Transcript Deployment Approach

Deployment strategy
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- Draft version for discussion purpose only -
2
Agenda
•
•
•
•
•
•
Introduction
Deployment strategy
Pilot Choice
Affiliates Deployment Plan
People & Organization
Next Actions
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
3
Introduction
• Project objective
 to deploy a common ERP solution across our affiliates within 30 months,
covering Finance, Procurement and Quote to Cash
• The deployment strategy should address the following issues :
 What is the best deployment strategy ?
 Which affiliate will be the pilot ?
 When will the affiliates be impacted and in which sequence ?
 What resource needs to be mobilized for the program ?
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
Deployment strategy
Key Principle : “Reduce as much as possible roll-out
planning & risks”
 Release
 Keep release number as low as possible
– to focus Project resources on the deployment
– minimize local customization
 Keep software version stable during deployment
 Start with the latest software version
 Pilot
 Go for a “strong” and successful pilot
 Integrate all the components of the release
 Affiliates deployment planning




Deploy the solution by wave of affiliates
Launch large affiliates deployment as early as possible
Promote an integrated deployment (all modules together) for small affiliates
Deploy where it is needed
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
4
5
Deployment strategy
What is a release ?
• A release is defined by the following dimensions :






business scope (line of business, product range, etc.)
process list
functions
IT software modules
organization features
technology features
• Each business capability has its own release scope, but the global
release scope consistency need to be ensured to reduce roll-out time
& cost.
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
6
Deployment strategy
Release Strategy
 The following project phases must be distinguished :
 The production of the software
 The installation on the pilot
 The deployment
 The assumptions as of today are :
 6 production lots :
– Finance
– Procurement
– Maintenance
– Quote to Cash (Merchant & Hospital)
– Quote to Cash (Home Care)
– Quote to Cash (Tonnage)
 3 lots installations (*) :
– Pilot installation n°1 : Finance / Procurement
– Pilot installation n°2 : Quote to Cash & Maintenance (Merchant & Hospital)
– Pilot installation n°3 : Quote to Cash & Maintenance (Home Care)
 3 or more waves for the deployment
(*) See details for pilot installation in the appendix, page 21 & 22
Pilot installation for Tonnage is to be defined later
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
7
Deployment strategy
How to obtain an European release right from the release
design and the pilot installation ?
 By including in the design team internal people from Core affiliates (e.g.,
each for different lines of business). Their goal would be to :
 produce in collaboration with key users from pilot affiliate
 ensure that the requirements of other affiliates are taken into account
 By charging the Business Capability Managers with the responsibility to
ensure that the design meets European requirements
 By validating the key decisions/orientations during the design & pilot
phases through the current Project organization (Sponsors, Steering
Committee)
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
8
Pilot Choice
Key Principles
•The choice of the pilot is critical because :
 The first Project implementation should be a success
 Should include and test all business lines
 The other affiliates will wait for the pilot’s outputs
•How many pilots ?
 The same pilot for Finance/Procurement/Quote to Cash is a
recommended solution because of the planning constraints (Quote to
Cash pilot needs to be also a Finance Pilot)
 The pilot should include only one affiliate because :
 the pilot implementation requires huge effort for the affiliate => The number of
pilots must be reduced to minimize business risks
 the pilot experiences should be capitalized
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
9
Pilot Choice
How to select the pilot ?
 The “analytical” (or “rational”) strategy
 It consists in assessing the affiliates regarding measurable criteria
 Pilot selection criteria : see appendix for details
 Method used : the affiliates were assessed using data from the Application
Mapping database, Euro study and Fit Analysis outcomes
 The “experience-based” strategy
 It is based on the experience and feeling of Business Capabilities Managers and
IT Managers about the affiliates
 Pilot selection criteria : see appendix for details
 Method used : synthesis of internal “short lists” performed by each of the
Business Capabilities Managers and IT Managers
Final selection process




internal Project agreement on strategy & short list (May, 17th)
short list debrief with Project Program sponsors (May, 18th)
affiliate commitment check-up (to be determined)
European review board validation (15th/16th June)
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
10
Pilot Choice
Synthesis of the “analytical” strategy
 The following affiliates cannot be candidates for the pilot because of
excluding criteria (no merchant business or merchant turnover < 50 M €,
joint-venture affiliate, fully healthcare affiliate, different current systems):
 ABC Company, DEF Company, GHI Company, JKL Company, MNO Company, PQR
Company, STU Company, VWX Company, and YZA Company
 The remaining affiliates are the following (ordered by best ranking) :









