Government leaders are trying to make sense of the constant changes in the world of technology. Enterprise Resource Systems, or ERPs, are some of the most complicated and difficult technologies to implement. The mixture of constant change and much needed ERP technologies creates a perfect opportunity to work collaboratively to ensure successful implementations
This document provides a summary of Biju C. Alex's professional experience and qualifications. He has nearly 24 years of experience in IT project delivery management, infrastructure management, service management, and other areas. Some of his roles and responsibilities have included pioneering IT infrastructure planning and building, proficiency in ITIL best practices, business continuity planning, and leading major projects such as ERP implementations. He has worked in senior IT roles for several organizations in India.
Making Architecture Business Value Driven - Dave Guevara
The Denver IASA June 2008 meeting looked at the Business of Architecture. This discussion will look at one part of the broad topic, the business and strategic alignment processes that align IT to be business value driven.
The alignment that we will focus on is between the strategic intent of a company, and the capabilities that are needed to implement the business processes and technologies that will execute that strategic intent. A case study example will be used to illustrate some of the “how to” methods for doing this in your organization. This session will be interactive.
In addition to discussion these new concepts relating strategic intent to capabilities (Business, Organizational, Technical, Integration) we will also take a brief look at getting from capabilities down to User Story inventories and ultimately into services development. Recent feedback from the Agile conference was that these concepts and their use were spot on to where the thought leadership is moving to in the Agile field.
Transform Your Application Portfolio - and Keep Your Focus!Software AG
The document discusses managing and transforming application portfolios to support business growth. It emphasizes that application portfolio management (APM) is an ongoing process, not just managing, and should lead to activities that transform the portfolio. APM requires creating transparency about the existing portfolio, defining appropriate metrics, and using insights to drive changes like deciding applications' fates and creating IT modernization roadmaps. Software AG's enterprise architecture solution can help with the entire APM process.
Jose Roman is a senior IT executive with over 30 years of experience leading IT organizations. He has a proven track record of aligning business and technology, improving systems availability, defining enterprise solutions, and driving cost savings through process improvements and technology optimization. Currently he serves as the Executive Director of Corporate Infrastructure and Technology Operations at Eduk Group, where he has transitioned the organization to cloud-based technologies and improved key metrics.
Keith McGaha is an accomplished executive with over 25 years of experience leading technology strategy, innovation, and delivery for major financial institutions. He has a track record of improving operations through initiatives like platform modernization, outsourcing assessments, and data center consolidation. McGaha's areas of expertise include omnichannel technology, global operations, application strategy, and infrastructure strategy. He currently serves as a senior manager and technology practice lead at a consulting firm, advising clients on initiatives to transform their businesses through technology.
Primavera Unifier: How to Tame Complexity and Achieve Successp6academy
Primavera Unifier is an open and highly configurable business process and workflow management tool that is designed to support capital planning, project delivery and cost control requirements. Achieving a successful Unifier implementation requires strong stakeholder support, a detailed analysis of the supported business processes and a project team that can “think outside the box." In this presentation, we will define and review those key areas that can reduce implementation time and costs. We will also show how to identify and avoid specific issues that could jeopardize the success of a Unifier system deployment.
Referenced: www.p6academy.com
Source: http://coll15.mapyourshow.com
Six Sigma is a methodology that uses statistical tools and lean principles to reduce costs and improve processes. It aims to reduce defects and variation and improve quality through disciplined project management. Companies implement Six Sigma through deployments that involve training employees in Six Sigma roles and tools. Successful deployments require executive commitment, selecting strategic projects, and tracking results to drive culture change and sustain improvements.
Corporate Portfolio Management with CA Claritymatthewdmurphy
CA Clarity PPM is a corporate portfolio management software that helps organizations optimize resources, collaborate globally, and control costs and risks across strategic initiatives. It provides project and program management, portfolio management, resource management, cost and time tracking, and collaboration and reporting tools. CA Clarity PPM allows organizations to manage all aspects of projects from planning and resource allocation to financial management and reporting. It has been ranked as a leader in the Gartner Magic Quadrant for portfolio management for its ability to execute and support customers' evolving needs.
This document provides a summary of Biju C. Alex's professional experience and qualifications. He has nearly 24 years of experience in IT project delivery management, infrastructure management, service management, and other areas. Some of his roles and responsibilities have included pioneering IT infrastructure planning and building, proficiency in ITIL best practices, business continuity planning, and leading major projects such as ERP implementations. He has worked in senior IT roles for several organizations in India.
Making Architecture Business Value Driven - Dave Guevara
The Denver IASA June 2008 meeting looked at the Business of Architecture. This discussion will look at one part of the broad topic, the business and strategic alignment processes that align IT to be business value driven.
The alignment that we will focus on is between the strategic intent of a company, and the capabilities that are needed to implement the business processes and technologies that will execute that strategic intent. A case study example will be used to illustrate some of the “how to” methods for doing this in your organization. This session will be interactive.
In addition to discussion these new concepts relating strategic intent to capabilities (Business, Organizational, Technical, Integration) we will also take a brief look at getting from capabilities down to User Story inventories and ultimately into services development. Recent feedback from the Agile conference was that these concepts and their use were spot on to where the thought leadership is moving to in the Agile field.
Transform Your Application Portfolio - and Keep Your Focus!Software AG
The document discusses managing and transforming application portfolios to support business growth. It emphasizes that application portfolio management (APM) is an ongoing process, not just managing, and should lead to activities that transform the portfolio. APM requires creating transparency about the existing portfolio, defining appropriate metrics, and using insights to drive changes like deciding applications' fates and creating IT modernization roadmaps. Software AG's enterprise architecture solution can help with the entire APM process.
Jose Roman is a senior IT executive with over 30 years of experience leading IT organizations. He has a proven track record of aligning business and technology, improving systems availability, defining enterprise solutions, and driving cost savings through process improvements and technology optimization. Currently he serves as the Executive Director of Corporate Infrastructure and Technology Operations at Eduk Group, where he has transitioned the organization to cloud-based technologies and improved key metrics.
Keith McGaha is an accomplished executive with over 25 years of experience leading technology strategy, innovation, and delivery for major financial institutions. He has a track record of improving operations through initiatives like platform modernization, outsourcing assessments, and data center consolidation. McGaha's areas of expertise include omnichannel technology, global operations, application strategy, and infrastructure strategy. He currently serves as a senior manager and technology practice lead at a consulting firm, advising clients on initiatives to transform their businesses through technology.
