258安達(dá)信—某軟件公司的咨詢(xún)方案

1、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 Andersen’s perspective on sof

2、tware 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 Pr

3、oject 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,Plaskolite’s ove

4、rall 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

5、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 Identi

6、fy process improvement opportunitiesResearch and identify viable software candidatesObjectively facilitate the evaluation of the most appropriate software alternativesDefine appropriate technical architectureAssist w

7、ith vendor negotiationsPlan 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

8、level business process mapsProcess Improvement OpportunitiesSoftware requirements and “knock-out” criteriaFunctionalTechnicalVendorList of potential software candidatesVendor demonstration scriptsSoftware selecti

9、on recommendationSoftware, hardware and services cost estimatesHigh-level implementation planOrganizational impact assessment,Section 1: Introduction,Our Perspective,Our local experience with integrated software pack

10、ages 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

11、of some of our recent engagements in Ohio.,Section 2: Project Overview,Arthur Andersen’s philosophy is to remain independent of software vendors.Consequently, Arthur Andersen can objectively evaluate integrated softwa

12、re 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. Howe

13、ver, 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 effective

14、ly 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 priceArthur

15、 Andersen receives discounted training for its professionalsArthur Andersen has access to software, product support and other resourcesBy strategically aligning themselves with Arthur Andersen, key software vendors can

16、 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, testin

17、g 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 implemen

18、tations. 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

19、,Industry ExpertiseBest Practices/Process SkillsSoftware ExpertiseKnowledge Capital,Our Perspective - Collaboration,We believe true business change can only be sustained by Plaskolite team members. We will serve as “

20、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 t

21、he 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 comp

22、letion.,Arthur Andersen,Hired Experts,Plaskolite,,Plaskolite,,Industry ExpertiseBest Practices/Process SkillsSoftware ExpertiseKnowledge Capital,Experience,Typical Approach:Outsiders “drive” the solutionOur Approac

23、h: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 ApproachImplementation of any

24、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 rel

25、evance.,Section 2: Project Overview,Our Perspective - Knowledge Sharing Tools,Leveraging our Firm’s global information sharing network is key during software evaluation projects.,,Finalists,Package Software Competency C

26、enterMethodologiesSelection MatricesResearch & EvaluationsResource Clearinghouse,Andersen Firm-wide ExperienceEngagement TeamSoftware ExpertiseIndustry ExpertiseManufacturing Industry Program,Andersen Knowled

27、ge Sharing ToolsLotus NotesAA On-line - Andersen’s Global Information Sharing NetworkGlobal Best Practices Knowledge Base (Intranet)KnowledgeSpaceSM (Intranet),,,,,Third Party Information Sources The Gartner-GroupA

28、dvanced Manufacturing Research Inc. (AMR)Computer SelectDATAPROIndustry Publications,Section 2: Project Overview,Project Approach - Evaluation Components,During the software evaluation process, the field of potential

29、 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 considera

30、tions, 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,,,,Functiona

31、lFit,Vendor Viability,FinalSelection,,,Technology Use& Vision,,References &Site Visits,ImplementationCosts,Pricing &Negotiations,,,,RFI responses, screening interviews,Detailed Knock-out Criteria, Comp

32、any 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 / Ben

33、efit 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 af

34、ter 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 (

35、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 in

36、dustry 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 meth

37、odology 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. Ensur

38、e 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

39、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 tha

40、n 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 isn

41、’t 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,

42、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 vendor’s approach. We recommend a “n

43、o-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

44、 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 f

45、or improvement.,Section 2: Project Overview,On-going,Project Scope & Approach,Arthur Andersen’s packaged software methodology framework consists of 6 major phases while emphasizing an aggressive program of project m

46、anagement and change enablement. This proposal addresses the first 3 phases of work. At the completion of these phases, we will take a checkpoint with Plaskolite’s management to determine Arthur Andersen’s involvement

47、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,,,,Strateg

48、y,,Requirements Definition,,Software Evaluation & Selection,,Design & Business Process Simulation,,Implementation,,Support & Continuous Improvement,,Implementation Planning,“Stabilize and prioritize.”,Checkp

49、oint,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 Selecti

50、on,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.,,DesignTechnicalArchitecture,Software Selecti

51、on 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 b

52、enefits.,,,,,FunctionalTechnicalVendor,,Identify Process Improvement Opportunities,Identify Requirements & “Knock-out “Criteria,Research Software Alternatives,StrategyProcessesOrganizationTechnology,REQUIR

53、EMENTSDEFINITION,SOFTWARE EVALUATION & SELECTION,IMPLEMENTATIONPLANNING,,Checkpoint,,Checkpoint,Plan the Implementation,Review Current State,Develop PreliminaryCost Estimate,Finalize & Obtain Approval,Define

54、 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 t

55、o 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 stat

56、e and cooperatively craft Plaskolite’s “to-be” business process vision.,Plan the project and mobilize the “core” selection team Facilitate group discussions and interviews with executives and key usersIdentify and map

57、 key business processesIdentify key customer and vendor business requirements, as well as functional and technical software requirementsReview Arthur Andersen’s Global Best PracticeSM Knowledgebase, examples of best pr

58、actices, best companies, and performance measures by business processIdentify process improvement opportunitiesPrioritize the list of systems requirements from the interviews and process reviewsResearch software candi

59、datesDevelop software selection “knock-out” criteria (functional, technical, vendor) to shorten the list to a manageable number of contendersBegin discussions with the software finalists regarding proposed configuratio

60、n and resource requirementsDevelop high level systems architecture Develop preliminary estimate of hardware, software, training, and implementation costs and options,Key Tasks,High level process mapsGlobal Best Practi

61、ceSM Knowledgebase examplesList of process improvement opportunitiesPrioritized software selection “knock-out” criteriaInitial list of software candidates through market research, industry insight, vendor viability, A

62、rthur Andersen firm-wide knowledgeResponses to software selection “knock-out” criteria (Request for Information - RFI)Short list of software finalistsList of assumptions impacting cost estimatePreliminary cost estima

63、te,Key Deliverables,Section 3: Project Approach,,,,,,,,,,,,,REQUIREMENTSDEFINITION,SOFTWARE & HARDWARE EVALUATION & SELECTION,IMPLEMENTATIONPLANNING,,Checkpoint,,Checkpoint,,,,,,,,Prepare demonstration script

64、s incorporating Plaskolite’s “knock-out” criteria Schedule vendor demonstrations, review expectations and provide scriptsFacilitate vendor demonstrationsIdentify perceived gaps between software capabilities and busine

65、ss requirementsEvaluate 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 g

66、ain consensusCheck vendor references and perform site visits as necessaryIdentify contract negotiation objectives and strategyConfirm initial assumptions regarding preliminary cost estimateUnderstand other potential

67、cost components (one time and on-going costs)Negotiate with the finalistsGather final quotes from software vendorsFinalize cost estimate based on hardware, software, training, implementationSenior management to selec

68、t the final vendor based on:Functional fitTechnology use and visionVendor viability,,Project Approach - Evaluation and Selection,The purpose of this phase is to ensure a fair and effective selection. It involves deve

69、loping 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 an