BCD Company
EFG Company
HIJ Company
KLM Company
NOP Company
QRS Company
TUV Company
WXY Company
ZAB Company
Country
Belgium
Portugal
Greece
Germany
Switzerland
Spain
France
Italy
Sweden
Current
Finance
Custom
SAP
Package
SAP
Baan
Lawson
Oracle / Package
Package
SAP
Solution
Active Cycle
Custom
Custom
Custom
SAP
Baan
Custom
Custom
Custom
SAP
(*) No installation software known
Draft version for discussion purpose only
(**) Only installation cost follow-up
software called Zapping (custom)
©2003 Accenture. All Rights Reserved.
Maintenance
Custom
- (*)
Custom
SAP (to be installed)
Custom
Package
Custom
- (**)
SAP (to be installed)
11
Pilot Choice
Synthesis of the “experience-based” strategy
The top proposed candidates for Finance and Quote to Cash are (*) :
ABC Company
(Portugal)
2
Pros
+
+
+
+
Business coverage
Medium IT conversion difficulty
Local skills (if SAP is chosen)
Low training difficulty (if SAP)
Cons
- Few IT people but Spain support
- Language
- Transportation
DEF Company
(Belgium)
GHI Company
(Spain)
1
3
+ Business coverage
+ Burning IT platform
+ Language
+ Business coverage
+ Strong local IT Team
- High IT conversion difficulty
- Few IT people
- No Tonnage
-
(*) See details in the appendixDraft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
Business impacts if roll-out failure
Training timeframe
Current system is working well
Language
12
Pilot Choice
Synthesis
DEF Company
(Belgium)
The top proposed candidates
for the pilot are :
ABC Company
(Portugal)
?
?
?
GHI Company
(Spain)
Other considerations :
 If Home Care functionalities are not included in the first Quote to Cash
release, the Healthcare legacy system will have to continue running until
Home Care release is completed.
 How is the HomeCare system integrated to the Merchant system for
Belgium, Portugal & Spain ?
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
Affiliates Deployment Plan
Sequencing of affiliates
• The following selection criteria have been considered to define the
scope of the waves :
 First wave: high business priority and reduced risk
 Second wave: high or medium business priority
 Third wave: remaining affiliates
• The selection process is the following :
 internal “dispatch” performed by the AL Project Program management
team (May, 17th)
 dispatch list debrief with Project Program sponsors (May, 18th)
 European review board validation (15th/16th June)
Note : Euro constraints have been disconnected from the deployment strategy due to the roll-out
planning (few affiliates will be fully deployed on January, 1st 2002)
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
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14
Affiliates Deployment Plan
3 proposed scenarios :
 Scenario 1 : ABC Company is pilot
PILOT
ABC Company
# of users to train (*) :
# of sites (*) :
# of legal entities:
139
12
8
WAVE 1
WAVE 2
DFE Company, GHI Company, JKL
Company, MNO Company
1447
103
43
PQR Company,
STU Company,
VWX Company,
YZA Company
1806
77
12
WAVE 3
BCD Company, EFG Company,
HIJ Company, KLM Company,
NOP Company, QRS Company
1760
152
44
 Scenario 2 : TUV Company is pilot
PILOT
TUV Company
# of users to train (*) :
# of sites (*) :
# of legal entities:
222
10
3
WAVE 1
WXY Company, ZAB Company,
CDE Company, FGH Company
1364
105
48
WAVE 2
IJK Company,
LMN Company,
OPQ Company
1806
77
12
WAVE 3
