石油国际项目报告ppt课件

1、KPMG ConsultingIT Infrastructure15 October 2001 AgendaIT Direction for KCINTodays EnvironmentStrategic DirectionGlobal Transformation UpdateIT Project Proposal ProcessQ&A1IT Direction for KCINFully separate from all KPMG LLP IT support services except where costs and service levels are better than t

2、hose we could obtain elsewhere Outsource as many functions as possible to organizations that can support our global business requirementsHelp DeskDeskside supportWANApplication HostingProcurement and Asset ManagementMailEstablish global infrastructure platform migrate international entities first, t

3、hen migrate the USNon-US entities have no common platform or infrastructure supportThe pain is greater internationally, cost impact to migrate is less than US US migration timed to minimize/avoid potential “excess costs from KPMG LLP Industry leaders define the business requirements that drive IT sp

4、ending and priorities (e.g., Strategy Council EOL initiatives, etc.)Overall goal is to reduce operational cost of IT while improving service levels2Todays IT EnvironmentTransition Services AgreementNetworkArchitecture48 months from the IPO dateTerminated services may result in “excess costsCost allo

5、cation based on headcount, not servicesSeparate TSA in every countryThe US-NSS IS budget is organization not activity basedDistinction between Core and Non-Core project costsCaters to LLP business model with regard to security, access and supportFederation of national networksSlow to incorporate new

6、 technologiesNo international coordinationLLP (US) has little interest in supporting KCINs global needsLimited opportunity to negotiate services or costs at the CIO levelFormally commits KCIN to LLP standards, priorities and processes International allocations are disproportionate to the value recei

7、vedCollaboration with clients and alliance partners is difficultChange management, migration planning, etc. are hamperedAbility to serve international Named Accounts is negatively impacted Key Components Business ImplicationsThe Transition Services Agreement does not obligate NSS IS organizations to

8、 provide any support for KCIN international operations.3Todays IT Environment4Todays IT Environment17 IT Organizations - One size fits all Security Model - Significant cost allocation but little value5Todays IT EnvironmentKCIN IT FY 02 BudgetIncremental budget increases over FY 01OrganicNSS Allocate

9、dInternational AllocatedOrganic budget growth resulted from the transfer of staff & operational costs Key Components Business ImplicationsThe FY 02 budget serves to:Minimize costsLimited flexibility to respond to new initiativesBudgeted projects focus on US rather than global prioritiesBegin to cons

10、olidate fiscal managementThe FY 02 KCIN IT budget contains no funding for separation projects these can be added based on business priorities and performance. 6Todays IT EnvironmentIT Decision MakingDistributed throughout the organizationStandards compliance appears in many cases to be optionalCIO c

11、onsulted “after the fact Key Components Business ImplicationsNo alignment of IT spending with business priorities on a company-wide basisIncreased costsReduced agility to move forwardComplicates coordination with NSS ISBetter KCIN-internal coordination will enable us to achieve our strategic IT goal

12、s in a more timely and cost effective manner.7Strategic DirectionThe LLP infrastructure is not aligned to KCIN business needsNot responsive to our global business requirementsDoesnt effectively support collaboration between our consultants, clients and alliance partnersMakes no accommodation for the

13、 eventual separation of KCINProposed new architectureExtranet rather than intranet focusedFacilitates collaborationLeverages existing BSC infrastructure and investmentPositions KCIN to fully separate from LLP when economic or technological triggers make such actions prudent8Strategic DirectionOur ov

14、erall strategic direction results in full separation from KPMG LLPPhase IPhase IIPhase III3-5 Months12 MonthsTBDCreate a separate KCIN computing environment and begin user migrationsContinue user migration and begin applications migration Fully migrate to KCIN network and disconnect LLP connections

15、KCIN ASP established Begin Intl HelpDesk Begin Intl messaging Begin app migration InsideConsulting Begin user migration Singapore, Hong Kong, Seoul Metrius (?) Finalize Finance recommendation International focus Migrate segmented usersInternationalUS Implement HRMS & RMS for non-US locations Impleme

16、nt Resource Mgt for US employees Finance TBD Interim ACCPAC (?) Global platform US focus Continue user migrations Migrate US to global HRMS Deploy global financial system All users Migrate other legacy KCIN apps Migrate balance of users Capital $0 Exp. $0.5M Recurring $1.5MCapital $3.7 Exp. $8.9M Re

17、curring $4.7MTBDTimelineObjectiveFocusBudget RiskAUG 2001 DEC 2001OCT 2001 SEP 2002SEP 2002 forward9Strategic Direction - ArchitectureEstablishment of ASP data center Migration of non-connected geographiesHosting site for global applications Creation of KCIN specific helpdesk10Strategic Direction -

18、Architecture11Strategic Direction - ArchitectureFewer interface organizations - No additional LLP housed deploymentsPotential reduction in allocated cost - KCIN specific computing environment12Strategic Direction - Architecture13Strategic Direction - ApplicationsThree global transformation “visionin