Primavera Unifier: How to Tame Complexity and Achieve Successp6academy
Primavera Unifier is an open and highly configurable business process and workflow management tool that is designed to support capital planning, project delivery and cost control requirements. Achieving a successful Unifier implementation requires strong stakeholder support, a detailed analysis of the supported business processes and a project team that can “think outside the box." In this presentation, we will define and review those key areas that can reduce implementation time and costs. We will also show how to identify and avoid specific issues that could jeopardize the success of a Unifier system deployment.
Referenced: www.p6academy.com
Source: http://coll15.mapyourshow.com
Six Sigma is a methodology that uses statistical tools and lean principles to reduce costs and improve processes. It aims to reduce defects and variation and improve quality through disciplined project management. Companies implement Six Sigma through deployments that involve training employees in Six Sigma roles and tools. Successful deployments require executive commitment, selecting strategic projects, and tracking results to drive culture change and sustain improvements.
Corporate Portfolio Management with CA Claritymatthewdmurphy
CA Clarity PPM is a corporate portfolio management software that helps organizations optimize resources, collaborate globally, and control costs and risks across strategic initiatives. It provides project and program management, portfolio management, resource management, cost and time tracking, and collaboration and reporting tools. CA Clarity PPM allows organizations to manage all aspects of projects from planning and resource allocation to financial management and reporting. It has been ranked as a leader in the Gartner Magic Quadrant for portfolio management for its ability to execute and support customers' evolving needs.
- Senior IT manager with over 30 years of experience in roles such as IT operations management, project management, product development, and business analysis. Specializes in areas like IT service delivery, business operations, and project/program management.
- Extensive experience working for organizations across industries like IT services, software products, consulting, and manufacturing. Most recently worked as a Business Operations Lead for HP.
- Holds qualifications like an undergraduate degree in Mathematics and certifications in SAP FI/CO and ITIL Foundation. Proficient with technologies like Oracle, SAP, Unix, and various programming languages.
This document provides an overview of SAP ECC rollout projects. An ECC rollout implements a new region or country within an existing SAP client using an implementation template. It involves configuring local requirements like legal and tax rules while avoiding changes to the global configuration. Main topics in a rollout include setting up master data, sales, purchasing, production, finance, and fixed assets based on the local needs. The complexity of a Latin American country rollout depends on factors such as the number of legal reports required and extent of business process changes needed. Proper project organization with global and local teams is necessary to govern the rollout.
Cisco Systems Case Study: EA Foundation Delivers Mobile Service ValueSusan Bouchard
1. The document discusses Cisco's enterprise architecture foundation for mobile services and the value provided by their Mobile Sales Information Services (MSIS) and other mobile applications.
2. MSIS provided benefits like reducing follow-up work, improving work-life balance, and increasing customer intimacy and responsiveness. It saved sales users over an hour per week on average.
3. The mobile services provided value through anytime/anywhere access, improved responsiveness, increased customer intimacy, higher customer satisfaction, and better work-life balance.
Asset information management an it perspective b mick arc 2008ARC Advisory Group
This document discusses asset information management (AIM) from an IT perspective. It provides an overview of the AIM IT landscape including processes, software systems, and information. It also discusses considerations for developing an AIM IT strategy, including establishing an AIM organization, defining principles and methods, and selecting AIM solutions. The document emphasizes that AIM requires a comprehensive view of asset information throughout the asset lifecycle and involves integrating diverse information from multiple applications and domains.
Managing the Transformation of Technological ChangeArmanino LLP
Brian Kinion, VP Finance at Marketo, gives a keynote address at Armanino's Sixth Annual Technology Forum. He discussed moving from IPO to acquisition, the growing pains, the IT challenges and other topics pertinent to the financial organization.
Dianne Wyllie, Brocade: Transforming the Annual Planning ProcessUMT
The document summarizes Brocade's transformation of its annual planning process through improvements to people, process, and technology. Specifically, it overhauled the governance model to be more cross-functional, implemented new planning tools like Microsoft Project Server, and established an application portfolio management process to better align IT investments with business objectives.
A g cs persepective on primavera unifier pptp6academy
The document provides information about a presentation on implementing and using Primavera Unifier for project management. It includes an agenda for the presentation covering the dynamics of a general contractor, the contractor's selection process for Unifier, implementation experiences, maintenance of Unifier, and its future use in construction. Background is provided on the presenter, Chad Brady, and the contractor, Mortenson Construction.
Mergers & Acquisitions Case Study Microsoft Dynamics ERPyrkasat2k
A large hardware company was acquired and required separating its software business into a new entity. This involved carving out the software business' customers, contracts, products, and other data from the shared ERP system in a complex project. Real Dynamics was hired to help complete the carve out according to an aggressive timeline. They configured new legal entities, defined business rules for separating the data, migrated relevant data, and ensured systems continued functioning for both businesses after the separation. As a result, the software business was able to operate independently on a new ERP system on schedule according to the acquisition requirements.
Sap tech ed_Delivering Continuous SAP Solution Availability Robert Max
With the adoption of the enhanced functionality of Solution Manager 7.1, our SAP Infrastructure Team supported an initial go-live followed by rollouts and enhancements while delivering 99.96% SAP application availability. This presentation helps you identify investments in Solution Manager Functionality and ITIL processes that deliver continuous availability for your federated SAP infrastructure.
Paul Gue is an experienced IT executive with over 25 years of experience in strategic planning and execution of IT initiatives. He has a proven track record of aligning technology strategies with business needs to drive profit gains. His experience includes roles as CIO and VP of IT Operations for healthcare IT companies. He has expertise in areas such as cloud strategy, compliance, security, and analytics. Currently he works as an independent IT consultant, assisting clients with risk assessments, audits, infrastructure projects, and more.
Oracle EPM Day Boston - Improving Performance with Enhanced Insight into Pro...Alithya
Oracle EPM Innovation Day - Boston
Mike Killeen of Edgewater Ranzal presented on Improving Performance with Enhanced Insight into Profitability and Costs using Oracle Hyperion Profitability and Cost Management (HPCM)
This document discusses how Lean principles from manufacturing can be applied to IT service delivery. It provides an overview of Lean Six Sigma methodology, including value stream mapping and the seven types of waste. Key Lean tools for IT include 5S, Kaizen events, and identifying value streams. The goal is to continuously improve processes by eliminating waste and allowing customer needs to pull value through the system.
