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Deloitte Inc. 360 Main Street Suite 2300 Winnipeg MB R3C 3Z3 CANADA Tel: Fax: www.deloitte.ca
June 6, 2006 ICT Procurement Branch 1100 215 Garry Street Winnipeg MB R3C 3P3 Subject: Systems Integrator Flexible Real Estate on mySAP ERP 2005 Deloitte is pleased to respond to the Systems Integrator Flexible Real Estate on mySAP ERP 2005, RFP # ICTP-0027-06-TGS for the Government of Manitoba. We assure you of our competence to complete the project to the highest professional standards. To the best of our knowledge the information contained in our proposal submitted to you on this Request for Proposals is true and accurate in every respect. In the event that any agreement should be entered into between our firm and Manitoba as a result of this process, we acknowledge that our response to the Request for Proposals may be included as an appendix to such an agreement. We further acknowledge that any material inaccuracy in our response to the Request for Proposals could be a basis for invalidating such an agreement. We commit to accepting the conditions and provisions of the Request for Proposals identified in Sections 5 Conditions and Instructions, and 6 Manitobas Contractual Requirements. We commit that the prices quoted will be valid for a period of 90 days from the Closing Date of the Request for Proposals. We acknowledge that you have absolute discretion in the selection of suppliers. Yours truly,
Table of Contents
Executive Summary..............................................................................................................1 2.1 Facts and Assumptions.....................................................................................................5 2.2 Proponent Qualifications....................................................................................................7 2.2.1 2.2.2 2.2.3 2.2.4 Proponent History................................................................................................7 Related Experience..............................................................................................9 Personnel.........................................................................................................16 Other Resources................................................................................................17
2.3 Subcontractors and/or Business Partners...........................................................................19 2.4 Management Approach...................................................................................................20 2.4.1 Understanding of Scope and Objectives................................................................20 Breakdown and Preventative Maintenance....................................................................21 Maintenance Workorders............................................................................................21 Contract Management...............................................................................................21 Project Services........................................................................................................21 Procurement and Inventory........................................................................................21 Cost Capture including time as well as expenses.........................................................21 Leasing....................................................................................................................21 Billing, Cost Recovery and Occupancy..........................................................................21 Space and Accommodation Planning............................................................................21 Developing a formal SAP training program for Provincial staff..........................................32 Pairing and mentoring of consultant and Provincial staff.................................................32 Individual capability transfer contracts with formal reviews.............................................32 An approach to completing work that provides Provincial staff the opportunity to utilize hands on SAP skills during the project.........................................................................32 Identification and finalization of the data conversion strategy (what data is required, how much history is converted, how will it be converted) done as part of BluePrint Phase! ....................................................................................................................32 Staffing a discrete provincial team with responsibility to collect, clean and ready the data for loading..........................................................................................................32 Proactive change management activities......................................................................33 Creating early indications of performance and managing the dip in performance.............33 Daily check-in calls with key users during the initial stabilization period to highlight issues. ....................................................................................................................33 Creating a SWAT team that can be dispatched should remedial training be required........33 2.4.2 Project Organizational Structure and Responsibilities..............................................35
Government of Manitoba RFP # ICTP-0027-06-TGS
Project Management and Control.........................................................................38 Risk Management..............................................................................................40 Delivery Work Plan and Schedule.........................................................................46 Quality Assurance..............................................................................................51 Warranty..........................................................................................................55 Enhancements...................................................................................................58
2.5 Proof of Insurability........................................................................................................60 2.5.1 2.5.2 Commercial General Liability Insurance.................................................................60 Errors and Omissions Insurance...........................................................................60
2.6 Pricing..........................................................................................................................61 2.7 Attachments..................................................................................................................62 Appendix 1 Resumes........................................................................................................63 Appendix 2 Risk Management Plan Template.......................................................................97 Appendix 3 Preliminary Microsoft Project Plan for Phase 1 and Phase 2..................................101 Appendix 4 Sample Quality Assurance Questionnaire..........................................................106 Appendix 5 QAR Processes, Roles and Responsibilities Details, Supporting Tools and Templates ................................................................................................................................ 110 Appendix 6 Application Support Centre..............................................................................113 Appendix 7 SAP Real Estate Management in SAP Solution Manager.......................................117
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Clients
Board City of Vancouver City of Ottawa Colorado Department of Transportation Toronto District School
Executive Summary
Deloitte is committed to extraordinary service, innovative solutions and exceeding client expectations. Our clients look to us as their business partner, strategic planner, and trusted advisor. We firmly believe we are uniquely positioned to assist the Accommodations Services Division (ASD) of Manitoba Transportation and Government Services with the implementation of a flexible Real Estate solution based on the following capabilities: Proven track record we have successfully implemented this solution for other public sector clients. The right combination of skills public sector, real-estate and SAP. We understand the overall transformation program at the Province. We understand the Provinces people, processes and IT landscape. Superior team that knows your business. Flexible ongoing support options. SAP partnership.