19、g projects were authorized in FY 2001Human Resources Project CompletedSummary of key recommendations:Implement PeopleSoft v8.0 at an AHP as the foundation for global HR managementMove non-US countries HR processing to v8.0 and outsource payroll locally (FY 02)US migration to KCINs PeopleSoft platfor

20、m follows in FY 03 - Start dealing with excess cost issue nowKCIN needs to build an international service center with associated people and processesResource Management Project CompletedSummary of key recommendations:Implement the PeopleSoft v8.0 Resource Management SystemAdopt best practices such a

21、s “resource scheduling by managers versus “forecasting by employeesBuild interfaces with Pivotal (opportunities) and Recruiting (offers) to enable a better matching of supply and demandFully integrate Resource Management with the KCIN HRMS and deploy concurrently 14Strategic Direction - Applications

22、Three global transformation “visioning projects were authorized in FY 2001Financial Management In ProcessProject began late and is proceeding slowlyAvailability of Accounting & Finance staff to support team effortsKey team resource left the firmOverall project approachDefine global requirements of A

23、&F and business leadersAssess capabilities of international entitiesEvaluate system alternatives (gap analysis on PEAT, PeopleSoft PSA, SAP and Oracle)Recommend systems, organization and processes for global financial managementProject schedule being refined but targeting the Fall 2001 timeframe for

24、 Phase 1 recommendations 15Strategic Direction - ApplicationsThe Executive Team has “approved the Human Resources and Resource Management systems implementation projectsThe final project plan and a Statement of Work is being developed by a consulting team with Human Resources and Resource Management

25、 leadershipAn aggressive implementation schedule has been established:April 2002 HRMS and Resource Management implemented for all non-US locations.July 2002 Resource Management implemented for the USOctober 2002 HRMS implemented for the US and both applications implemented for AustraliaThe KCIN IT t

26、eam will support definition, procurement and deployment of the required technical infrastructure to enable the global systems deployment16Strategic Direction - ApplicationsProject TimelineCommentsIf these projects are approved we should inform KPMG LLP (US and international) immediately so they can

27、take appropriate actions to minimize any excess costs. KCIN needs to develop recommendations that will allow KPMG LLP to minimize excess costsThe 4/02 implementation of the HRMS for non-US locations includes outsourcing of payroll separate from the local LLP as well as establishment of our own inter

28、national service center.Successful completion of both projects will require significant participation from business process owners.17Strategic Direction - ApplicationsHuman ResourcesResource ManagementPivotalFinancial System(Preliminary)Migrate HR to PS v8.0 at ASP Outsource payroll locallyImpl. Dat

29、e 4/1/02No application currently in placeImplement new system 4/1/02Desire 3/1/02 implementationLLP system used for GL, EA, etc.Praxis used for for reporting Latin America Asia Pacific Canada IrelandMigrate HR to PS v8.0 at ASP Outsource payroll locallyImpl. Date 4/1/02Implement new system 4/1/02Int

30、egrate with US application at ASPImp. Date 3/1/02Access to Hyperion (an A&F initiative)Consider ACCPAC for immediate needsLong-term - TBDMigrate HR to PS v8.0 at ASP Outsource payroll locallyImpl. Date 4/1/02Implement new system 4/1/02Move to an ASPImpl. Date: 3/1/02Moved to PEAT 7/1/02Migrate HR to

31、 PS v8.0 at ASP Outsource payroll locallyImpl. Date 4/1/02Implement new system 4/1/02Move to an ASPImpl. Date: 3/1/02Short-term deploying ACCPAC as the regional standard.Long-term - TBDPerForm, Salary Review, InsideConsulting are already accessible by non-US entities - all planned global application

32、s except CRM embrace the EOL vision and are browser accessible.18Strategic Direction - ApplicationsIT Liaison for RegionLaunchPad ApplicationGRAS Remote AccessKCIN Global DesktopKCIN IT ProcurementLatin America Asia Pacific Canada IrelandFundedInterviewing in progressImplement 1/1/02Available in reg

33、ion nowImplement 1/1/02 ?There is currently an effort underway to generate a more detailed view of the organic and allocated IT budgets at the country level in order to allow more predictable planning impacts.FundedInterviewing in progressImplement 1/1/02Available in region nowImplement 1/1/02 ?Staf

34、fedImplemented 10/08/01Limited availability in region nowImplement 1/1/02 ?Not FundedImplement 1/1/02Available in region nowImplement 1/1/02 ?19Strategic DirectionEverything OnLineThe Strategy Council has developed a vision and preliminary recommendations regarding how technology can be leveraged to enhance business performance (I.e., Everything OnLine)Based on early reviews with the EOL leadership there is alignment between the infrastructure direction and potential EOL infrastructure requirementsTechnology support