安达信-IT行业-企业战略咨询报告ppt课件

1、ContentsOur proposal is divided into the following sections:Section 1 Introduction.What does Plaskolite want from this project?Section 2 Project Overview. What is Arthur Andersens perspective on software evaluations?Section 3 Project Approach.How will we conduct the evaluation?Section 4 Project Team

2、Who will work on the project?Section 5 Project Timing.How long will it take?Section 6 Project Costs.How much will it cost?Section 7 Arthur Andersen.Why Arthur Andersen?Section 8 Project Resources.What are the qualifications of our team?下载更多咨询报告，尽在cnshuOur Understanding of Your NeedsPlaskolites overa

3、ll goal is to evaluate and select an integrated customer service, distribution, manufacturing and financial software package that best supports your business information needs. To help achieve this goal, Plaskolite would like a Arthur Andersen to assist with the evaluation and selection of a new sof

4、tware package. The specific objectives of this project will be to:Define and prioritize business and information requirements Identify process improvement opportunitiesResearch and identify viable software candidatesObjectively facilitate the evaluation of the most appropriate software alternativesD

5、efine appropriate technical architectureAssist with vendor negotiationsPlan the software implementation at a high levelGoalProject Objectives下载更多咨询报告，尽在cnshuOur Understanding of Your NeedsThe key deliverables to meet your objectives for this phase of the project will be:High level business process m

6、apsProcess Improvement OpportunitiesSoftware requirements and “knock-out criteriaFunctionalTechnicalVendorList of potential software candidatesVendor demonstration scriptsSoftware selection recommendationSoftware, hardware and services cost estimatesHigh-level implementation planOrganizational impac

7、t assessmentDeliverables下载更多咨询报告，尽在cnshuOur PerspectiveOur local experience with integrated software packages is deep and broad. Our Ohio Consulting practice, which includes Columbus, Cleveland and Cincinnati, has over 140 full-time consultants. Software implementation is the cornerstone of our prac

8、tice. Below is a list of some of our recent engagements in Ohio.Our Local Manufacturing ExperienceArthur Andersens philosophy is to remain independent of software vendors.Consequently, Arthur Andersen can objectively evaluate integrated software packages against the information needs of our clients.

9、High Tech Mfg.Custom Products Mfg.Custom Products Mfg.Automotive SupplierConsumer Products Mfg.What Our Software Vendor Alliances MeanArthur Andersen does not sell software or receive any financial incentives from integrated software package vendors. However, we do maintain alliance programs with th

10、e leading software providers in the market. The purpose of these alliances is to establish a team of qualified personnel from the vendor and Arthur Andersen who can effectively serve clients by delivering integrated solutions to improve business performance.Alliance agreements typically provide the

11、following:Arthur Andersen can sub-contract programming services at a discounted priceArthur Andersen receives discounted training for its professionalsArthur Andersen has access to software, product support and other resourcesBy strategically aligning themselves with Arthur Andersen, key software ve

12、ndors can focus on their core businesses - product development, training and support. Arthur Andersen has installed the alliance software packages at our Technology Innovation Centers for client demonstrations, training, testing and remote access.To capitalize on the collective knowledge we have gai

13、ned in this area, Arthur Andersen has also formed a Competency Center of qualified professionals with deep expertise in packaged software implementations. Through an on-line software database, this center promotes information sharing among Arthur Andersen professionals on alliance products and proje

14、cts on a global basis.SSAExperienceIndustry ExpertiseBest Practices/Process SkillsSoftware ExpertiseKnowledge CapitalOur Perspective - Collaboration We believe true business change can only be sustained by Plaskolite team members. We will serve as “Change Agents challenging and partnering with Plask

15、olite during all phases of the project.We take a facilitative approach to ensure mutual ownership and a focus on collaborative efforts, positioning Plaskolite to own the selection criteria and decision.Our approach is relationship-oriented. We will work with you as a business partner in this endeavo