Corporate Company Profile of Innov8 Iinfinite Technology Pvt. Ltd.
I represent Innov8 Infinite Technology P L a 7 year old company focusing on business growth & productivity solutions, niche solutions, services & consulting. We are partner with major software technology brands including Oracle, Microsoft, Adobe, etc.
We offer various "Chaos to Cafe" Business Solutions for ERP, HR, CRM, Integration Services, Remote CCTV Health Monitoring, Procurement Management, Vendor Management, Travel & Expense Management, Resource & Vehicle Tracking, Asset Management, Hospital Information Management, MDM Solutions, BI & Analytics, IT Security, Backup & DR, Software Licensing, Email and many other Niche IT Solutions.
We will be glad to connect and showcase our spectrum of specialised IT & ITES Solutions for your esteemed Organisation.
A g cs perspective on primavera unifier - Oracle Primavera P6 Collaborate 14p6academy
Chad Brady, a Project Controls Manager at Mortenson Construction, will give a presentation on their implementation of Primavera Unifier. The presentation will discuss Mortenson's selection process, implementation experiences, how Unifier has changed their maintenance and future plans. Brady will also provide takeaways for attendees.
This document summarizes the professional experience and qualifications of Curtis R. Bard, an IT executive with over 25 years of experience managing complex IT projects, infrastructure development, and budgeting. He has held senior leadership roles at companies such as Amazon, Anthem, Raytheon, and IBM, where he delivered projects on time and under budget while reducing costs through process optimization and global resource utilization.
Many organizations who have not previously used the powerful financial capabilities of Clarity PPM are finding it advantageous to see planned and actual financial status of their projects. Too often companies hesitate taking that first step due to the perceived complexity of setting up and maintaining financial data in Clarity PPM.
This presentation, Clarity PPM Financials Made Easy, will address:
How to set up Clarity PPM Financials at a low cost and high-value structure
Taking advantage of default settings to reduce complexity and maintenance
Advantages of seeing all the relevant data in one place
Use of simple models to get started or use as a Proof of Concept
Optional Clarity PPM Features to enhance the model
The CA Clarity PPM Financials module enables users to see the financial impact of plans and measure performance results against the expectations of those plans. As changes to the plan are made, users can see how those changes will affect the financial outcomes.
Michael Reilly has over 20 years of experience in IT leadership roles, most recently as Corporate IT Manager for TWB Company from 1996-2016. He established standardized IT policies and procedures, managed projects from conception to completion, and created strategic plans. Some key accomplishments include establishing an ERP system for a new Mexican facility, developing custom applications to improve operations and metrics tracking, and leading the organization through SOX compliance. Reilly aims to enable business goals through innovative technology solutions and effective leadership of IT teams.
The document discusses application portfolio management (APM) and rationalization. It provides an overview of APM, how it can help manage applications from a strategic perspective, and structure rationalization decision making. It then discusses CA Technologies' perspective on APM, including registering applications, rationalizing based on business/technical fit, evaluating applications based on criteria like cost and risk, and identifying portfolio transformation requirements. The document also includes sections on APM drivers/triggers, features of CA's APM product, how APM relates to their business service intelligence (BSI) product, and a roadmap for the APM product.
This document discusses how organizations can make the most of cloud computing. It notes that the cloud offers benefits like faster access to infrastructure, scalability, and availability. Living with the cloud means embracing continuous change and updates as the new normal. To succeed, organizations need new business models, skills, and operating models that focus on customers, service, and partnerships. The cloud ultimately allows organizations to work in new, more agile ways.
Bill Haser, Vice President & CIO at Tenneco - Managing the IT transformationGlobal Business Events
This document provides a summary of an IT transformation at Tenneco. It discusses long term portfolio planning to align IT investments with business priorities. It also outlines changes needed in the role of IT, including becoming more agile, integrating solutions, and providing analytics capabilities. The document concludes by describing the process for creating an organizational roadmap to develop talent and transition the IT organization over time to support the transformation.
- Senior IT manager with over 30 years of experience in roles such as IT operations management, project management, product development, and business analysis. Specializes in areas like IT service delivery, business operations, and project/program management.
- Extensive experience working for organizations across industries like IT services, software products, consulting, and manufacturing. Most recently worked as a Business Operations Lead for HP.
- Holds qualifications like an undergraduate degree in Mathematics and certifications in SAP FI/CO and ITIL Foundation. Proficient with technologies like Oracle, SAP, Unix, and various programming languages.
This document provides an overview of SAP ECC rollout projects. An ECC rollout implements a new region or country within an existing SAP client using an implementation template. It involves configuring local requirements like legal and tax rules while avoiding changes to the global configuration. Main topics in a rollout include setting up master data, sales, purchasing, production, finance, and fixed assets based on the local needs. The complexity of a Latin American country rollout depends on factors such as the number of legal reports required and extent of business process changes needed. Proper project organization with global and local teams is necessary to govern the rollout.
Cisco Systems Case Study: EA Foundation Delivers Mobile Service ValueSusan Bouchard
1. The document discusses Cisco's enterprise architecture foundation for mobile services and the value provided by their Mobile Sales Information Services (MSIS) and other mobile applications.
2. MSIS provided benefits like reducing follow-up work, improving work-life balance, and increasing customer intimacy and responsiveness. It saved sales users over an hour per week on average.
3. The mobile services provided value through anytime/anywhere access, improved responsiveness, increased customer intimacy, higher customer satisfaction, and better work-life balance.
Asset information management an it perspective b mick arc 2008ARC Advisory Group
This document discusses asset information management (AIM) from an IT perspective. It provides an overview of the AIM IT landscape including processes, software systems, and information. It also discusses considerations for developing an AIM IT strategy, including establishing an AIM organization, defining principles and methods, and selecting AIM solutions. The document emphasizes that AIM requires a comprehensive view of asset information throughout the asset lifecycle and involves integrating diverse information from multiple applications and domains.
Managing the Transformation of Technological ChangeArmanino LLP
Brian Kinion, VP Finance at Marketo, gives a keynote address at Armanino's Sixth Annual Technology Forum. He discussed moving from IPO to acquisition, the growing pains, the IT challenges and other topics pertinent to the financial organization.