Proven track record we have successfully implemented this solution for other public sector clients. We understand that as part of the Provinces strategy to leverage the investment made in SAP, ASD conducted a fit assessment of SAP against its business requirements which resulted in a high degree of fit. As a result of the fit and the strategic direction of the Province, mySAP Real Estate has been selected as the technology solution to support and enable the organization given the requirements of today and down the road. We appreciate that there may still be some scepticism with regards the organizations ability to implement what may be perceived as a complex solution. We understand these concerns and can increase your comfort level given our proven track record of successfully implementing the same SAP modules for similar business needs with other public sector clients. We understand the unique considerations associated with implementing the Real Estate modules in a public sector context. The right combination of skills public sector, real-estate, and SAP.
Public Sector SAP
There are several consulting firms that can offer SAP experience to ASD with the implementation of the Flexible Real Estate on my SAP ERP 2005 solution. This is important and required experience, however, it will not in and of itself ensure a successful implementation at ASD. One of the key drivers of success for the project will
Government of Manitoba RFP # ICTP-0027-06-TGS
be to ensure the right skill mix. Our breadth of Real Estate and Asset Management expertise coupled with public sector experience and SAP product knowledge will ensure that best practices, relevant to your context, will be identified and effectively designed into the overall solution. Deloitte brings the necessary combined expertise. We have resources that have experience with Real Estate management, the SAP Flexible Real Estate and the application of both within a public sector environment. We understand the overall transformation program at the Province. Deloitte has been actively involved in a number of aspects of the Province of Manitobas transformation program. We are knowledgeable around the following dimensions of the Provinces transformation program: Transformation strategic objectives, issues and drivers. Overall Program management and governances plans. Transformation Change management challenges. Specific projects and initiatives in place to support the program. Supporting application and technology landscape.
Based on this knowledge of the transformation program Deloitte is uniquely positioned to complete this engagement with consideration and consistency with the objectives of the overall transformation plan at the Province. We understand the interdependencies and integration of this project with the overall program and specifically related to the current upgrade of SAP R/3 version 4.6B to mySAP ERP 2005 ECC 6.0 and the planned continuous improvement initiative. We understand the Provinces current people, processes and IT landscape. Deloitte has a long standing track record of assisting the Province with SAP related initiatives. We were the prime systems integrator for the original implementation of SAP at the Province and have since assisted the Province with a variety of other activities (e.g. upgrade assistance, business transformation program charter, e-commerce pilot application inventory assessment). We have also had the opportunity to work with ASD to understand the operational issues associated with the real estate responsibilities. This work has allowed us to build our knowledge of the Provinces and ASDs processes, technology solution as well as the people/organization and working culture. Given this deep involvement with the Province and preliminary work undertaken with ASD, the Deloitte team has a good understanding of what is required to successfully deliver the project. It will also allow our team to hit the ground running, avoiding timely background assessments of existing processes and systems. Several of the proposed project team members were part of the initial implementation and some of the other projects at the Province. This will ensure first hand and detailed knowledge of integration considerations for the ASD SAP Real Estate implementation. Superior team that knows your business. We are proposing a senior team that has significant experience with the Province, Real Estate Management, Asset Management, SAP, SAP Real Estate. The following summarizes the depth of expertise of the proposed Team.
