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1、安达信安达信某软件公司的咨询方某软件公司的咨询方案案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 infor
2、mation 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 opportuni
3、tiesuResearch 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:Introduc
4、tion3 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.4 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.5 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.6 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.7 1999 Arthur Andersen,Andersen Worl
5、dwide SC.All rights reserved.8 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.9 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
6、 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 ResearchVen
7、dor 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
8、 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
9、 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 imp
10、ortant 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“be
11、st 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 pe
12、rceptions 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 wi
13、th 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 establish
14、ing 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 cu
15、stomer 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
16、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 vi
17、able 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 r
18、eserved.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 t
19、ake 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
20、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=f
21、uture 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 W
22、orldwide 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.F
23、unctionalTechnicalVendorIdentify Process Improvement OpportunitiesIdentify Requirements&“Knock-out“CriteriaResearch Software AlternativesStrategyProcessesOrganizationTechnology REQUIREMENTSDEFINITIONSOFTWARE EVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointPlan the ImplementationReview
24、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-Require
25、ments 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“
26、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
27、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 sof
28、tware 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 uDevelo
29、p 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 thr
30、ough 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:P
31、roject ApproachREQUIREMENTSDEFINITIONSOFTWARE&HARDWARE EVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpoint14 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.uPrepare demonstration scripts incorporating Plaskolites“knock-out”criteria uSchedule vendor demonstrations,review ex
32、pectations and provide scriptsuFacilitate vendor demonstrationsuIdentify perceived gaps between software capabilities and business requirementsuEvaluate quantitative and qualitative strengths and weaknesses of the demonstrations,by gathering individual script“score cards”from the Plaskolite particip
33、ants and facilitating re-cap discussions to gain consensusuCheck vendor references and perform site visits as necessaryuIdentify contract negotiation objectives and strategyuConfirm initial assumptions regarding preliminary cost estimateuUnderstand other potential cost components(one time and on-goi
34、ng costs)uNegotiate with the finalistsuGather final quotes from software vendorsuFinalize cost estimate based on hardware,software,training,implementationuSenior management to select the final vendor based on:uFunctional fituTechnology use and visionuVendor viabilityProject Approach-Evaluation and S
35、electionThe purpose 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 i
36、dentified and addressed.This phase enables the final selection of the integrated package solution.Key TasksuDemonstration scriptsuSoftware finalist evaluation criteriauVendor demonstrationsuDemonstration evaluationsuReview of vendor referencesuInventory of identified software“gaps”uNegotiation objec
37、tives and strategyuFinal cost estimateuContract signed and software procuredKey DeliverablesREQUIREMENTSDEFINITIONSOFTWARE EVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointuReferences and site visitsuPricing negotiationsuEstimated implementation costsSection 3:Project Approach15 1999 Ar
38、thur Andersen,Andersen Worldwide SC.All rights reserved.Project Approach-Implementation PlanningOnce the final selection is made,the planning for the implementation may occur.This involves designing,in detail,the technical architecture,planning the implementation tasks,and estimating the implementat
39、ion effort.Once these plans are firmed up,expectations may be set and approval to proceed may occur.REQUIREMENTSDEFINITIONSOFTWARE EVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointuFinalize the technical architecture designuPlan the Business Process Simulation and ImplementationuIdentif
40、y the overall implementation approachuDevelop high-level implementation plan with a proposed timeline and identified resourcesuAssess organizational impact uMeet with management to obtain approval to proceedKey TasksuHigh-level plan for the Business Process Simulation and ImplementationuOrganization
41、al Impact AssessmentuApproval to move forward with the implementationKey DeliverablesSection 3:Project Approach16 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Project Team OrganizationThe following is our suggested joint Plaskolite/Andersen project team structure.Plaskolite Executi
42、ve TeamPlaskolite Project SponsorAA Engagement Partner-Todd FisherAA Project Manager-Chris WenzkeProject LeadershipSteering CommitteeResearch&Support-AA ConsultantPlaskolite Team LeadAA-Doug HoodOrder Management/Customer ServiceTeamFinanceTeamManufacturingTeamPlaskolite Team LeadAA-TBDPlaskolite Tea
43、m LeadAA-TBDPlaskolite Team LeadAA-Chris WenzkeAA-TBDSection 4:Project TeamTechnologyTeamSteering committee meetings will be held on a monthly basis,and will last 1 to 2 hours.Plaskolite team lead participation will average 1 to 2 days per week on average.Additional representatives from Plaskolites
44、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 will require 2 consecutive full days for each vendor.WarehouseManagementTeamPlaskolite Team L
45、eadAA-R.J.Nicolosi17 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Roles&ResponsibilitiesWe believe a joint project team is essential to the ultimate success of the project.PlaskoliteArthur AndersenProject LeadershipTeamActivitiesnSponsor the project at the executive management leve
46、lnProvide overall project leadership and directionnEvaluate findings and recommendationsnLiason with executive managementnLiason with the organization to coordinate project activities between Plaskolite and AndersennProvide project management guidance based on experience with similar clients and pro
47、ven methodologiesnProvide access to firmwide expertise and knowledge capital as appropriatenLead the development of project deliverables nAssist in the communication process with executive managementnProvide tools and methodology frameworks to conduct activities to meet the project objectivesnProvid
48、e internal perspective on information opportunitiesnProvide internal business and functional expertisenAssist in accessing Plaskolite information as required during the projectnAssist in the creation of deliverables and help verify accuracy,thoroughnessnLead team activitiesnProvide industry function
49、al and analytical skillsnProvide external perspective based on knowledge of industry trends and best practicesnEnsure project deadlines are met and deliverables exceed quality expectationsSection 4:Project Team18 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Estimated Project Timeli
50、neThe estimated time frame for this project is 10-12 weeks.The actual time frame is dependent upon several factors,including the availability of Plaskolite resources and software vendor responsiveness.This timeline is based on our understanding of your needs and our experience with projects of this