Dianne Wyllie, Brocade: Transforming the Annual Planning ProcessUMT
The document summarizes Brocade's transformation of its annual planning process through improvements to people, process, and technology. Specifically, it overhauled the governance model to be more cross-functional, implemented new planning tools like Microsoft Project Server, and established an application portfolio management process to better align IT investments with business objectives.
A g cs persepective on primavera unifier pptp6academy
The document provides information about a presentation on implementing and using Primavera Unifier for project management. It includes an agenda for the presentation covering the dynamics of a general contractor, the contractor's selection process for Unifier, implementation experiences, maintenance of Unifier, and its future use in construction. Background is provided on the presenter, Chad Brady, and the contractor, Mortenson Construction.
Mergers & Acquisitions Case Study Microsoft Dynamics ERPyrkasat2k
A large hardware company was acquired and required separating its software business into a new entity. This involved carving out the software business' customers, contracts, products, and other data from the shared ERP system in a complex project. Real Dynamics was hired to help complete the carve out according to an aggressive timeline. They configured new legal entities, defined business rules for separating the data, migrated relevant data, and ensured systems continued functioning for both businesses after the separation. As a result, the software business was able to operate independently on a new ERP system on schedule according to the acquisition requirements.
Sap tech ed_Delivering Continuous SAP Solution Availability Robert Max
With the adoption of the enhanced functionality of Solution Manager 7.1, our SAP Infrastructure Team supported an initial go-live followed by rollouts and enhancements while delivering 99.96% SAP application availability. This presentation helps you identify investments in Solution Manager Functionality and ITIL processes that deliver continuous availability for your federated SAP infrastructure.
Paul Gue is an experienced IT executive with over 25 years of experience in strategic planning and execution of IT initiatives. He has a proven track record of aligning technology strategies with business needs to drive profit gains. His experience includes roles as CIO and VP of IT Operations for healthcare IT companies. He has expertise in areas such as cloud strategy, compliance, security, and analytics. Currently he works as an independent IT consultant, assisting clients with risk assessments, audits, infrastructure projects, and more.
Oracle EPM Day Boston - Improving Performance with Enhanced Insight into Pro...Alithya
Oracle EPM Innovation Day - Boston
Mike Killeen of Edgewater Ranzal presented on Improving Performance with Enhanced Insight into Profitability and Costs using Oracle Hyperion Profitability and Cost Management (HPCM)
This document discusses how Lean principles from manufacturing can be applied to IT service delivery. It provides an overview of Lean Six Sigma methodology, including value stream mapping and the seven types of waste. Key Lean tools for IT include 5S, Kaizen events, and identifying value streams. The goal is to continuously improve processes by eliminating waste and allowing customer needs to pull value through the system.
Corporate Company Profile of Innov8 Iinfinite Technology Pvt. Ltd.
I represent Innov8 Infinite Technology P L a 7 year old company focusing on business growth & productivity solutions, niche solutions, services & consulting. We are partner with major software technology brands including Oracle, Microsoft, Adobe, etc.
We offer various "Chaos to Cafe" Business Solutions for ERP, HR, CRM, Integration Services, Remote CCTV Health Monitoring, Procurement Management, Vendor Management, Travel & Expense Management, Resource & Vehicle Tracking, Asset Management, Hospital Information Management, MDM Solutions, BI & Analytics, IT Security, Backup & DR, Software Licensing, Email and many other Niche IT Solutions.
We will be glad to connect and showcase our spectrum of specialised IT & ITES Solutions for your esteemed Organisation.
A g cs perspective on primavera unifier - Oracle Primavera P6 Collaborate 14p6academy
Chad Brady, a Project Controls Manager at Mortenson Construction, will give a presentation on their implementation of Primavera Unifier. The presentation will discuss Mortenson's selection process, implementation experiences, how Unifier has changed their maintenance and future plans. Brady will also provide takeaways for attendees.
This document summarizes the professional experience and qualifications of Curtis R. Bard, an IT executive with over 25 years of experience managing complex IT projects, infrastructure development, and budgeting. He has held senior leadership roles at companies such as Amazon, Anthem, Raytheon, and IBM, where he delivered projects on time and under budget while reducing costs through process optimization and global resource utilization.
Many organizations who have not previously used the powerful financial capabilities of Clarity PPM are finding it advantageous to see planned and actual financial status of their projects. Too often companies hesitate taking that first step due to the perceived complexity of setting up and maintaining financial data in Clarity PPM.
This presentation, Clarity PPM Financials Made Easy, will address:
How to set up Clarity PPM Financials at a low cost and high-value structure
Taking advantage of default settings to reduce complexity and maintenance
Advantages of seeing all the relevant data in one place
Use of simple models to get started or use as a Proof of Concept
Optional Clarity PPM Features to enhance the model
The CA Clarity PPM Financials module enables users to see the financial impact of plans and measure performance results against the expectations of those plans. As changes to the plan are made, users can see how those changes will affect the financial outcomes.
Michael Reilly has over 20 years of experience in IT leadership roles, most recently as Corporate IT Manager for TWB Company from 1996-2016. He established standardized IT policies and procedures, managed projects from conception to completion, and created strategic plans. Some key accomplishments include establishing an ERP system for a new Mexican facility, developing custom applications to improve operations and metrics tracking, and leading the organization through SOX compliance. Reilly aims to enable business goals through innovative technology solutions and effective leadership of IT teams.
The document discusses application portfolio management (APM) and rationalization. It provides an overview of APM, how it can help manage applications from a strategic perspective, and structure rationalization decision making. It then discusses CA Technologies' perspective on APM, including registering applications, rationalizing based on business/technical fit, evaluating applications based on criteria like cost and risk, and identifying portfolio transformation requirements. The document also includes sections on APM drivers/triggers, features of CA's APM product, how APM relates to their business service intelligence (BSI) product, and a roadmap for the APM product.
This document discusses how organizations can make the most of cloud computing. It notes that the cloud offers benefits like faster access to infrastructure, scalability, and availability. Living with the cloud means embracing continuous change and updates as the new normal. To succeed, organizations need new business models, skills, and operating models that focus on customers, service, and partnerships. The cloud ultimately allows organizations to work in new, more agile ways.
