasing demand for help desk support.
- Outsourcing help desk services is increasing and many organizations plan to outsource more IT functions.
- Working from home presents new challenges for help desks around increased tickets, lack of remote access tools, and home networking issues.
- Successfully outsourcing requires clearly defining goals, service scope, and expectations as well as choosing the right partner and location strategy.
The Do's and Don'ts of Fixing FP&A While ERP is in FluxAdaptive Insights
Should you wait to finish implementing your ERP before tackling planning & reporting? Here are some DO's & DON'Ts to consider if you're addressing your FP&A process while in the midst of an ERP project.
IT Financial Management Series - Part 1: Defining a Model to Effectively Run ...UMT
"This is the first part of the IT financial management series. In this webinar, Charlie Curcio, IT CFO shares his experience in defining what it means to Run the Business of IT.
On average companies spend 5% of the total operating budget on IT, increasing pressure on executives to reduce costs, communicate value and align IT investments with business priorities to drive a competitive advantage.
Today, many high performing IT organizations are adopting Integrated IT Portfolio Analysis (IIPA) best practices to effectively Run the Business of IT. Developing a holistic data model and financial framework is key to driving transparency across disparate IT domains and providing accurate and reliable metrics to enhance decision making."
Oracle Enterprise Performance Management allows companies to link strategies to plans and execution, monitor financial and operational results against goals, and apply analytics to drive performance improvement. The presentation outlines Oracle's EPM products including Financial Data Quality Management, which helps ensure data integrity across the enterprise. A new feature called the ERP Integrator is introduced that provides direct integration between ERP sources like Oracle E-Business Suite and PeopleSoft with EPM applications to map data, validate rules and allow drill-through of data. The roadmap discusses ongoing work to improve ERP support and plans to enhance integration with additional ERP and cloud systems.
Given the myriad challenges faced by the industry today, natural gas local distribution companies can benefit from assessing business performance through benchmarking to help identify performance gaps and improvement opportunities. ScottMadden has a low-cost approach to providing this information to its clients, as described in our Natural Gas Benchmarking document. The objective of this review is to provide high-level financial and operating comparisons that will help company management identify potential opportunities for improvement.
For more information, please visit www.scottmadden.com.
David Beard
CRM Evangelist - Sage CRM Solutions
"With over 10 years involvement in business analyst & project management roles for a variety of companies in the IT, telecommunications & banking sectors, David brings a wealth of experience in helping companies define what a customer means and how best to interact - across both cultural & systemic contexts"
Fail to prepare, prepare to fail: implementing ERP and CRM systemsSageukofficial
David Beard, from the business software company Sage UK, looks at market place trends driving the thoughts of software vendors. He then considers why businesses often fail to realise the measurable benefits from ERP and CRM software implementations and what they can do to widen, and thus, improve their approach.
The document provides an overview of trends in supply chain technology and logistics, as well as best practices for implementing eProcurement and supply chain systems projects. Key points discussed include the benefits of eProcurement systems in reducing costs and cycle times, best practices for project management including scope control, testing, and change management, and the importance of data integration and stewardship for successful technology implementations.
The document discusses a value discovery process for assessing business opportunities and developing a business case for a potential solution called RP. It involves collaborative workshops to understand customer strategies, pain points, and value opportunities. Key activities include developing benefit hypotheses, conducting interviews, identifying priority areas, and building quantitative models to forecast benefits. The final deliverable is a business case presentation to executive leadership outlining the value proposition, costs, and benefits of the potential RP solution.
Mergers & Acquisitions - Addressing The Critical IT Issuescurtherge
The document discusses critical IT issues to address in an M&A integration. It emphasizes the importance of IT due diligence before and after a deal is announced to identify risks, costs, and integration challenges. A multi-step approach is proposed: 1) develop an IT integration strategy, 2) conduct integration planning including defining success factors and KPIs, and 3) focus the first 100 days on stabilizing operations and launching integration teams to develop detailed plans. Early focus areas include communications, retention efforts, and identifying projects to pause or complete to facilitate integration.