RST Company, UVW Company, XYZ Company,
ZYX Company, WVU Company, TSR Company
1760
152
44
 Scenario 3 : QPO Company is pilot
# of users to train (*) :
# of sites (*) :
# of legal entities:
PILOT
WAVE 1
WAVE 2
WAVE 3
QPO Company
NML Company, KJI Company,
HGF Company, EDC Company
BAZ Company,
YXW Company,
VUT Company
SRQ Company, PON Company, MLK Company,
JIH Company, GFE Company, DCB Company
491
32
8
873
73
40
2023
87
15
(*) Inventory still in progress, some figures need to be validated or completed
Draft version for discussion purpose only
It’s a “logical” inventory : some physical users may be accounted for 2 or more.
©2003 Accenture. All Rights Reserved.
1760
152
44
15
Affiliates Deployment Plan
Example of planning for the deployment
Year 2
Year 3
Year 4
Pilot
Quote to Cash
Finance
Procurement
Year 1
Wave 1
Wave 2
Wave 3
Pilot
Wave 1
Wave 2
Wave 3
30 months
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
16
Affiliates Deployment Plan
Deployment inside affiliates
3 strategyes for the deployment in one affiliate :
 “Global” by function : deploy one function (e.g. Finance/Procurement or
Quote to Cash) in one piece for all the affiliates
 “Regional” : within the affiliates, deploy region by region
 “Integrated” : all functions deployed in one stream (Finance/Procurement
+ Quote to Cash solutions deployed consecutively)*
Big Affiliates
Medium Affiliates
(ABC Company, DEF Company)
(GHI Company, JKL Company)
Global
Global
Finance/
Procurement
Small Affiliates
(MNO Company, PQR Company,
STU Company, VWX Company)
Integrated
Quote to Cash
Global or Regional
Global or Regional
(*) The strategy is feasible as soon as Finance/Procurement & Quote to Cash are achieved
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
17
People & Organization
Key processes of the roll-out
Project
Design,
Build & Test
Affiliate
Install
Software on
Data Center
Train
key users
(Project
Academy)
Prepare
roll-out
industrialization
tools
Test solution
Authorize
deployment
on other
affiliates
Go / No
Go
Go / No
Go
Software
Parameterization
and set-up
Train
end-users
Go-live
with new
solution
Task
for all
affiliates
Develop IT local
adjustments
(migration,
interfaces,
software
installation)
Task for
the pilot
only
For all affiliates
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
Legend
18
People & Organization
Key Responsibilities (Tasks, People, Places)
Teams
Business
Capability
Deployed Affiliates
Solution Center
Data Center
Tasks
Locations
BCM
Key Users
(Design)
Roll-out
Team
Design,
Build & Test
Project
Full time
Full Time
Train
key users
Project
Part Time
Part Time
Train
end users
Affiliate
Prepare roll-out
Industrialization Tools
Project
Develop IT Local
Adjustments
Affiliate
Install
Software
Data Center
Software Parameterization
and Set-up
Affiliate
Part Time
Full Time
Full Time
Test Solution
Affiliate
Part Time
Full Time
Full Time
Design Team
(IT Project)
Roll-out Team
(Competency Center)
Full Time
Architecture
Team
Projection &
Support Team
Full Time
Part Time
Full Time
Part Time
Full Time
Full Time
Full Time
Part Time
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
Part Time
Full Time
Full Time
Full Time
Part Time
Full Time
Full Time
Part Time
Part Time
Part Time
Part Time
19
Next Actions
 Validate the strategy and the “short lists”
 Agree / decide with sponsors and AL management