16、r, taking your agenda as our own, and seeing the project through to a successful completion.Arthur AndersenHired ExpertsPlaskolitePlaskoliteIndustry ExpertiseBest Practices/Process SkillsSoftware ExpertiseKnowledge CapitalExperienceTypical Approach:Outsiders “drive the solutionOur Approach:We create

17、 an environment that enables you to develop deep skills and the final solutionFacilitative, Teaming ApproachOur Perspective - Business IntegrationHolistic Business Integration ApproachImplementation of any significant change requires the integration of strategy, business processes, people, and infor

18、mation technology. Application software must be evaluated within the context of this business integration concept to have relevance.How to:Transfer/improve skillsSpeed up actionsFlatten structuresEmpower individualsImprove serviceLeverage knowledge capitalHow to:Simplify/eliminateDo things more quic

19、klyReduce costsDecentralize decisionsCapitalize on technologyRestructure relationshipsWhat focusWhat core activitiesWhat geographical areasHow to:Organize internallyAchieve synergyCapitalize on strengthsHow to:Enable business changeMigrate to better solutionsFocus on core activities and peopleCapita

20、lize on/share best practicesIntegrate information across functionsCentrally monitor a decentralized businessOur Perspective - Knowledge Sharing ToolsLeveraging our Firms global information sharing network is key during software evaluation projects.FinalistsPackage Software Competency CenterMethodolo

21、giesSelection MatricesResearch & EvaluationsResource ClearinghouseAndersen Firm-wide ExperienceEngagement TeamSoftware ExpertiseIndustry ExpertiseManufacturing Industry ProgramAndersen Knowledge Sharing ToolsLotus NotesAA On-line - Andersens Global Information Sharing NetworkGlobal Best Practices Kn

22、owledge Base (Intranet)KnowledgeSpaceSM (Intranet)Third Party Information Sources The Gartner-GroupAdvanced Manufacturing Research Inc. (AMR)Computer SelectDATAPROIndustry PublicationsArthur Andersen Selection ToolsProject Approach - Evaluation ComponentsDuring the software evaluation process, the f

23、ield of potential software solutions is quickly narrowed to two. These two vendors demonstrate their products and are evaluated by the selection team. The final product is selected based on the demonstration results, contract considerations, and further analysis as described below.All Software Candi

24、dates15+ Candidates2 FinalistsIndustry InsightMarket ResearchVendor ViabilityArthur Andersen Firm-wide Knowledge3-5 CandidatesFunctionalFitVendor ViabilityFinalSelectionTechnology Use& Vision References &Site VisitsImplementationCostsPricing &NegotiationsRFI responses, screening interviewsDetailed K

25、nock-out Criteria, Company size, Market Presence, AA Insight (Plaskolite and Arthur Andersen)High Level Knock-out Criteria &Preliminary Screening (Arthur Andersen)Software demonstrations, reference checks, negotiations, and Cost / Benefit Analysis(Plaskolite & Arthur Andersen)The vendors execute the

26、 scripts during their demonstrations; the selection team scores each area based on how well the package met the needs of Plaskolite. Immediately after the demonstrations, the scores are tallied. Arthur Andersen facilitates a discussion to share the scoring results and reach a consensus on strengths

27、and weaknesses.The demonstration results are only one component (although the most important component) of the final selection criteria. Software Evaluation - Lessons LearnedOur approach works to complement the business knowledge of Plaskolite with the industry knowledge, technical expertise, and “b

28、est practice work of Arthur Andersen. A package will not be embraced by Plaskolite if it is chosen solely by Arthur Andersen. We will facilitate Plaskolite through our methodology to ensure a partnering endeavor based on your agenda.Communicate that no package will meet every perceived need and that

29、 perceptions must change. Sell the idea that nothing will improve unless it changes. Ensure the demonstration audience understands that vendors want to show their strengths, not necessarily what is best for Plaskolite. Facilitate the demonstrations accordingly. Ensure references are in similar indus

30、tries with similar volumes and are using the product (not testing or ready to rollout). Ensure the organization understands that package software implementation projects are more expensive and provide less relative benefit than strategic, competitive initiatives; however, these projects are critical