RESOURCES
ROLE
POM EXPERIEN CE
Marcus Hill Eric Jensen Roland Sabourin Ruth Parrett Frank Brodie Bob Lawson Bob Hirshfeldt John OLeary Linda Frampton Mike Wong Kathy Parker Maxine Clarke-Johnson Giscard Rous Sheryl Owens Randy Scoville Willie Lam
Engagement Partner QA Partner Project Manager SAP Real Estate SAP Plant Maintenance SAP Project System SAP Materials Management SAP Finance SAP Human Resources Technical Architecture Change Management Change Management ABAP Developer Real Estate SME * Asset Management SME Technical Architecture SME
*SME Subject Matter Expert Flexible ongoing support options. We recognize that ASD is concerned about their ability and cost associated with providing ongoing support to the organization. Deloitte has committed, as part of the scope of this proposal, to provide four weeks of post go-live support. After that, Deloitte is in a position to provide ongoing post implementation support to ASD with a seamless transition from a project team support structure to a more permanent support organization. We offer flexible application management and support services that provide our clients with specific levels of support, when they need it. Our offering ranges from providing an entire functional and technical support team to providing as-needed support for demand peaks, with numerous options in-between. We understand that one size does not fit all, and as such we believe in working with our clients to determine what will add the most value given their unique situation. In addition, these support services can be leveraged to support the implementation enabling cost reductions as well as effectively positioning the transfer of knowledge to the support centre resources. SAP partnership. Our approach to SAP implementations is based on a partnership approach with SAP. We recognize that ASD has made a significant investment in working with SAP to drive out the SAP solution for ASD. We acknowledge that ASD has contracted directly with SAP for services related to blueprint design as well as quality assurance reviews (i.e. safeguarding). Our approach is a collaborative, integrated approach with SAP. SAPs activities and involvement will be integrated into our overall workplan. We have a successful history of working together the combined expertise positions the project for success.
We understand that the SAP Real Estate is one of many initiatives planned for ASD. Managing these multiple parallel initiatives can be a challenge, however, we feel confident that we can effectively manage risk associated with this project and are in a position to work with you regarding resource/priority coordination. We believe that a projects success depends substantially on the quality and experience of the people involved. The members of the Deloitte team for this project have extensive experience in designing and deploying SAP, Asset Management and Real Estate solutions. Additionally, we bring both experience and willingness to conduct knowledge transfer; our truly collaborative approach allows for a free flow of information, and has been a key success factor in our projects. Our goal is to ensure you are successful after we are gone.
Software and hardware were not requested in the RFP. Impacts functional configuration and documentation effort. Impacts infrastructure configuration effort by ensuring adequate performance of test and development systems. Impacts infrastructure configuration effort. Impacts infrastructure and security configuration effort during all phases of the upgrade.
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Impacts configuration and testing effort during the project. Lack of active involvement could result in unnecessary change resistance in the organization and cause project delays.
Lack of involvement could result in the design of a solution that can not readily be leveraged by other Provincial Departments and does not take into consideration integration aspects with other planned projects/initiatives. May result in significant unplanned technical work and potential additional testing if environment strategy is not clearly defined.
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May result in rework and delays if new standards are introduced once the project is underway.
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Impacts expense costs and configuration effort for the on-site resources.
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Impacts expense costs and configuration effort for resources both onsite and remote.
Ref. # 14
Fact or Assumption ASD will provide the appropriate documentation, process models, and data models as well as other relevant technical and background information as required by the Deloitte team. ASD reviews and provides feedback on all documentation and deliverables within five business days. ASD will make available experienced users to conduct integration and acceptance test during the implementation phase of the project. ASD will be responsible for all media inquiries.
Relevance to the Proposal Impacts functional configuration effort by accelerating the project teams understanding of the current environment. Impacts project management effort for the acceptance of deliverables. Impacts elapsed time and quality of testing. This is an important issue and ASD should not under estimate the value of the experienced users. Deloitte will not be involved in any aspects of media as it relates to this project unless specifically agreed to by both Deloitte and ASD. Deloitte is motivated to complete the project as defined on-time, on-budget and on-scope. Deloitte will review and comment on terms and conditions within any contract that ASD wishes Deloitte to agree to. Deloitte will return comments back to ASD no later than three working days after receiving the proposed contract. ASD should work with purpose to discuss any issues with Deloitte in an expedited manner in an effort to ensure that timelines are met. Deloitte will provide an early start-up contract should normal contracting be prolonged. As an alternative to speed the contracting process, ASD could consider using our terms and conditions that we typically use with clients. These could be used for the master agreement or for an early start up contract.
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Upon completion of the project, ASD will provide Deloitte a reference. ASD has not provided a contract for Deloitte to consider and comment upon as part of this Request for Proposal.
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Toolset is familiar to Manitoba from previous projects and current upgrade project. In-house skills will be leveraged.