The document discusses performance management and IT service delivery in Jefferson County. It outlines challenges around budget, skills, quality and needs. The goals are to mature IT management processes, treat IT as a service provider, and make IT a strategic partner to business. Metrics and frameworks are used to prioritize projects based on their operational, strategic and business impact.
The 2014 Business Solutions budget document outlines several IT projects for fiscal year 2014 including implementing a contract lifecycle management solution, enhancing the multi-stage sales funnel and forecasting, automating revenue recognition, billing and orders, providing real-time insight into external legal spending, establishing a business intelligence platform and master data program, integrating hiring and onboarding systems, developing mobile approval capabilities, rationalizing the appraisal system, and integrating learning management with single sign-on authentication. The projects aim to improve operational efficiency, provide insights to drive better decision making, and establish foundational systems. If successfully implemented, the projects are expected to reduce manual work, improve processes
Increasing the Value of PPM with Financial ManagementCA Technologies
Are you taking full advantage of the financial management capabilities in CA PPM? Learn from two CA PPM customers—TD Bank Group and Olympus—to increase the value of your PPM investment by utilizing Financial Management. From executive financial reporting to defining cost plans, learn the value of adding financials to your projects and how to take advantage of Financial Management in your implementation.
For more information on Management Cloud solutions from CA Technologies, please visit: http://bit.ly/1wEnPhz
This document discusses an Enterprise Resource Planning (ERP) system for a group consisting of 8 members with a common goal. It defines ERP as a business strategy and set of applications that optimize collaborative processes. The goal of the group's enterprise is to acquire, retain, and grow profitable customers. The document outlines the advantages and disadvantages of ERP, as well as steps to implement an ERP system and calculate its return on investment (ROI).
This document discusses an Enterprise Resource Planning (ERP) system for a group consisting of 8 members with a common goal. It defines ERP as a business strategy and set of applications that optimize collaborative processes. The goal of the group's enterprise is to acquire, retain, and grow profitable customers. The document outlines the advantages and disadvantages of ERP, as well as steps to implement an ERP system and calculate its return on investment (ROI).
The document discusses conducting a post-implementation review (PIR) of an ERP system implementation. It provides details on what a PIR aims to assess, including how well the project met its objectives, timelines and budgets. It also lists common challenges organizations face with ERP implementations such as lack of stakeholder involvement, inadequate testing and training. Sample PIR questions are given to evaluate project performance, management and lessons learned.
How to Save 30% on Your General Ledger Redesign/UpgradeUS-Analytics
Greg Briscoe is the Director of Governance and MDM Delivery at US-Analytics. He has over 30 years of experience in finance and business technologies. The presentation discusses how Oracle Data Relationship Management (DRM) can help organizations save 30% on general ledger redesign/upgrades. DRM allows organizations to load, compare, blend, and validate hierarchies to accelerate transformations like ERP upgrades. It also enables single version governance of dimensions across systems to simplify routine change management.
The document discusses the results of a survey on business priorities and the changing role of IT leadership. Key findings include:
- Over half of respondents said the role of IT leadership has become more strategic in the last 12 months.
- Nearly 70% see IT becoming more centralized in the coming year to manage global operations.
- Top business imperatives center on improving customer responsiveness, reducing costs, and improving business processes.
- Two-thirds rate IT-enabled transformation as important, with priorities including customer responsiveness, reducing costs, and improving business processes.
The document discusses the results of a survey on business priorities and the changing role of IT leadership. Key findings include:
- Over half of respondents said the role of IT leadership has become more strategic in the last 12 months.
- Nearly 70% see IT becoming more centralized in the coming year to manage global operations.
- Top business imperatives center on improving customer responsiveness, reducing costs, and improving business processes.
- Two-thirds rate IT-enabled transformation as important, with most citing improving processes, customer responsiveness, and reducing costs/TCO as the most important areas for IT to enable transformation.
1. The document discusses best practices for implementing an effective employee service desk using Salesforce, including consolidating help requests, centralizing information, customizing the service desk interface, and outsourcing non-core functions.