31、 to establishing a solid foundation to support future strategic initiatives.Some gaps will be identified during the selection process, but it isnt until the Business Process Simulation (BPS) phase of the project that all gaps are known. Packaged software vendors incorporate industry-wide best practi

32、ces from their customer base into their software. During BPS, each Plaskolite business scenario is executed in the software. The team will be able to identify how Plaskolite will further change its business processes to align with the software vendors approach. We recommend a “no-mod policy, this is

33、 achieved by executing these newly aligned business processes in the software. But unless Plaskolite management is willing to support this approach, this goal will not be achieved and modifications will be required.Use “knock-out criteria to quickly get to a short list of vendors. This will allow de

34、ep focus on a handful of viable contenders and allow more time for value-added activities like identifying areas for improvement.Facilitative ApproachManage ExpectationsThe Short ListGaps Between Business Requirements and Software CapabilitiesOn-goingProject Scope & ApproachArthur Andersens packaged

35、 software methodology framework consists of 6 major phases while emphasizing an aggressive program of project management and change enablement. This proposal addresses the first 3 phases of work. At the completion of these phases, we will take a checkpoint with Plaskolites management to determine Ar

36、thur Andersens involvement with future phases of work.“Where do we want to be?“What tools will we use?“How will we use the tools? “Construct and roll-out the solution.“How will we get there?PeopleProcessesTechnologyStrategyRequirements DefinitionSoftware Evaluation & Selection Design & Business Proc

37、ess SimulationImplementationSupport & Continuous ImprovementImplementation Planning “Stabilize and prioritize.CheckpointCheckpointCheckpoint5-6 weeks3-4 months5-8 monthsProject Management and Change Enablement= within scope of this proposal= future phasesCheckpoint3-4 weeks2 weeksCheckpointSoftware

38、Selection and ImplementationSoftware SelectionSoftware ImplementationThe scope of this project will be limited to the evaluation and selection of a single integrated software package.DesignTechnicalArchitectureSoftware Selection OverviewWe have a proven methodology and approach to software evaluatio

39、n and selection. Throughout this approach, business requirements are balanced with system functionality to maximize business opportunities and benefits.FunctionalTechnicalVendorIdentify Process Improvement OpportunitiesIdentify Requirements & “Knock-out “CriteriaResearch Software AlternativesStrateg

40、yProcessesOrganizationTechnology REQUIREMENTSDEFINITIONSOFTWARE EVALUATION & SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointPlan the ImplementationReview Current StateDevelop PreliminaryCost EstimateFinalize & Obtain ApprovalDefine Business Scenarios & Conduct S/W DemosNegotiate and Complete Cos

41、t EstimateEvaluate Vendors and Choose FinalistProject Approach - Requirements DefinitionThe purpose of this phase is to gather business requirements and document business processes. This is accomplished through our facilitative consulting style. We work with the selection team to ensure an appropria

42、te understanding of the current state and cooperatively craft Plaskolites “to-be business process vision.Plan the project and mobilize the “core selection team Facilitate group discussions and interviews with executives and key usersIdentify and map key business processesIdentify key customer and ve

43、ndor business requirements, as well as functional and technical software requirementsReview Arthur Andersens Global Best PracticeSM Knowledgebase, examples of best practices, best companies, and performance measures by business processIdentify process improvement opportunitiesPrioritize the list of

44、systems requirements from the interviews and process reviewsResearch software candidatesDevelop software selection “knock-out criteria (functional, technical, vendor) to shorten the list to a manageable number of contendersBegin discussions with the software finalists regarding proposed configuratio

45、n and resource requirementsDevelop high level systems architecture Develop preliminary estimate of hardware, software, training, and implementation costs and optionsKey TasksHigh level process mapsGlobal Best PracticeSM Knowledgebase examplesList of process improvement opportunitiesPrioritized softw