Worldwide Consulting 119,000+People $12.4B+Revenue 140 Countries 55,000+ Professionals 7,000 Dedicated SAP Audit Tax Financial Services 6,600+ Professionals 150 Dedicated SAP Consulting
Deloitte has been serving Canadian organizations for over 150 years. We have a proven track record for producing results and a reputation for client satisfaction, coast-to-coast and internationally. We focus on partnering with our clients to understand their businesses and critical success factors, and bringing the best resources (people, methodologies and tools) to develop solutions to our clients most critical issues. Deloitte has a solid professional reputation noted for a collaborative working style and is prepared to work with the Province of Manitoba in a manner or role that makes sense to make you successful. We offer a complete range of services in strategic planning, change leadership, operations management, process improvement, business case development, service transformation, and systems planning and implementation.
Our Vision is to be the worldwide leader in delivering innovative business solutions and services in the e-economy.
Specifically in Canada, the following table provides some statistics as to our size and stability.
Revenue FY 2005 Total People Number of Partners Number of Professional Staff Number of Administrative Staff Locations $1.1 billion 6,115 512 4,091 1,512 47
Clients
Public Sector
City of Ottawa Colorado Department of Transportation 2.2.2 Toronto District School City of Vancouver
Board SAP
Real Estate
Related Experience A Unique Combination of Skills Enabling Success for the Province
There are several consulting firms that can offer experience to the Province with the implementation of the Flexible Real Estate on my SAP ERP 2005 solution. This is important and required experience, however, it will not in and of itself ensure a successful implementation for ASD. The Real Estate module within SAP was designed to support property management within a commercial setting. The functionality required to support ASDs needs is inherent within the software, however, there are unique considerations in terms of the design of the solution based on the unique processes/needs when applied in a public sector environment. A few examples include: Integration with public sector funds management (i.e. more complexity in accounting for maintenance and inventory). Need for enhanced visibility and transparency in the disposition of property (i.e. determination of fair market value and non-commercial considerations). Unique visibility to infrastructure attributes to enable informed investment decisions.
Deloitte brings the necessary combined expertise. We have resources that have experience with Real Estate management, the SAP Flexible Real Estate and the application of both within a public sector environment.
experience that they need, plus the depth of experience in emerging e-Government initiatives that can make the difference for their future success. Deloittes Public Sector practice has worked with all levels of government, all over the world, including, but not limited to, nearly all of the 50 states in the U.S. and the U.S. and Canadian federal governments, as well as many of the major cities, counties, school districts, and universities in North America. Globally, our Public Sector practice has served major government agencies, health organizations, and public learning institutions in Europe, Asia-Pacific, and Africa. Our experience in the Public Sector also reflects our understanding of the unique management issues in the public environment, coupled with an overriding understanding of the programmatic issues specific to government programs. Our team is experienced with the public sector industry and working at the Province of Manitoba. Deloitte has been involved with several initiatives that bring relevant knowledge and insight to the ASD Real Estate initiative.
Work Undertaken for the Province Original implementation work Deloitte undertook the original implementation of the first footprint of SAP at the Province and still retains significant knowledge of the applications, the implementation processes and the results. Relevance to ASD Implementation Some of the proposed resources were staffed on the initial implementation. As such, they have an understanding of the current SAP solution that ASD would need to interface with. This will reduce risk and the timeframe associated with designing processes, the supporting SAP configuration and associated interface points. Our proposed project manager was involved in some of the preliminary work undertaken. As such, there is some working knowledge of ASDs facilities management challenges, supporting processes and technology as well as working environment. This knowledge will be leveraged and will reduce the learning curve associated with understanding your business and needs. This work has provided us a broad understanding of the specific objectives, benefits and costs associated with one of the projects associated with the overall transformation project. This provides context for the proposed Real Estate initiative. This work provided us with a detailed understanding of the specific projects associated with the BT1 initiative. The Real Estate implementation for ASD is one of these projects. This Knowledge will provide context and a solid understanding of the objectives associated with the ASD initiative. Deloitte is currently working with the Province on the Upgrade project. The ASD initiative will need to be closely coordinated with the upgrade to ensure that at the end a single environment is used to support both initiatives. The Deloitte teams will work closely together to ensure coordination and integration.