2. Plum Benefits deployed Salesforce to create a centralized employee service desk, achieving significant cost savings, faster resolution times, and higher employee satisfaction compared to their previous fragmented systems.
3. The presentation outlines several best practices for an effective employee service desk based on Plum Benefits' experience, including creating consistent resolution processes, providing a productive agent environment, customizing for business needs, and measuring the right metrics.
1) The document discusses the importance of collaboration strategies for organizations and how eTask.it aims to help professional services firms improve quality, reduce costs, and gain a competitive advantage through standardized and integrated service delivery and knowledge management.
2) eTask.it provides a platform that allows professional services firms to define, deliver, and measure their services in a standardized way while keeping knowledge within the organization.
3) The platform aims to create an integrated supply chain for professional services firms to improve quality, response times, and provide transparency to customers.
The document discusses return on investment (ROI) and total cost of ownership (TCO) metrics for customer relationship management (CRM) software implementations at three companies. It provides examples of how Salesforce helped R.L. Polk & Co. improve customer satisfaction and issues resolution, lowering costs. Polycom increased sales forecast accuracy to within 2% of revenue. Custom applications also helped Polycom streamline approval processes, reducing time and costs. The document advocates calculating ROI and TCO for CRM decisions and upgrades.
This presentation by Gartner discusses key issues related to IT budgeting for upcoming years. It addresses aligning IT investment levels with organizational strategy using categories of "Run", "Grow", and "Transform". It also discusses how industrialization is resetting prices for IT performance and various IT budgeting tools. The presentation provides examples and recommendations to help organizations plan IT budgets and spending in a way that supports business priorities and strategic goals.
The document discusses implementing an enterprise resource planning (ERP) system and realizing business benefits. It outlines challenges in measuring ERP benefits and introduces an approach called benefits realization. This approach focuses on identifying, measuring, and ensuring business benefits through aligning business processes, technology, organizational change management, and performance measurement. The benefits realization process involves activities like optimizing business processes, defining metrics, managing organizational change, and conducting post-implementation audits and corrective actions to maximize ERP benefits.
The document discusses the costs and risks of implementing an ERP system. It notes that ROI analysis has become important for justifying the significant investment required for an ERP implementation. While ROI models often only consider quantifiable benefits, a complete analysis also accounts for intangible benefits like new business opportunities and improved relationships. The document also outlines some of the key risks of an ERP implementation, noting that people issues tend to be the greatest risk factor for failure.
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2) Key areas that may change include learning, budgeting, risk management, and innovation as governments embrace more participatory and collaborative approaches.
3) Barriers include the digital divide while developing countries may "leapfrog" some stages of adoption due to different starting points and needs.
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Es posible evaluar la transparencia y la madurez de las finanzas públicas?
Hace cinco años era casi imposible ver alguna referencia al tema de transparencia en el sector público, y si la había era simplemente algo estático para cumplir con el término. Hoy en la mayoría de los gobiernos de Latinoamérica se han desarrollado profundos cambios hacia la madurez de las finanzas públicas mediante la implementación una estructura centrada en presupuestos y la incorporación de tecnología para evaluar la transparencia gubernamental y también para mostrarla a la ciudadanía y la comunidad internacional.
Debido al estado actual de los Sistemas de Administración Financiera (SIAF) en la región, en relación a como fueron concebidos y la tecnología bajo la cual fueron desarrollados, los gobiernos se enfrentan a la realidad de tener que modernizar dichos sistemas para poder cumplir con las exigencias de Transparencia y madures en sus procesos de gestión.
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Canadians are concerned about the mandate and promise of the shared services initiative. The initiative is unquestionably important. But can Canada avoid the pitfalls that have derailed similar initiatives in governments around the world to realize the full potential that shared services offers? Are there approaches that reduce the inherent risks and provide faster speed to savings? Did you know that FreeBalance is providing whole-of-government shared services around the world?
