安达信-资料 （英文）.ppt

Contents,Our 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 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?,Our Understanding of Your Needs,Plaskolites 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: Define and prioritize business and information requirements Identify process improvement opportunities Research and identify viable software candidates Objectively facilitate the evaluation of the most appropriate software alternatives Define appropriate technical architecture Assist with vendor negotiations Plan the software implementation at a high level,Section 1: Introduction,Our Understanding of Your Needs,The key deliverables to meet your objectives for this phase of the project will be: High level business process maps Process Improvement Opportunities Software requirements and “knock-out” criteria Functional Technical Vendor List of potential software candidates Vendor demonstration scripts Software selection recommendation Software, hardware and services cost estimates High-level implementation plan Organizational impact assessment,Section 1: Introduction,Our Perspective,Our 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 Overview,Arthur 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.,What Our Software Vendor Alliances Mean,Arthur 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. Alliance agreements typically provide the following: Arthur Andersen can sub-contract programming services at a discounted price Arthur Andersen receives discounted training for its professionals Arthur Andersen has access to software, product support and other resources By strategically aligning themselves with Arthur Andersen, key software vendors 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 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.,SSA,Section 2: Project Overview,Experience,Industry Expertise Best Practices/Process Skills Software Expertise Knowledge Capital,Our 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. 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 endeavor, taking your agenda as our own, and seeing the project through to a successful completion.,Arthur Andersen,Hired Experts,Plaskolite,Plaskolite,Industry Expertise Best Practices/Process Skills Software Expertise Knowledge Capital,Experience,Typical Approach: Outsiders “drive” the solution Our Approach: We create an environment that enables you to develop deep skills and the final solution,Section 2: Project Overview,Our Perspective - Business Integration,Holistic Business Integration Approach Implementation 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 Overview,Our Perspective - Knowledge Sharing Tools,Leveraging our Firms global information sharing network is key during software evaluation projects.,Finalists,Package Software Competency Center Methodologies Selection Matrices Research & Evaluations Resource Clearinghouse,Andersen Firm-wide Experience Engagement Team Software Expertise Industry Expertise Manufacturing Industry Program,Andersen Knowledge Sharing Tools Lotus Notes AA On-line - Andersens Global Information Sharing Network Global Best Practices Knowledge Base (Intranet) KnowledgeSpaceSM (Intranet),Third Party Information Sources The Gartner-Group Advanced Manufacturing Research Inc. (AMR) Computer Select DATAPRO Industry Publications,Section 2: Project Overview,Project Approach - Evaluation Components,During 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 Candidates,15+ Candidates,2 Finalists,Industry Insight,Market Research,Vendor Viability,Arthur Andersen Firm-wide Knowledge,3-5 Candidates,Functional Fit,Vendor Viability,Final Selection,Technology Use & Vision,References & Site Visits,Implementation Costs,Pricing & Negotiations,RFI responses, screening interviews,Detailed 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 Overview,Software Evaluation - Lessons Learned,Our 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.,Section 2: Project Overview,On-going,Project Scope & Approach,Arthur 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?”,People,Processes,Technology,Strategy,Requirements Definition,Software Evaluation & Selection,Design & Business Process Simulation,Implementation,Support & Continuous Improvement,Implementation Planning,“Stabilize and prioritize.”,Checkpoint,Checkpoint,Checkpoint,5-6 weeks,3-4 months,5-8 months,Project Management and Change Enablement,= within scope of this proposal,= future phases,Checkpoint,3-4 weeks,2 weeks,Checkpoint,Software Selection,Software Implementation,Section 3: Project Approach,The scope of this project will be limited to the evaluation and selection of a single integrated software package.,Design Technical Architecture,Software Selection Overview,We 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.,Functional Technical Vendor,Identify Process Improvement Opportunities,Identify Requirements & “Knock-out “ Criteria,Research Software Alternatives,Strategy Processes Organization Technology,REQUIREMENTS DEFINITION,SOFTWARE EVALUATION & SELECTION,IMPLEMENTATION PLANNING,Checkpoint,Checkpoint,Plan the Implementation,Review Current State,Develop Preliminary Cost Estimate,Finalize & Obtain Approval,Define Business Scenarios & Conduct S/W Demos,Negotiate and Complete Cost Estimate,Evaluate Vendors