Real estate advisory work Deloitte has worked with Transportation and Government Services to understand the operational issues associated with their real estate responsibilities including a review of the packages that could satisfy their application needs
SAP advisory services Deloitte has provided advisory work related to the overall business transformation initiatives and business case for the upgrade to the solution that has now been chosen by the Province. Business Transformation program charter Deloitte recently completed the development of a charter for the new Business Transformation Program BT1.
Upgrade from R/3 to 4.6B to mySAP ERP 2005 ECC 6.0 Deloitte has been selected as the implementation partner to assist with the upgrade.
We have also worked extensively with the Province of Nova Scotia on their SAP Program. In Nova Scotia, we have successfully completed a number of projects; the following being of specific relevance given the ASD proposed initiative and context: Original Implementation Work Deloitte also undertook the original implementation of the first footprint of SAP at the Province of Nova Scotia and still retains significant knowledge of the applications, the implementation processes and the results. SAP Competency Centre We were engaged to assist the SAP Competency Centre in developing their service delivery model.
Government of Manitoba RFP # ICTP-0027-06-TGS
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SAP Program Office We worked with leadership of the SAP Program Office to develop a governance structure that would include representation of all stakeholders in the program.
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Qualification Client Organization Summary of Client Organization Toronto District School Board The Toronto District School Board (TDSB) is the largest school board in Canada and employs over 30,000 personnel. In 1998, the TDSB with an operating budget of $2 billion was created by edict of the Province of Ontario as an amalgamation of the seven boards of education within the City of Toronto. Each of the former boards had its own financial system, none of which was capable of handling the requirements of the new Board. October 1998 January 2000 The TDSB SAP R/3 4.0 functional scope included:
Service Timeframe Brief Description of the Project (including size and scope)
Financials (FI/CO/FM) Procurement (MM) Plant Maintenance (PM) for Facilities Project Systems (PS) for Capital Projects
Roll-out included some 4500 users in 650 locations. With SAP Canada acting as prime contractor, Deloitte acted as the implementation partner for this major initiative. Deloitte provided Project Management Office (PMO) services and acted as the Citys primary integration partner throughout the project. Deloitte provided a broad range of services including:
Project management and integration Change leadership and training support Functional business consulting SAP functional configuration including security Technical architecture design and implementation Technical development Infrastructure consulting capabilities Post implementation support
The project was delivered on time and on budget allowing the new Toronto District School Board to begin its new financial processes at the beginning of its first fiscal year of operation.
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Qualification Client Organization Summary of Client Organization City of Vancouver, British Columbia, CANADA The City of Vancouver initially installed SAP R3 in 1999. After that point, the City continued to improve and extend the benefits it received. November 2002 July 2003 In late 2002, the City determined that the area of facility maintenance and asset accounting for its real estate property, buildings and park facilities provided a significant opportunity for improving value. Deloitte was retained to support the City of Vancouver to extend its SAP footprint to include Plant Maintenance and Asset Accounting and integrating the solution with its existing SAP landscape. A joint City of Vancouver / Deloitte team of approximately 12 core team members coupled with the existing SAP support team completed the design, construction and deployment in a 6 month time-frame.
Service Timeframe Brief Description of the Project (including size and scope)
Qualification Client Organization Summary of Client Organization Colorado Department of Transportation (CDOT) CDOT is responsible for the maintenance of the highway systems in Colorado. This includes road repairs, construction as well as snow removal. August 2005 -> October 2006 (expected go-live) CDOT wanted to implement a technology solution to enable the following:
Service Timeframe Brief Description of the Project (including size and scope)
Track properties across the state Manage contracts for maintaining the properties (e.g. snow
removal, landscaping, HVAC, general maintenance)
Track costs for maintaining these properties Manage lease contracts and associated accounting
CDOT is implementing (i.e. currently in the last stages of the realization phase) SAP R/3 ECC 5.0 Flexible Real Estate to meet all of their real estate business requirements. Key transactions implemented include:
Real Estate leases and contracts and associated Lease contract renew triggers Inspection notices Rental billing and cost recovery Facility maintenance
Deloitte is providing consulting and project management including process design, SAP configuration and testing.
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Reference As requested in the RFP, the following is a reference of one Real Estate/Asset Management engagement of similar size and scope to this RFP within the past two years is provided below.