During fmi*igf PD Week in Ottawa on Tuesday November 22, Doug Hadden VP Products at FreeBalance delivered 'Seizing the Shared Services Opportunity'. Here's the overview:
“The mandate of shared services is to streamline information technology costs and provide hundreds of millions of dollars in savings on an annual basis. Many experts and government officials suggest it will take many years to provide any savings, and even more time to generate the type of savings that forms the mission of Shared Services Canada. The Seizing the Shared Services Opportunity presentation details a risk-averse approach to shared services that provides an acceleration of speed to savings.”
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We’d like to invite you to the Annual FreeBalance Customer Roundtable on Monday, November 21, 2011 at the Lord Elgin Hotel, Ontario Room. Lunch will be served at noon and the FreeBalance presentation and Q&A will run from 12:30 to 1:30.
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In essence, Confirmation of Payee plays a pivotal role in digital banking, guaranteeing the flawless execution of banking transactions. It stands as a guardian against fraud and misallocation, demonstrating the commitment of financial institutions to safeguard their clients’ assets. The next time you engage in a banking transaction, remember the invaluable role of CoP in ensuring the security of your financial interests.
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TEST BANK Principles of cost accounting 17th edition edward j vanderbeck mari...Donc Test
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A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
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Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
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Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
7. With budget pressures, governments are looking for effective ways to quantify the return on IT investments. Private-sector methods are a good start, but not the solution. Gartner July 2003
17. ERP Value Portfolio Argument value (1 x ERP)- (IT Costs) > (n x BOB)- (IT Costs) integration
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22. Typical ERP Benefits Tangible Benefits Realized Intangible Benefits Realized value 1 Deloitte Maintenance Cost Reduction Revenue Enhancement Cash Management Improvement IT Cost Reduction Procurement Cost Reductions Service Order Management Cycle Time Improvement Faster Financial Close Cycle Productivity Improvement Inventory Reduction Personnel Reduction Redeployment Greater Flexibility Improved Cost Structure Integration Standardization Improved Customer Responsiveness New/Improved Processes Improved Information Visibility
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24. ERP Footprint internal external social structural government 2.0 “ back-office” e-government value
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28. Software to Services Ratios 1 0 2 4 6 8 10 12 14 16 Commercial Government Software Services cost 1 Office of Management + Budget 1 5 1 15
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30. Typical Enterprise Software Acquisition Cost 1 cost 1 Averaged across many published reports Total Software Costs 22% Computer Hardware and Networking 20% Internal costs 22% Consultants for Implementation 36%
31. Change- the gift that keeps on giving 1 1 IDC cost 0 10 20 30 40 50 60 Need Extra Functionality Changes in Business Process Change in Reporting+ Analysis Change in Business Info Req's Mistakes Other
32. 66% of all IT projects either fail outright or take much longer to install than expected because of their complexity. The Economist October 2004
40. Governance risk capacity building communi- cations RISK ~ REWARD Risk Private Sector Risk Government staged sustainable politics is communications
41. ERP- Long-Term View 1 0 50 100 150 200 250 300 350 400 450 500 Benefits ($M) 1. AMR Research conclusion Phase II Phase III IT Operating Expense Reduction Business Operating Expense Reduction Additional Net Income Reduced Materials Costs 2/3 of Benefit Cost of Consolidation
FreeBalance was asked to provide a presentation about this subject after the originally scheduled speakers were unable to attend the FMI conference
We don’t see ourselves as an ERP vendor. By definition: ERP requires software that operates in more than 1 vertical market, supports financial, HR, SCM and CRM as a minimum. FreeBalance provides solutions only for Government with a product footprint that covers financials, civil service management, electronic government procurement and budget management.
Treasury Board Secretariat guidelines are complex. I’ve identified 3 important areas: value, cost and project governance that are critical when looking at ERP in Government.
This is my point of view: the deeper the potential benefit of any IT project, the more difficult it is to measure or find measurements. Government organizations need to take a long-term view on value and cost – ERP costs are long term. And, ERP is complex, so there is a high risk for failure.
There is a major ERP value problem. A recent report from Aberdeen pointed out that ERP costs are well understood, but the value is not.