Bill Haser, Vice President & CIO at Tenneco - Managing the IT transformationGlobal Business Events
This document provides a summary of an IT transformation at Tenneco. It discusses long term portfolio planning to align IT investments with business priorities. It also outlines changes needed in the role of IT, including becoming more agile, integrating solutions, and providing analytics capabilities. The document concludes by describing the process for creating an organizational roadmap to develop talent and transition the IT organization over time to support the transformation.
Comcast, Integra LifeSciences, LPL Financial, and Smucker's - Doing Your ERP ...Oracle
The GRC panel “Doing Your ERP Implementation/Upgrade Right with Oracle Advanced Controls Solutions” Session ID: CON8210. Find out how they accelerated and improved their EBS and PeopleSoft implementations, upgrades, module rollouts and patching using Advanced Controls. This is a great opportunity to learn from some of the most experienced Advanced Controls owners around!
IT4IT: Realize a Digital Strategy with ServiceNowZenoss
- The document discusses how ServiceNow's platform can help organizations realize a digital strategy by implementing IT4IT, an open standard for digital transformation.
- It provides an overview of the speaker's background and experience in IT management.
- The presentation covers how ServiceNow supports all areas of IT4IT, including strategy to portfolio, requirement to deploy, request to fulfill, and detect to correct workflows. It also discusses ServiceNow's integration with Zenoss for IT monitoring.
IT Governance – The missing compass in a technology changing worldPECB
Oladapo Ogundeji, CTO of Digital Jewels Ltd, gave a presentation on IT governance and its importance in today's technology changing world. He discussed that IT governance provides a formal process to define IT strategy and oversee its execution to achieve business goals. It also helps balance priorities like maximizing returns, increasing agility, and mitigating risks. Ogundeji covered frameworks like COBIT 5 and ISO 38500 that provide guidance on implementing IT governance and highlighted critical success factors like executive commitment, focus on execution, and competence in resources.
This document from Indus Aviation Systems LLP discusses productization as a methodology to create reusable software assets and platforms. It defines productization and explains how it can help lower costs, accelerate development and increase business agility. The document provides an overview of Indus Aviation's approach to productization, including roadmaps, maturity levels and prioritizing systems for productization based on importance and architecture maturity. It also quantifies the potential benefits of productization such as reduced development costs and easier maintenance.
Amidst an industry cloud of confusion about what “AIOps” is and what it can do, these slides--based on the webinar from EMA research--delineates a clear path to victory for business and IT stakeholders seeking to use machine learning to optimize the performance of critical business services.
Every part of a business needs technology to deliver new products and services, to make use of data, or to provide better experiences for customers, partners, and employees. In order to deliver this, IT can no longer function as the sole technology to the business; it must transform into an adaptive, responsive and nimble organization that can keep up with the pace of the digital era.
This presentation will show you how to create that transformation, suggest roles and functions for the modern IT organization, and provide a real-world case study of one major company that made the shift.
The document summarizes the Oracle ERP Cloud implementation at The CSL Group Inc., a shipping company. It discusses CSL's need to modernize its back office systems, its selection of Oracle ERP Cloud over other options, and the solution approach taken in partnership with IBM. The implementation was completed on time and has provided CSL with benefits like improved reporting, automation, controls and a cloud-based platform. Next steps include deploying additional Oracle modules and focusing on other areas of CSL's digital finance transformation.
This document summarizes the journey of improving portfolio management practices within the AZ Essentials division of AstraZeneca from 2009 to 2012. It began with identifying problems like a lack of visibility into all projects and their benefits. Early efforts involved data collection and establishing governance networks and KPIs to track improvement. Process changes included implementing portfolio prioritization and management principles. Over time, practices were embedded and roles like portfolio managers were established. The goal was to transition portfolio management to business as usual operations within each functional area through training and tools like a new data management system.
Optimizing Your Outsourcing Portfolio – Deciding What to Source: Core vs. Con...Neo Group Inc
Neo Group’s Portfolio Assessment Model can help you enhance your outsourcing portfolio to ensure your company’s sourcing program is aligned with its long-term goals.
Ajay Hemant Chodankar is an IT professional with over 15 years of experience managing IT infrastructure and projects. He currently works as an IT Manager at Panoramic Universal Ltd., where he is responsible for IT planning, budgeting, vendor management, and overseeing projects like ERP implementation and network design. Prior to this, he held IT management roles at other companies and has expertise in areas like data center operations, security, and service delivery.
This document summarizes the experience of James Blance, who has over 25 years of experience in project management, business analysis, and Oracle ERP systems implementation. He has successfully led several complex ERP implementation projects for large companies. Currently, he works as an independent consultant providing Oracle ERP implementation, customization, and support services. His areas of expertise include Oracle Supply Chain, Transportation Management, Warehouse Management, and other Oracle modules.
[Webinar] - Using RPA to Accelerate the Benefits from Shared ServicesJK Tech
The benefits of having a shared services function are well understood but using Robotic Process Automation (RPA) to perform these services is a lesser-known fact. If you are looking to implement shared services or exploring options for improvements in this area, then this webinar will be very helpful.
Quick to implement, RPA shared services remove the need for costly integrations and achieve more than 95% accuracy of processing.
Build and Deploy RPA solution in as little as 4 weeks, to help Shared Services Functions like F&A, HR, Supply Chain, Contact Centre where BOTs take care of rule-based repetitive tasks and your team focused on critical and strategic business operations.
Listen to our thought leaders Mr. Praveen Kumar & Mr. Grant Farrell for an interactive webinar on “Using RPA to Accelerate the Benefits from Shared Services” to find out automation possibilities and how RPA BOTs can help in some of the processes like:
- Source to Pay (sourcing, procurement, invoicing, and payments).
- Employee/vendor management (onboarding, training, deployment, exists).
- Logistics (forecasting, maintenance, warehouse management, tracking).
- IT & Contact Centre (Helpdesk, Provisioning/de-provisioning, customer queries/complaints).
KEY TAKEAWAYS:
1) Automation possibilities in Shared Services across business functions (F&A, HR, Supply Chain, Contact Centre).
2) How RPA can help to automate processes 24×7 without changing the existing IT landscape?
3) How to start the RPA journey and build a team to deliver the solution?
The document provides an overview of Cisco's IT organization and strategies over time:
- Cisco's IT organization evolved from being seen as a cost center in the 1990s to becoming a strategic partner aligned with business goals by the 2000s.