 Communicate with the affiliates
 Set up of all tasks with affiliate(s) involved in the Pilot
 Choose the ERP solution
 Select the pilot
 Validate the deployment strategy
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
20
Appendix
• Alternative for the Release strategy
• Detailed criteria & results for the Pilot selection
• Results for the sequencing of waves
• Users Inventory
• Euro Study : Workload & cost estimation for Project core affiliates
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
21
Release strategy
Alternative
 Release 0 (first deployed affiliates) : Finance/Procurement solution.
 Release 1 : Quote to Cash solution with 2 alternatives :
 Alternative 1 (*) :
 Alternative 2 (*) :
Release 1.1 includes Merchant + Hospital
Release 1.2 includes Homecare
Release 1 includes Merchant + Hospital + Homecare
 Release 2 : Merchant/Hospital/Homecare business improvements + Tonnage
solution
Alternative 1
Quote to Cash
Merchant
0
Release
1.1
Release
2000 - 2002
Release
Quote to Cash
Hospital
Quote to Cash Quote to Cash
Homecare
Tonnage
FINANCE / PROCUREMENT
Alternative 2
Quote to Cash
Merchant
Quote to Cash
Hospital
FINANCE / PROCUREMENT
1.2
2
2003 ...
Release
(*) : refer to “Fit Analysis Oracle - Executive
summary
- v 1.0”purpose only
Draft version
for discussion
©2003 Accenture. All Rights Reserved.
Quote to Cash Quote to Cash
Homecare
Tonnage
22
Release strategy
Alternative 1 is recommended
As of today :
 Following affiliates are really waiting for a new Home Care system :
Belgium & Portugal
 There are few Homecare functionalities in the solution and only
“breathing” functionality => few capitalization with the existing systems
 The Homecare target business model should be built with the ABC-DEF
team (fully business coverage) but :
 ABC is busy with its current deployment until the end of 2000
 DEF is in a restructuring process and doesn’t have the resource capability to
support such project
Conclusion :
 Homecare IT solution should be developed when the above constraints
will be solved
 Alternative 1 is the recommended one : Quote to cash Home Care will be
added in the target solution after January, in the release 1.2 of the
system
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
23
Pilot Choice
Principles of the “analytical” strategy
 There are 3 types of criteria used to assess the affiliates :
 Disqualifying criteria (No merchant business or merchant turnover < 50 M €,
joint-venture affiliate, full healthcare affiliate)
 Criteria that would represent a business leap forward (B)
 Criteria linked to the risk of failure (R)
 For affiliates not excluded :
 Each criteria has a weight (1, 3 or 5)
 Regarding each criterion,
each affiliate is scored
(range from 0 to 5)
 The criteria are the following :
Criteria
 Few local requirements
 Merchant affiliate
 Mono line of business affiliate
 Data conversion complexity
 High Euro migration savings
 Poor and/or old system
 IT team size
 High availability of key users
 Low number of users
 Candidate to be pilot
 No major specific legislation
 WAN capability
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
B/R
B
B
R
R
B
B
R
R
R
R
R
R
Weight
5
5
3
3
3
5
3
5
3
5
3
3
24
Pilot Choice
Criteria used for the “experience-based” strategy
The following criteria
were used to select the
pilot :
1. Business Relevance