There has been an attempt to leverage private sector measurements in government – with limited success.
Of course, there many Three Letter Acronyms available. Government organizations recognize that many of these measurements are promoted by the vendor community and may not be useful.
The reasons why public and private sector organizations acquire ERP software differs and has differed over time. A model for identifying value types is required.
There are many techniques that are used to measure benefits. The three main inter-related themes are: Efficiency – typically the efficiency and cost of organizational processes Productivity – typically work results from personnel Effectiveness – typically the capability to grow, adapt and manage
When combined with information technology, efficiency, productivity and effectiveness can transform organizations – particularly when enabled by organization change
The bell curve represents personnel capacity in most organizations. Capacity is built on efficient processes that enable less skilled workers to achieve productivity and highly skilled workers to achieve effectiveness. ERP software, like any other enterprise software, is designed to facilitate these three objectives. Two organizations implementing the very same ERP software could witness different degrees of success and benefits. This can be explained by differences in capacity: IT capacity, functional public financial management capacity, and leadership capacity
The value proposition is predicated on the notions that: People cost money and you need to accomplish more work with the same staff or reduce the number of people in an organization Time is money so processes need to be streamlined Decisions are money, requiring improved decision support
Typical solutions to achieve this include: Business Process Management to improve efficiency Outsourcing to reduce personnel costs Corporate Performance Management to improve decision-making
There are numerous efficiency benefits that are shared between the public and private sectors. The notion of reducing IT costs is an important theme in ERP.
ERP software companies present an interesting portfolio argument. ERP companies agree that the feature sets for multiple Best of Breed applications are richer and more valuable than using a single ERP software in organizations. (To be fair, many ERP companies will claim that their applications are richer when software was developed for that domain specifically. ERP software was not designed for government originally.)
But the overall cost/benefit is better with a single ERP – according to ERP vendors. Rather than diversify the portfolio of products as one would do for financial investments, one reduces the portfolio to reduce IT costs. There are numerous promoted benefits for this including one application to support, same user interface across applications. The most compelling benefits appears to be integration – arguably easier to integrate when using only one application suite.
Productivity in the public service automates low value work and redeploys staff to do more important work. This can create a scalable organization that can take on more strategic work.
There are numerous effectiveness benefits. Some areas of cost reduction can be further augmented through information tools.
Transformational benefits are the most difficult to articulate. Many of these benefits are hard to measure.
That’s because of the holistic affect of transforming organizations and processes. It is often difficult to prove cause and effect. And it is difficult to look into a crystal ball to determine which benefits could come to fruition. That’s because there is no objective measurement in the public sector – government organizations cannot tie benefits to profit.
Deloitte found that there are many intangible benefits reported by organizations that implemented ERP. It is interesting that “integration” was not high on the list, and was considered intangible.
This market is undergoing change: The first generation automated key aspects of public financial management. This market started to change in 2006 where technology became important – a sign of a maturing market. There was a move to adopt more Commercial Off-the-Shelf software. Integration became a theme – many experts did not call this market ERP, but rather IFMIS – Integrated Financial Management Information Systems Governments are automating the entire budget cycle. Participation within government and external to government is increasing thanks to new Web 2.0 technology – known as Government 2.0. We are seeing signs of transformation in government.
We view government automation as structural or social, internal or external. ERP software has traditional been Business Process Management (BPM) focused – structured. This sits in the back-office. The footprint of enterprise software in government is reaching out to structural/external or e-government, and to internal and external social networking. The need to integrate now extends beyond the back office.
There are 3 important cost dimensions. It is important to recognize that the total cost can far exceed the initial contract cost for ERP software.
There are internal personnel costs during the requirements phase that should be considered: research, seminars, conferences, requests for information, planning sessions, requirements definition, managing the request for proposal process, evaluating bids, participating in demonstrations
It’s interesting that many organizations view project management as an overhead cost. This is the most critical factor for the success of ERP in government.