46、are selection “knock-out criteriaInitial list of software candidates through market research, industry insight, vendor viability, Arthur Andersen firm-wide knowledgeResponses to software selection “knock-out criteria (Request for Information - RFI)Short list of software finalistsList of assumptions

47、impacting cost estimatePreliminary cost estimateKey DeliverablesREQUIREMENTSDEFINITIONSOFTWARE & HARDWARE EVALUATION & SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointPrepare demonstration scripts incorporating Plaskolites “knock-out criteria Schedule vendor demonstrations, review expectations an

48、d provide scriptsFacilitate vendor demonstrationsIdentify perceived gaps between software capabilities and business requirementsEvaluate quantitative and qualitative strengths and weaknesses of the demonstrations, by gathering individual script “score cards from the Plaskolite participants and facil

49、itating re-cap discussions to gain consensusCheck vendor references and perform site visits as necessaryIdentify contract negotiation objectives and strategyConfirm initial assumptions regarding preliminary cost estimateUnderstand other potential cost components (one time and on-going costs)Negotiat

50、e with the finalistsGather final quotes from software vendorsFinalize cost estimate based on hardware, software, training, implementationSenior management to select the final vendor based on:Functional fitTechnology use and visionVendor viabilityProject Approach - Evaluation and SelectionThe purpose

51、 of this phase is to ensure a fair and effective selection. It involves developing demonstration scripts and facilitating the software demos to ensure adherence to those scripts so a consistent comparison can be made. Initial gaps between requirements and software capabilities are identified and add

52、ressed. This phase enables the final selection of the integrated package solution.Key TasksDemonstration scriptsSoftware finalist evaluation criteriaVendor demonstrationsDemonstration evaluationsReview of vendor referencesInventory of identified software “gaps Negotiation objectives and strategyFina

53、l cost estimateContract signed and software procuredKey DeliverablesREQUIREMENTSDEFINITIONSOFTWARE EVALUATION & SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointReferences and site visitsPricing negotiationsEstimated implementation costsProject Approach - Implementation PlanningOnce the final sele

54、ction is made, the planning for the implementation may occur. This involves designing, in detail, the technical architecture, planning the implementation tasks, and estimating the implementation effort. Once these plans are firmed up, expectations may be set and approval to proceed may occur.REQUIRE

55、MENTSDEFINITIONSOFTWARE EVALUATION & SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointFinalize the technical architecture designPlan the Business Process Simulation and ImplementationIdentify the overall implementation approachDevelop high-level implementation plan with a proposed timeline and ide

56、ntified resourcesAssess organizational impact Meet with management to obtain approval to proceedKey TasksHigh-level plan for the Business Process Simulation and ImplementationOrganizational Impact AssessmentApproval to move forward with the implementationKey DeliverablesProject Team OrganizationThe

57、following is our suggested joint Plaskolite/Andersen project team structure. Plaskolite Executive TeamPlaskolite Project SponsorAA Engagement Partner - Todd FisherAA Project Manager - Chris WenzkeProject LeadershipSteering CommitteeResearch & Support - AA ConsultantPlaskolite Team LeadAA - Doug Hood

58、Order Management/Customer ServiceTeamFinanceTeamManufacturingTeamPlaskolite Team LeadAA - TBDPlaskolite Team LeadAA - TBDPlaskolite Team LeadAA - Chris WenzkeAA - TBDTechnologyTeamSteering committee meetings will be held on a monthly basis, and will last 1 to 2 hours.Plaskolite team lead participati

59、on will average 1 to 2 days per week on average.Additional representatives from Plaskolites functional departments will participate in each team on an as needed basis.Plaskolite will need to identify a “core evaluation team who will participate in the software demonstrations. Software demonstrations

60、 will require 2 consecutive full days for each vendor.WarehouseManagementTeamPlaskolite Team LeadAA - R. J. NicolosiRoles & ResponsibilitiesWe believe a joint project team is essential to the ultimate success of the project.PlaskoliteArthur AndersenProject LeadershipTeamActivitiesSponsor the project