- Cisco developed frameworks to prioritize "core" IT functions that contribute directly to competitive advantage versus "context" functions. It uses outsourcing strategically for context functions.
- Cisco's IT portfolio management process focuses on ensuring investments maximize business value and deliver the right capabilities in sequence. Metrics and governance models emphasize business alignment.
This document discusses Cisco's strategy to transition IT functions from a cost center to a strategic business partner. It outlines Cisco's IT evolution, from a reactive support process to a proactive enabler of business strategy. The document also provides a case study of how Cisco used a Collaborative Problem Resolution process to address complex, cross-functional business issues. A second case study describes Cisco IT's transformation to become a more consultative and value-adding partner through changes to its strategic plan, culture, and communication.
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2. 2
Agenda
• 9:00 – 9:30 AM Introductions and Opening Comments
• 9:30 – 10:30 AM Selection Process
• 10:30 – 10:45 AM Break
• 10:45 – 11:45 AM Selection Process (continued)
• 11:45 – 12:30 PM Lunch
• 12:30 – 1:30 PM Implementation Best Practices
• 1:30 – 1:45 PM Break
• 1:45 – 2:45 PM Implementation Best Practices (continued)
• 2:45 – 4:00 PM Panel Discussion
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
3. 3
Who We Are
Name
Phil Bertolini
Position
Deputy County Executive/CIO, Oakland Michigan
Years of Experience
Over 30 years of overseeing the development of unique
government technology programs.
Name
Terry Hackelman
Position
Senior Vice President at NexLevel
Years of Experience
Over 25 years of successfully planned, managed, developed,
and implemented innovative technology solutions for public
and private sector clients.
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
4. 4
Why Are We Here?
• ERP projects are expensive and risky to
implement and maintain
• Agency technology portfolios are
complex, and the ERP system is a central
component
• Change is constant…technology is not
going anywhere!
Finance leaders must take a proactive role in procuring,
implementing, and maintaining ERP technology
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
9. 9
“Government exists to protect us from
each other. Where government has
gone beyond its limits is in deciding to
protect us from ourselves.”
- Ronald Reagan
Government Quote
40th President
United States of America
21. 21
Key Technology Enablers for the ERP System
• Electronic Workflow
• Document Management
• Email
• Mobile Devices
• Reporting Solutions
• Intranets
2018 CSMFO Annual Conference - Pre-Conference Session
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ERP Benefits
• Provide a single, comprehensive, and integrated solution
• Streamline business processes to take advantage of best practices through
automation, integration, and workflows
• Provide a user-friendly and intuitive user interface to promote system use,
productivity, and to minimize the need for training
• Eliminate the need for redundant data entry
– Eliminate the need for “offline shadow systems” including spreadsheets, etc.
• Provide enhanced reporting capabilities to improve decision making
• Improve and provide reports and data access through inquiry or drill down
capabilities
• Provide interface capabilities with third-party systems
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Mission Critical – Getting Through a Successful ERP Implementation
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Procuring an ERP System
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• Identify the best fit solution
• Build the foundation for a successful
implementation
• Ensure a strong vendor agreement
• Set and manage expectations
• Identify opportunities to
streamline…and prepare the
organization to make a change
• Obtain staff buy-in
Analyze, Plan, and Prepare – Go
into the implementation with
your eyes wide open!
ERP Procurement Objectives
2018 CSMFO Annual Conference - Pre-Conference Session
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• ERP procurements are risky
– A bad procurement jeopardized a good
implementation
• There are no shortcuts
• Requires enterprise involvement
• Be prepared to make tough decisions
– With less than perfect or full information
ERP Procurements
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Mission Critical – Getting Through a Successful ERP Implementation
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ERP Procurements Must Consider
People
Process
Technology
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Procurement Framework
• Important to recognize procurement phases
• Specific activities assigned to each
• Roles and responsibilities (IT, Vendor, Finance, Department)
Initiation Requirements Procure Negotiate
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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Procurement Framework
Initiate
• Recognize the procurement is a “Project”
• Identify Project Sponsorship and Stakeholders
• Implement Project Governance and Project Charter
• Obtain commitment of key resources
• Conduct enterprise-wide kickoff
“If you don’t have time to do it right the first time,
how do you have time to do it again”
2018 CSMFO Annual Conference - Pre-Conference Session
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• Project Sponsor
• Project Stakeholder(s)
• Project Manager
• Functional Leads
– Finance, payroll, HR, etc.
• Subject Matter Experts
• Technical Lead
• Procurement Lead
ERP Procurement Roles
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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Procurement Framework - Requirements
• Get functional and department staff involved
• Focus on “high priority” and “unique” processes or requirements
• Requirements include:
• Business
• Technical
• Interfaces/Integration
• Conversion
• Implementation
Requirements
2018 CSMFO Annual Conference - Pre-Conference Session
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• Maximize resources - ensure people and
technology work collaboratively
• Simplify and streamline processes
• Collect and enter information once
• Reduce manual or paper-based processes
• Integrate policy and business rules into system
• Reduce or eliminate offline systems/spreadsheets
Requirements – What to look for?
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Procurement Framework - Procure
• Create market awareness
• RFP provides the foundation for the final agreements
• Execute effective scripted demonstrations
• Consider total cost to implement (TCI) and total cost of ownership (TCO)
• Conduct reference checks and on-site visits
• Re-visit Project Charter
Procure
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
34. 34
ERP System TCI and TCO
• Total Cost to Implement (TCI)
– Software
– Hardware
– Integration
– Configuration
– Conversion
– Training
– Backfill
– Legacy Vendor Services
– Documentation
• Total Cost to Own (TCO)
– Maintenance and support
– Upgrades and enhancements
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
35. 35
Possible Vendors
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
…and more!