There are numerous statistics available depending on how services is defined and whether long-term services are counted. It is common to find statistics for ERP implementations in government at 7-1 to 15-1 ratios. The literature supports the notion that ERP services to software cost rations are higher in government than the private sector.
On-going costs must be considered. The internal and external costs for any upgrades should be considered for at least 1, if not 2, major upgrades. World Bank procurements require vendors to provide a 5 year calculation.
This represents averages from a number of industry reports showing that between 1/5 and ¼ of the implementation cost is related to software. This does not include the long-term costs – training staff, hiring consultants for upgrades, software maintenance etc. More on that later.
The long-term cost for external services for ERP to handle change is a good thing for consultants, but a bad thing for governments. We find that there is a big difference between the private and public sector approaches to ERP. Companies tend to use the ERP upgrade as a compelling event for business process re-engineering. The ERP software is customized to meet these needs. It is unlikely that major changes are made to the core ERP applications over time. Governments operate differently. Re-engineering is limited by legislation. Governments frequently upgrade configurations. This change management adds long-term costs. It’s interesting that change is a large driver for future costs – yet the survey includes mostly private sector companies. It is also interesting that mistakes are a low driver of change – so maybe governments should be less concerned about making mistakes and more concerned about change.
It is very easy to find publicly available statistics about failure rates of large IT and ERP projects in both the public and private sectors. Treasury Board has 64 measurements to help determine the level of risk – it’s clear that the risk is high.
And, the literature seems to suggest that risk is higher in government.
There are 3 main risk elements. (My source: Jorge Claro – Claro and Associates)
But risk can be good. High risk projects can have a high reward.
Standard project methodologies help. But, there is something different about government. So, it is important to manage the highest risks where technology is complex and elements where politics is highly evident. This needs special attention to government change management. This seems to be a theme when third parties analyze ERP implementation success and failure in government.
The change management risks for ERP in government are: Extent to which the system is customized. Highly customized ERP systems can meet requirements better than generic configurations. However, standard configurations are easier to implement and support. These also tend to be easier to manage and easier to facilitate upgrades. Extend to which the system is implemented in stages or not. Some believe in the quick win phased approach. Some believe in the big-bang approach. Experts in the ERP system often do not understand government. The Treasury Board Investment Planning Policy identifies critical success factors and recommended project governance characteristics. The majority of these reflect the need for enhanced change management.
Where are the good practices? Vendor success stories are often marketing – “we had this problem, installed the ERP, and all the problems disappeared”. Even when the success story is true – usually doesn’t offer any value. It should be noted that there is no separation between church and state for IT analysts. Vendors buy services from these analysts, so it is difficult for the analysts to remain completely objective. Trend information from analysts are helpful Forrester has a “vendor selection process” that is useful. Organizations in the Government of Canada can access members of Cluster groups. (In Canada: 2 major ERP vendors, FreeBalance, government-developed software and a small Canadian vendor). The costs to be a Cluster member provides a good barometer for the long term costs Yes, conferences are well worthwhile. (We’re big fans of www.icgfm.org)
How can government organizations reduce the risk of ERP failure? Training and capacity building. The ERP systems should be sustainable – meaning that the majority of support, training, customization, maintenance, upgrades etc. should be handled without external consultants. Communications Staged implementations. Not everyone will be happy about change. So, it is necessary to show the benefits of change which can only be accomplished through phased roll-out of functionality. Most important is the communications. Politics is communications. There is a need to engage everyone prior to buying a system. All stakeholders need to be engaged throughout every stage. User requirements are needed.
AMR found that the majority of benefits occur after the 3 rd phase of an ERP implementation. This can be beyond year 4 of the project – so a 5 year cost/benefit TCO might not be the most effective method.
Transformational benefits accrue when there is high organizational capacity. This high capacity also improves long-term sustainability of the ERP system.
Repeating my point of view from the beginning. The US Department of Defense discovered the second side for printing and photocopying http://www.huffingtonpost.com/2009/07/29/shock-government-discover_n_246805.html which is expected to save over $100M
To get more about sustainability and the debate of whether governments should acquire ERP or GRP, please visit our blog.