Reference Client Organization Project Objectives City of Ottawa Integration Business Solutions (IBS) The objective of this project was to support the amalgamation of 12 municipalities to form the new City of Ottawa. It consolidated multiple payroll, and maintenance management systems into one. The IBS program was a series of related projects focusing on building business solutions to integrate Finance, Supply, Human Resources, Real Property & Asset Management, and Transportation, Utilities and Public Works functions for the new City of Ottawa. IBS will help to harmonize business processes and tools used by City staff. The technology platform for this solution is SAP. The currently three projects included in the IBS program: Human Resources (HR)
available at the wastewater plant and pumping stations. This will improve the tracking of work and equipment history, equipment-lifecycle costing, planning and scheduling, and trending analysis. process that incorporates financial data, costing, and HR information at water treatment plants and pumping stations (PM). group, including Surface Operations (roads, parks and snow removal), Traffic and Parking (PM/PS).
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Reference Client Organization Service Timeframe Nature of the Services Provided City of Ottawa Integration Business Solutions (IBS) July 2001 January 2005 Deloitte led Business Transformation activities including the development and implementation of an organizational transition strategy to support the implementation of SAP. Work products included: developing three comprehensive businesses cases to support the system implementation (HR, TUPE, RPAM); leading the process and organizational re-design effort for human resources, work management, asset management, real property, finance and materials management; and overseeing the development, implementation and monitoring of change management, communication, training and benefits tracking programs. Deloitte also led the TUPW project which, building upon the process and organizational re-design effort being carried out by the Business Transformation Office, includes the implementation of an SAP solution in three different areas. First, enhancements are being made to the existing SAP/PM footprint at the Waste Water plant and pumping stations. This enhanced footprint will then serve as the template for the second area: implementing an SAP/PM solution at the Water Treatment plant and pumping stations. Third, the team will be implementing a hybrid SAP PM/PS solution in the Field Operations area. This group consists of the Surface Operations, Traffic Operations and Parking Operations functions of the city. Current Status Client Contact Name and Telephone Number Complete Lill Thomsen, 613.580.2400
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2.2.3 Personnel
Employee Name Marcus Hill Eric Jensen Roland Sabourin Ruth Parrett Frank Brodie Bob Lawson Bob Hirschfeldt John OLeary Linda Frampton Mike Wong Giscard Rous Kathy Parker Maxine Clarke-Johnson Sheryl Owens Randy Scoville Willie Lam Project Phase/Role Engagement Partner Quality Assurance Partner Consulting Project Manager Functional Consultant Real Estate Functional Consultant Plant Maintenance Functional Consultant Project Systems Functional Consultant Procurement and Inventory Functional Consultant Finance Functional Consultant Human Resources Technical Architecture Interfaces and Conversions (ABAP) Change/Training Change/Training Subject Matter Expert Real Estate Subject Matter Expert Asset Management Subject Matter Expert Technical Architecture
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700 1300 625 800 250 300 200 250 175 850 5450
Total
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Many of these centres have dedicated SAP resources, however, 3 of the largest are located in India and Canada. Mumbai and Hyhderabad in India have approximately 400 resources. The facilities based in India have been assessed at CMM Level 5. The Canadian ACS is located in Markham, Ontario with 40 SAP resources and is CMM Level 3 certified. Services available through the ASC are described below:
Deloitte Services Outsourcing Advisory Services Project Support Application to Manitoba
Add functional resources to the team, on-site or remotely, to assist on Utilize remote, on-demand ABAP development capability from our India
remote development centre (RDC).
Deliver additional on demand Basis support, on-site or remotely. Knowledge Transfer is initiated on site during the current project and
continues during the support phase. site and remote resources. Application Management Services
Provide support for an extended stabilization period via a combination of on Resources can interface with the core implementation team. Longer-term supplemental support is also an option to increase flexibility and
reduce cost.
For additional information on our Markham facility refer to the Support Model Option section on page 32 and Appendix 6 Application Support Centre.
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SAP Consulting
<Personnel name deleted> xxx xxx xxx <Personnel name deleted> xxx xxx xxx <Personnel name deleted> xxx xxx xxx <Personnel name deleted> xxx xxx xxx <Personnel name deleted> xxx xxx xxx
SAP Consulting
18%
Accommodations, Meeting Facilitation and Meals Document Management Training Materials and Delivery
7%
3%
5%
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Objectives
It is within that context that we understand the high level objectives of the project to be: To improve the effectiveness and time horizon in planning of capital, operations and space requirements and the execution of major construction and projects and services. To better manage the inventory of space, streamline the tracking of usage, leasing and cost recoveries. To improve the effectiveness of facility maintenance, to streamline the planning, execution and visibility of contracts, costs and time expended, permitting a more proactive approach to the management of maintenance and services. To provide more accurate, timely and relevant information to permit better decision making. To replace the existing disparate systems, and enable the processes thought the implementation of SAP Real Estate and other components of the mySAP ERP application solution.