36. 36
Procurement Framework - Negotiate
• Clearly identify
• Scope
• Phases/Timeline
• Acceptance Criteria
• Insist on “holdback” based on acceptance
• Incorporate by reference prior work (i.e. – RFPs; specifications)
Negotiate
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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Consider Implementation Risk Areas During Negotiations
• Budget
• Timeline
• Data Conversion
• Interfaces/Integration
• Customizations
• Chart of Account (COA)
• Reporting
• Travel
• Agency Level of Effort
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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Considerations for Implementations
• Establish the reason and enlist support
• Staff the project for success
• Agency-side PM important
• Empower staff to make decisions
• Plan and use backfill
• Requirements gathering is a collaborative
process
• Expectation management starts from the outset
• Communicate constantly
• Success requires maintaining momentum
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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• There is no “typical” timeline
• Schedule is dependent on staff availability, vendor activity, organization
priority, complexity, and other factors
Month 1 2 3 4 5 6 7 8 9 10 11 12
Requirements
Initiate Procure
Negotiate
Month 1 2 3 4 5 6 7 8 9 10 11 12
Requirements
Initiate Procure
Negotiate
Aggressive Conservative
Procurement Timeline
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
44. 44
• Phil Bertolini, Deputy County Executive/CIO
– 30 years of government experience
– Responsible for IT, Business Continuity and Facilities
– Former Equalization Administrator/MMAO
• Oakland County Stats
– 910 Square miles
– 62 Cities, Villages and Townships
– 1.2 million residents
– 82 departments and divisions of county government
– County Executive form of government with 21 Commissioners
Introduction/County Stats
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
45. 45
This course will focus on the skills necessary to
effectively implement a robust ERP platform.
Purpose
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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Where Does a Project Start
• Joint Decision Making
– Work together with functional partners
• Involvement of Top Decision Makers
– Involve the entire “c” suite
• Standard Evaluation Method
– Shared understanding of how the
project will be judged
• Screen for Technical Considerations
IT Budgeting and Decision Making, Chapter 11
2018 CSMFO Annual Conference - Pre-Conference Session
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Where Does a Project Start (cont.)
• Formal Business Case Made
– Must understand the tangible and
intangible benefits
• Partnership with Finance Office
– Working together to understand the
financial impact
• IT Strategic Plan
– Multi-year plan for technology
IT Budgeting and Decision Making, Chapter 11
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
48. 48
Strategic Plans
• Do you have an IT Strategic Plan?
• Define the mission of the entire organization
• Plan to develop enabling technologies that
solve the problems
• 2 to 3 years in length
• Overarching document to guide IT forward
• It is a living document that takes care and
feeding
• Ensure every project undertaken ties back to
plan
IT Budgeting and Decision Making, Chapter 11
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
49. 49
IT Business Cases
The Essentials
• A Return on Investment Analysis (ROI)
• A Standard Set of Evaluation Criteria
• Alignment and Integration with Budgeting Process
• Intra-organizational Cooperation
• Accountability for Results
49
IT Budgeting and Decision Making, Chapter 11
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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Developing IT Business Case
• Clearly Understand Vision and Goals
• Evaluate Existing Systems
• Identify Alternatives
• Run the Numbers
• Establish Performance Measures
IT Budgeting and Decision Making, Chapter 11
2018 CSMFO Annual Conference - Pre-Conference Session
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Oakland County Process
• Develop a Scope and Approach Document/ROI
• Clearly identify the Tangible and Intangible Benefits
• Gain Leadership Group (LG) approval to do a project sizing
• Gain LG approval to include the project in the IT Master Plan
• Funding must be determined prior to LG approval
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
53. 53
ROI Analysis of Virtualization Project
Description Year 1
Benefits/Savings
Tangible Benefits Subtotal $1,287.390
Cost Avoidance Subtotal 0
Costs
Development Service Subtotal: $267,340
Hardware Subtotal: $679,642
Software Subtotal: $269,680
Infrastructure Subtotal: $33,638
Annual Statistics
Annual Total Savings $1,287,390
Annual Total Costs: $1,250,300
Annual Return on Investment: $37,090
Annual Costs/Savings Ratio: 97.12%
Year Positive Payback Achieved Year 1
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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IT Planning Process
Planning for technology projects is a “long distance” race and
not a “sprint”.
Careful planning and strong project management will help IT be
successful.
Running the Government Race 2010
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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IT Planning Process
• Must involve partners to ensure buy-in
• 2 year planning timeframe
• Develop committees/leadership groups
consisting of partner community
• Develop strong processes and standards
• Led by Project Management Office (PMO)
• Develop mentorship and guidance
IT Budgeting and Decision Making, Chapter 11
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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Project Management
• Do you know what Project Management
means to your organization?
• Do you have strong Project Management
in your organization?
• Why should an organization invest in
Project Management?
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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Project and Portfolio Management (PPM)
• Creation of a Project Management Office (PMO)
may be necessary to lead the effort
• Must meet with key stakeholders to understand
their business and their needs
• Must understand the overall needs of the
organization
• Approve the project charter and manage
resources
• Assess and mitigate risks
IT Budgeting and Decision Making, Chapter 11
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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PPM Critical Success
• Secure top management commitment
• Understand that implementation is a business change effort
• Devote the necessary resources
• The Project Manager rules
• Set clear goals, scope and expectations
• Track project progress, results and scope
• Communicate effectively and often
• Understand and address risks
• Control project scope and minimize disruptions by managing change
• Test every way you can
IT Budgeting and Decision Making, Chapter 11
2018 CSMFO Annual Conference - Pre-Conference Session
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Build vs. Buy
59
Build
• Strategic Direction
– What resources exist
– Do we want to build?
• Cost
– Software, Hardware, Licensing, Labor
– Ongoing Maintenance
– Total Cost of Ownership
Buy
• Strategic Direction
– Do package offerings exist?
– Do we have the skills to implement?