Business line coverage (merchant as minimum)
Business performance (gaps between target & current model)
Few local requirements / few specific legislation
European representative businesses
2. Personal Management commitment


Affiliates Management Team personal involvement & support
Burning Platform (urgency to change)






Business
IT
Euro migration
Concurrent projects
Availability of key users
Sponsoring
3. Complexity & Risks





IT (interfaces, data conversion, systems)
Organization
WAN capability
Language Capability
Geographical Accessibility
4. Change Barriers


cultural
social tension
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
25
Pilot Choice
The short lists of candidates for pilots are the following :
Proposed short list for the pilot
by Person A
Rank
1
2
3
Affiliate
ABC Company
DEF Company
GHI Company
Country
Belgium
Netherlands
Italy / Spain
Proposed short list for the pilot
by Person E
Rank
1
2
3
Proposed short list for the pilot
by Person B
Rank
1
2
3
Affiliate
JKL Company
MNO Company
PQR Company
Country
Belgium
Belgium
Netherlands
Affiliate
STU Company
VWX Company
YZA Company
Country
Portugal
Spain
Belgium
Rank
1
2
3
Affiliate
BCD Company
EFG Company
HIJ Company
Country
Belgium
Portugal
Spain/France
Affiliate
TUV Company
WXY Company
ZAB Company
Rank
1
2
3
Affiliate
CDE Company
FGH Company
IJK Company
Country
Belgium
Netherlands
France
Proposed short list for the pilot
by Person H
Rank
1
2
3
Affiliate
LMN Company
OPQ Company
RST Company
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
Country
Portugal
Spain
Belgium
Proposed short list for the pilot
by Person G
Proposed short list for the pilot
by Person D
Rank
1
2
3
Country
Belgium
France
Netherlands
Proposed short list for the pilot
by Person F
Proposed short list for the pilot
by Person C
Rank
1
2
3
Affiliate
KLM Company
NOP Company
QRS Company
Country
Belgium
Portugal
Greece
26
Affiliates Deployment Plan
FGH Company
BCD Company
EFG Company
2
3
1
3
3
3
2
3
1
3
3
3
2
2
1
1
3
3
3
3
3
3
1
1.20
2.17
1.60
1.50
2.40
2.60
1.50
2.50
2.50
1.80
3.00
1.00
1
1
1
1
1
3
1
3
3
2
1
1
1
1
2
1
3
1
3
3
2
1
1.00
2.17
1.00
2.00
2.60
1.20
2.17
Draft version for discussion purpose only
IJK Company
YZA Company
2
2
1
1
2
1
Portugal
Greece
CDE Company
3
3
3
1
3
Germany
Netherlands
VWX Company
3
3
2
2
3
WXY Company
STU Company
3
2
2
3
2
TUV Company
PQR Company
2
1
1
1
2
2
QRS Company
MNO Company
2
1
2
2
1
NOP Company
JKL Company
2
2
1
3
3
2
©2003 Accenture. All Rights Reserved.
1
1
3
1
2
3
Belgium
GHI Company
1
1
2
1
1
HIJ Company
DEF Company
DIX
GFN
HWF
OJH
WJK
KGQ
KLM Company
France
Spain
ABC Company
Italy
Assessor
Average
ZAB Company
The consolidation of the internal “dispatch” performed by the BCM
and the IT Managers is the following :
27
List of Affiliates - Users Inventory
As of today, our knowledge of the number of users to train
is the following :
Affiliate
ABC Company
DEF Company
GHI Company
JKL Company
MNO Company
PQR Company
STU Company
VWX Company
YZA Company
BCD Company
EFG Company
HIJ Company
KLM Company
NOP Company
QRS Company
TUV Company
WXY Company
ZAB Company
CDE Company
FGH Company
IJK Company
LMN Company
OPQ Company
RST Company
UVW Company
XYZ Company
ZYX Company
WVU Company
TSR Company
TOTAL
Country
Italy
Italy
Spain
Spain
Portugal
Portugal
France
France
France
France
France
France
France
France
France
Belgium
Belgium
Germany
Germany
Germany
Sweden
Poland
Netherlands
Switzerland
Denmark
Finland
Greece
Tunisia
Morocco
# of users to train
Procurement
Active Cycle
109
329
23
30
112
331
56
109
Total # of
physical users
537
86
368
123
# of sites
37
10
22
10
Finance
99
33
116
36
7
19
0
0
197
46
17
31
1
2
29
50
15
9
10
2
300
71
194
7
6
17
24
22
34
28
8
300
36
428
80
29
6
5
0
0
43
8
865
115
37
80
32
132
469
0
0
85
26
1465
222
523
80
40
155
498
350
34
107
32
3
2
30
8
1
12
7
10
371
10
7
11
10
4
29
15
14
1114
1
8
0
0
0
20
29
0
1293
0
20
0
0
2
83
117
83
2945
11
30
280
265
6
89
132
97
5727
These companies are out of the first deployment phase (30 months)
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
28
Euro costs estimations (in k€)
(extracted from the EURO Workload and cost estimation for
Project core affiliates presentation of March, 8th)
Affiliates
ABC Company
DEF Company
GHI Company
JKL Company
MNO Company
PQR Company
STU Company
VWX Company
YZA Company
IT costs
Internal
External
104
270
24
36
12
305
76
419
13
22
13
220
15
13
23
User
Costs
70
31
24
20
18
31
3
10
23
Sub total
257
1,308
230
Oracle migrations
BCD Company
EFG Company
HIJ Company
KLM Company
40
40
28
-
150
100
130
30
20
20
8
4
Sub total
108
410
52
Total
365
1,718
282
Hardware
rental
30
15
6
51
1,846
210
160
166
34
51
Draft version for discussion purpose only
©2003 Accenture. All Rights Reserved.
Total
Expenses
474
91
356
515
53
270
31
10
46
Hardware
investments
6
15
21
160
570
160
2,416
181