某咨询项目管理corm.pptx

1 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.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 TeamWho 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?2 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Our Understanding of Your NeedsPlaskolites overall 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 software package.The specific objectives of this project will be to:uDefine and prioritize business and information requirements uIdentify process improvement opportunitiesuResearch and identify viable software candidatesuObjectively facilitate the evaluation of the most appropriate software alternativesuDefine appropriate technical architectureuAssist with vendor negotiationsuPlan the software implementation at a high levelGoalProject ObjectivesSection 1:Introduction3 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Our Understanding of Your NeedsThe key deliverables to meet your objectives for this phase of the project will be:uHigh level business process mapsuProcess Improvement OpportunitiesuSoftware requirements and“knock-out”criteriaFunctionalTechnicalVendoruList of potential software candidatesuVendor demonstration scriptsuSoftware selection recommendationuSoftware,hardware and services cost estimatesuHigh-level implementation planuOrganizational impact assessmentSection 1:IntroductionDeliverables4 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Our 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 practice.Below is a list of some of our recent engagements in Ohio.Section 2:Project OverviewOur 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.High Tech Mfg.Custom Products Mfg.Custom Products Mfg.Automotive SupplierConsumer Products Mfg.5 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.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 the 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.uAlliance agreements typically provide the 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 resourcesuBy strategically aligning themselves with Arthur Andersen,key software vendors can focus on their core businesses-product development,training and support.uArthur Andersen has installed the alliance software packages at our Technology Innovation Centers for client demonstrations,training,testing and remote access.uTo capitalize on the collective knowledge we have gained 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 projects on a global basis.SSASection 2:Project Overview6 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.ExperienceIndustry 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 Plaskolite during all phases of the project.uWe take a facilitative approach to ensure mutual ownership and a focus on collaborative efforts,positioning Plaskolite to own the selection criteria and decision.uOur approach is relationship-oriented.We will work with you as a business partner in this endeavor,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 an environment that enables you to develop deep skills and the final solutionFacilitative,Teaming ApproachSection 2:Project Overview7 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Our Perspective-Business IntegrationHolistic Business Integration ApproachImplementation of any significant change requires the integration of strategy,business processes,people,and information technology.Application software must be evaluated within the context of this business integration concept to have relevance.Section 2:Project OverviewlHow to:Transfer/improve skillsSpeed up actionsFlatten structuresEmpower individualsImprove serviceLeverage knowledge capitallHow to:Simplify/eliminateDo things more quicklyReduce costsDecentralize decisionsCapitalize on technologyRestructure relationshipslWhat focuslWhat core activitieslWhat geographical areaslHow to:Organize internallyAchieve synergyCapitalize on strengthslHow to:Enable business changeMigrate to better solutionsFocus on core activities and peopleCapitalize on/share best practicesIntegrate information across functionsCentrally monitor a decentralized business8 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Our Perspective-Knowledge Sharing ToolsLeveraging our Firms global information sharing network is key during software evaluation projects.FinalistsPackage Software Competency CenteruMethodologiesuSelection MatricesuResearch&EvaluationsuResource ClearinghouseAndersen Firm-wide ExperienceuEngagement TeamuSoftware ExpertiseuIndustry ExpertiseuManufacturing Industry ProgramAndersen Knowledge Sharing ToolsuLotus NotesuAA On-line-Andersens Global Information Sharing NetworkuGlobal Best Practices Knowledge Base(Intranet)uKnowledgeSpaceSM(Intranet)Third Party Information Sources uThe Gartner-GroupuAdvanced Manufacturing Research Inc.(AMR)uComputer SelectuDATAPROuIndustry PublicationsArthur Andersen Selection ToolsSection 2:Project Overview9 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Project Approach-Evaluation ComponentsDuring the software evaluation process,the field 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 Candidates15+Candidates2 FinalistsIndustry InsightMarket ResearchVendor ViabilityArthur Andersen Firm-wide Knowledge3-5 CandidatesFunctionalFitVendor ViabilityFinalSelectionTechnology Use&Vision References&Site VisitsImplementationCostsPricing&NegotiationsRFI responses,screening interviewsDetailed Knock-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 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 and weaknesses.The demonstration results are only one component(although the most important component)of the final selection criteria.Section 2:Project Overview10 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Software Evaluation-Lessons LearnedOur approach works to complement the business knowledge of Plaskolite with the industry knowledge,technical expertise,and“best 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 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 industries 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 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 practices 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 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 deep 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 CapabilitiesSection 2:Project Overview11 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.On-goingProject Scope&ApproachArthur Andersens packaged 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 Arthur 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 Process 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 Selection and ImplementationSoftware SelectionSoftware ImplementationSection 3:Project ApproachThe scope of this project will be limited to the evaluation and selection of a single integrated software package.12 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.DesignTechnicalArchitectureSoftware Selection OverviewWe have a proven methodology and approach to software evaluation 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 AlternativesStrategyProcessesOrganizationTechnology REQUIREMENTSDEFINITIONSOFTWARE EVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointPlan the ImplementationReview Current StateDevelop PreliminaryCost EstimateFinalize&Obtain ApprovalDefine Business Scenarios&Conduct S/W DemosNegotiate and Complete Cost EstimateEvaluate Vendors and Choose FinalistSection 3:Project Approach13 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Project 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 appropriate understanding of the current state and cooperatively craft Plaskolites“to-be”business process vision.uPlan the project and mobilize the“core”selection team uFacilitate group discussions and interviews with executives and key usersuIdentify and map key business processesuIdentify key customer and vendor business requirements,as well as functional and technical software requirementsuReview Arthur Andersens Global Best PracticeSM Knowledgebase,examples of best practices,best companies,and performance measures by business processuIdentify process improvement opportunitiesuPrioritize the list of systems requirements from the interviews and process reviewsuResearch software candidatesuDevelop software selection“knock-out”criteria(functional,technical,vendor)to shorten the list to a manageable number of contendersuBegin discussions with the software finalists regarding proposed configuration and resource requirementsuDevelop high level systems architecture uDevelop preliminary estimate of hardware,software,training,and implementation costs and optionsKey TasksuHigh level process mapsuGlobal Best PracticeSM Knowledgebase examplesuList of process improvement opportunitiesuPrioritized software selection“knock-out”criteriauInitial list of software candidates through market research,industry insight,vendor viability,Arthur Andersen firm-wide knowledgeuResponses to software selection“knock-out”criteria(Request for Information-RFI)uShort list of software finalistsuList of assumptions impacting cost estimateuPreliminary cost estimateKey DeliverablesSection 3:Project ApproachREQUIREMENTSDEFINITIONSOFTWARE&HARDWARE EVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpoint14 1999 Arthur Andersen,