Hence, we understand that the Government of Manitoba anticipates streamlining and optimizing the full real estate management cycle processes from acquisition through to disposal, transforming the organization, by modernizing the supporting application technology leveraging the SAP application suite.
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Te c
Technology : properly planned and implemented information systems will enable the processes, increasing productivity of the workforce
People: the right number of people, with the right skillsets will successfully utilize the processes and technology
hn o
Process
Processes: efficient processes are essential to minimize cost and support strong customer service
o Pe p le
We understand and appreciate that success will be enabled by the technology (i.e. SAP) but a focus on processes, people and organization will be critical to the projects overall success.
Reporting and Monitoring of Performance Scope will be refined to a lower level of detail as part of Phase 1.
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SAP Components to Enable Real Estate, Facilities Maintenance, Project and Construction Services
SAP Investment Management (IM) SAP Budgeting and Planning (BI)
SAP Real Estate (RE) SAP Business Intelligence (BI) SAP Finance (FICO)
Develop Real Estate Strategy & Plan Monitor and Evaluate Real Estate and Property Mgmt Performance People: the right number of people, with the right skillsets will successfully utilize the processes and technology
SAP Real Estate (RE) SAP Plant Maintenance (PM) SAP Project Systems (PS) SAP Finance (FICO)
SAP Facility Maintenance (PM) SAP Project Systems (PS) SAP Inventory Mgmt (MM-Inv) SAP Supplier Relationship Mgmt (SRM) SAP Procurement (MM-Pro) SAP HR Time Capture SAP Finance (FICO FM)
Operate & Maintain Facilities
Technology: properly planned and implemented information systems will enable the processes, increasing productivity of the workforce
hn olo gy
le op Pe
Te c
Process
Processes: efficient processes are essential to minimize cost and support strong customer service
SAP Real Estate (RE-FX) SAP Project Systems (PS) SAP Funds Management (FM) SAP Finance (GL/AR/AP) SAP Fixed Asset Accounting (AA)
SAP Real Estate (RE-FX) SAP Finance / Funds (FICO-FM) SAP Finance (GL/AR/AP)
workflow, application, data, and process integration, business data warehouse, user presentation layer, solution management, document management solution,
Deloitte has made a significant investment in a toolset called IndustryPrint. IndustryPrint is a collection of interactive process models, designed by industry and based on best practices. Refer to page 28 for further information on our IndustryPrint tool. Below is an IndustryPrint draft model that breaks down the core processes to lower levels of detail along with an identification of which software modules will support which sub-process. This will be further refined as part of Phase 1.
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Deliver Service
Launch Project
K-030
Close-Out Project
K-100
**SAP Investment Management (IM) **SAP Budgeting and Planning (BI) **SAP Real Estate (RE-FX) **SAP Plant Maintenance (PM) **SAP Project Systems (PS)
**SAP Facility Maintenance (PM) **SAP Project Systems (PS) **SAP Inventory Mgmt (MM-Inv) **SAP Supplier Relationship Mgmt (SRM)
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Develop & Maint Stakeholder Rel Perform Root Cause Analysis MI-130 E-040
SAP Facility Maintenance (PM) SAP Project Systems (PS) SAP Inventory Mgmt (MM-Inv) SAP Supplier Relationship Mgmt (SRM)
SAP Real Estate (RE) SAP Business Intelligence (BI) SAP Finance (FICO)
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Services (PM)
* SAP Finance Funds Management * SAP - Finance GL / AP / Asset Accounting * SAP Procurement (MM-Pro) * SAP HR Time Capture * SAP HR / Payroll * SAP Finance (FICO FM)
workflow, application, data, and process integration, business data warehouse, user presentation layer, solution management, document management solution,
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Deloittes knowledge of the existing SAP installation and the impact and option for real estate and facility management provides a significant advantage to ASD. Integration to non-SAP applications The integration between the SAP solution overall and non-SAP systems that may be required to meet the overall requirement. The conclusion of Blue Printing and Solution Architecture will identify the specific non-SAP integrations required. At this point, this might include items such as integration with GIS, Utility Management, and Document Management. Technical integration The technical integration of program code / configuration into the overall SAP production landscape. By their nature, projects introduce new processes and technology which mean change. In contrast, operations and support value stability and limited change. Various strategies exist to mitigate the inherent risks (technical architecture strategies, regression testing approach, etc.).