• Cost
– Software, Hardware, Licensing, Labor
– Ongoing Maintenance
– Total Cost of Ownership
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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Insource vs. Outsource
• Insourcing & Outsourcing are potentially valuable tools for IT service delivery
• Right sourcing will benefit
the IT organization
• Must rationally evaluate the
outsourcing opportunities
o Drive down costs
o Effectively leverage human resources
• Sourcing can range from little or no effective policies to being an integral part of an
organizations success
• Complete outsourcing is not recommended
IT Budgeting and Decision Making, Chapter 11
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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Systems Integrations
• Enterprise IT Systems touch numerous
operational systems
• Integrations must be carefully thought out
due to costs
– Development Costs
– Maintenance Costs
– Versioning Costs
• Shadow Systems must be replaced or
minimized
• What operational units NEED and not what
they WANT
• Steering Committee must have final
decision on integrations
612018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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Software Licensing and Maintenance
• Licensing Models vary depending upon
hosting model
• Terms and Conditions must be carefully
negotiated
• Cloud Procurement Ts&Cs are identified in
the Center for Digital Government’s paper
titled “Cloud and As-A-Service
Procurements”
• Long Term support model may change over
time
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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Infrastructure Needs
• Infrastructure needs depend on hosting
model
– Internally Hosted
– Externally Hosted
– Cloud Hosted
• Buy for tomorrow and not just for today
– Capacity Planning
– Future Growth
• Disaster Recovery and Business Continuity
Recovery planning important
• Engage third party experts
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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On Premise vs. Cloud
• Costs vary greatly for on premise versus the cloud
– Up front startup costs
– Ongoing maintenance costs
• Capital Expenses versus Operating Expenses
• Redundancy
– On premise and secondary location
– Cloud locations across nation
• Connectivity
– Lack of speed kills
2018 CSMFO Annual Conference - Pre-Conference Session
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Training
• Technical training should start early in the process
– Technical and project management training
• Training of operational unit staff should commence shortly after initial purchase
– National conferences
– Onsite and offsite training
– Ongoing refresher courses
• Training never stops
– Technology and Business Processes change over time
2018 CSMFO Annual Conference - Pre-Conference Session
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Oakland County Vision
• Visionary Leadership
• Doing More with Less
• Using Technology to Improve Business Processes
• Driving Change Throughout the Organization
2018 CSMFO Annual Conference - Pre-Conference Session
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ERP Vision
E-Financial System Implementation Project
• Cost Savings/Avoidance
• Streamlined Operations
• Early Pay-Back
• Business Process Re-engineering
2018 CSMFO Annual Conference - Pre-Conference Session
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Use Case
PeopleSoft Financials: Planning, Approval &
Implementation
• PeopleSoft Enterprise Human Resources and
Payroll software – used for 5 years successfully
• PeopleSoft financial, supply chain, and self-service
solutions implemented 2004-2006
Wm. Art Holdsworth, Deputy Director
Department of Management and Budget
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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Project Scope
Phase 1
• HR upgrade, with new-service/eApplications, Time and Labor, End-User
Productivity Kit, and Portal
Phase 2
• PeopleSoft Enterprise Financial Management, Supply Chain Management, and
Analytics
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation
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Existing Technology vs. New Technology Decision Point
• Limitations to existing technology
(aging)
• Risk (existing was unsupported)
• Cost of ownership rising with existing
• Change in accounting standard
requirements
• Software adherence to best business
practices
2018 CSMFO Annual Conference - Pre-Conference Session
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Total Cost of Ownership – Gap & ROI Analysis
• Timeline
• Discovery – Document usage and
identify needs
• Goal – Identify cost savings
opportunities
• Metrics – Time to complete task
(Old process vs. New process)
• Result – 500 GAPs
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Anticipated Benefits & Measurements
• “Self-service” access to information by staff and constituents via portal
• Elimination of KPMG Performance Series administration and support costs
• Reduction in hardcopy reporting and distribution costs
• Increase in usage of self-service portal
• Expenditure reduction for support services
• Reduction in printed reports
• Increase in downloads of reports from the portal and PeopleSoft systems
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Anticipated Benefits & Measurements (cont.)
• Elimination of standalone and shadow (duplicative) systems to reallocate staff time
• Elimination of custom systems
• Reallocation of staff time from portal use
• Checklist of systems to “turn-off”
• Reduction in security administration databases
• Reduction in Support Center calls
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Mission Critical – Getting Through a Successful ERP Implementation
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Anticipated Benefits & Measurements (cont.)
Enhanced, proactive supply chain management
• Increased number of bidders
• Increased % of purchases via Web
• Enhanced turnaround time for RFP/bid process
• E-catalog purchasing by departments with pre-approved, negotiated pricing
• Statistical analysis-based reduction in poor performing vendors
• Enhance early payment discount realization
• Optimization of purchase quantities
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From Installation to Implementation
• Support
• Training
• Knowledge base
• Enhancements
• Cost
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Communication Plans
Goal
• Seek project approval and level-set expectations
Why?
• Critical system for running County business
• Every financial transaction affected
• People-intensive process
• Significant risk
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Implementation
• Implementation Team & Project Management – hybrid of functional and pyramid
approach
• “Hot Skills” Pay
• Business Process Re-engineering (BPR) – data collection and data processing
• Vanilla Implementation – accommodations and customizations
• Selective Outsourcing – RFP requirements, certifications, references, etc.
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Mission Critical – Getting Through a Successful ERP Implementation
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Realizing Business Value
Successes
• Managed expectations through
established communication channels and
training
• Tracking benefits after implementation/
measuring results over time
– Quantify efficiencies
– ROI
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ROI Analysis of ERP Project
Description Year 1 through 6
Benefits/Savings
Tangible Benefits Subtotal $0
Cost Avoidance Subtotal $20,644,543
Costs
User & IT Development/Labor Subtotal: $12,242,779
Hardware Subtotal: $1,985,333
Software/Licensing Subtotal: $2,686,076
Contingency Subtotal: $1,534,892
Benefits vs Costs
Total Benefits/Savings $20,644,543
Total Costs: $18,449,080
Total Return on Investment: $2,195,463
Costs/Savings Ratio: 89.37%
Year Positive Payback Achieved Year 6
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Mission Critical – Getting Through a Successful ERP Implementation
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Cost and Benefit/Savings (6-years):
Total Cost of Ownership: $18,449,080
Total Benefit/Savings: $20,644,543
Cumulative ROI: $2,195,463
Cumulative Cost/Savings Ratio: 89.37%
Payback occurs: Year 6
Intangible Benefit: Customer service responsiveness
improvement
Realizing Business Value
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Realizing Business Value
Lessons Learned:
• Adoption/pushback (passive/aggressive)
• Aggressive timeline/stressed operations
• Knowledge transfer (business/technological)
• Ongoing costs/funding methodology
• Dependency on implementer
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Mission Critical – Getting Through a Successful ERP Implementation
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3 Key Elements of Technology
1. Leverage technology dollars across entire enterprise
2. Focus on business re-engineering, not technology implementation
3. Business drives technology,
technology does NOT drive business
Technology is the easy part!
2018 CSMFO Annual Conference - Pre-Conference Session
Mission Critical – Getting Through a Successful ERP Implementation