and Choose Finalist,Section 3: Project Approach,Project Approach - Requirements Definition,The 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.,Plan the project and mobilize the “core” selection team Facilitate group discussions and interviews with executives and key users Identify and map key business processes Identify key customer and vendor business requirements, as well as functional and technical software requirements Review Arthur Andersens Global Best PracticeSM Knowledgebase, examples of best practices, best companies, and performance measures by business process Identify process improvement opportunities Prioritize the list of systems requirements from the interviews and process reviews Research software candidates Develop software selection “knock-out” criteria (functional, technical, vendor) to shorten the list to a manageable number of contenders Begin discussions with the software finalists regarding proposed configuration and resource requirements Develop high level systems architecture Develop preliminary estimate of hardware, software, training, and implementation costs and options,Key Tasks,High level process maps Global Best PracticeSM Knowledgebase examples List of process improvement opportunities Prioritized software selection “knock-out” criteria Initial list of software candidates through market research, industry insight, vendor viability, Arthur Andersen firm-wide knowledge Responses to software selection “knock-out” criteria (Request for Information - RFI) Short list of software finalists List of assumptions impacting cost estimate Preliminary cost estimate,Key Deliverables,Section 3: Project Approach,REQUIREMENTS DEFINITION,SOFTWARE & HARDWARE EVALUATION & SELECTION,IMPLEMENTATION PLANNING,Checkpoint,Checkpoint,Prepare demonstration scripts incorporating Plaskolites “knock-out” criteria Schedule vendor demonstrations, review expectations and provide scripts Facilitate vendor demonstrations Identify perceived gaps between software capabilities and business requirements Evaluate quantitative and qualitative strengths and weaknesses of the demonstrations, by gathering individual script “score cards” from the Plaskolite participants and facilitating re-cap discussions to gain consensus Check vendor references and perform site visits as necessary Identify contract negotiation objectives and strategy Confirm initial assumptions regarding preliminary cost estimate Understand other potential cost components (one time and on-going costs) Negotiate with the finalists Gather final quotes from software vendors Finalize cost estimate based on hardware, software, training, implementation Senior management to select the final vendor based on: Functional fit Technology use and vision Vendor viability,Project Approach - Evaluation and Selection,The 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 identified and addressed. This phase enables the final selection of the integrated package solution.,Key Tasks,Demonstration scripts Software finalist evaluation criteria Vendor demonstrations Demonstration evaluations Review of vendor references Inventory of identified software “gaps” Negotiation objectives and strategy Final cost estimate Contract signed and software procured,Key Deliverables,REQUIREMENTS DEFINITION,SOFTWARE EVALUATION & SELECTION,IMPLEMENTATION PLANNING,Checkpoint,Checkpoint,References and site visits Pricing negotiations Estimated implementation costs,Section 3: Project Approach,Project Approach - Implementation Planning,Once 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 implementation effort. Once these plans are firmed up, expectations may be set and approval to proceed may occur.,REQUIREMENTS DEFINITION,SOFTWARE EVALUATION & SELECTION,IMPLEMENTATION PLANNING,Checkpoint,Checkpoint,Finalize the technical architecture design Plan the Business Process Simulation and Implementation Identify the overall implementation approach Develop high-level implementation plan with a proposed timeline and identified resources Assess organizational impact Meet with management to obtain approval to proceed,Key Tasks,High-level plan for the Business Process Simulation and Implementation Organizational Impact Assessment Approval to move forward with the implementation,Key Deliverables,Section 3: Project Approach,Project Team Organization,The following is our suggested joint Plaskolite/Andersen project team structure.,Plaskolite Executive Team,Plaskolite Project Sponsor AA Engagement Partner - Todd Fisher AA Project Manager - Chris Wenzke,Project Leadership,Steering Committee,Research & Support - AA Consultant,Plaskolite Team Lead AA - Doug Hood,Order Management/ Customer Service Team,Finance Team,Manufacturing Team,Plaskolite Team Lead AA - TBD,Plaskolite Team Lead AA - TBD,Plaskolite Team Lead AA - Chris Wenzke AA - TBD,Section 4: Project Team,Technology Team,Steering 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 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.,Warehouse Management Team,Plaskolite Team Lead AA - R. J. Nicolosi,Roles & Responsibilities,We believe a joint project team is essential to the ultimate success of the project.,Plaskolite,Arthur Andersen,Project Leadership,Team Activities,Sponsor the project at the executive management level Provide overall proje