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Our Approach
ASD has indicated that they want a creative approach to the project that will provide for the following: An approach based on SAPs ASAP methodology. Streamlined approach to Blueprinting in the areas of Process Confirmation and Requirements Definition. Application of asset management and real estate management Best Practices that will improve the overall effectiveness of the ASD implementation. Strategies for incorporating specialist expertise and resources to the project. Approaches to project implementation that will minimize overall project timeframes and delivery cost. Strategies to support the ongoing operations.
The following provides details of our approach and how it will enable the realization of the abovementioned objectives. The Foundation ASAP Methodology As per your request, our overall approach will be supported by SAPs ASAP methodology. Deloitte has historically always used the ASAP methodology and, as such, our practitioners are very familiar with all of the specific activities, tasks and supporting tools and templates. The individual proposed as the Project Manager is SAP certified as an Implementation Methodology (ASAP) Consultant. SAP has introduced new technology (Solution Manager) to support both project management and technical management of the overall solution (see Appendix 7 SAP Real Estate Management in SAP Solution Manager). We understand that Solution Manager is being implemented as part of the mySAP ERP Upgrade that is currently underway. It would be our intent to leverage this new tool which incorporates the ASAP method.
Enhanced ASAP Features Enabling Sustained Change We understand not only the technical complexity of the required solution but the challenge of ensuring that the ASD organization is able to adapt to the new processes, new technology essentially a new way of working. A strong focus on people and organization will be critical to the success of this project. The change to be introduced to the organization will need to be managed and the staff effectively supported through the journey. To enable this we propose to supplement the ASAP methodology with two additional streams of activities: Organizational Readiness and Support. Note: the ASAP methodology has some change management activities embedded in it, however, we feel that with this project and our understanding of the organization and people, that more robust change management activities will be required. These are not new activities that will be created to support this project. Over the years Deloitte has developed additional streams of activities that can be leveraged by clients that require broader support services as part of the scope of the
Deloitte & Touche LLP and affiliated entities. Government of Manitoba RFP # ICTP-0027-06-TGS
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implementation of SAP. These activities have been integrated into the overall ASAP methodology to ensure coordinated execution of activities and deliverables.
Organizational Readiness This thread comprises an integrated series of activities that guide the impacted portions of an organization, due to the changes experienced during a system implementation project. This thread helps to ensure that the impacted organization is "ready, willing and able" to work with a new or changed set of processes enabled by new technology. The objective for the Organizational Readiness thread is to ensure that the impacted organization clearly understands the need for change and the impacts of the change, and that it possesses the capabilities and motivation to change. Additionally, there is a large focus on transferring knowledge to the organization, developing methods and content for ongoing support of job performance. The activities in this thread accelerate an organizations adoption of the changes and reduce the performance dip typically seen on large scale ERP implementations. Note: ASAP has some change management activities, however, they are primarily focused on training. We have supplemented these activities with additional organizational change management activities.
Support This thread focuses on achieving an optimal support solution for the Client. There are many support models that can be implemented once the software package is live and as result they must be evaluated closely to determine the best fit based on immediate support needs as well as longer term. The support models can range from being performed onsite through to outsourcing the entire IT operation.
Streamlined Approach to BluePrinting and Leveraging Best Practices ASD has defined an aggressive timeline within which to complete the project. In order to maintain the timeline but at the same time ensure that ASD incorporates leading practices into the overall solution a streamlined approach to the blueprinting activity is proposed. This streamlined approach will also enable the completion of the project within the desired period and minimize delivery costs. Our approach to streamlining the blueprinting process is driven by 5 key enablers.
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IndustryPrint
SAP Involvement
Blue Printing
IndustryPrint IndustryPrints are a proprietary toolset that Deloitte has developed to enable clients to rapidly confirm or redesign existing business processes and to identify and take advantage of leading practices. IndustryPrints are business process models built on best practices, by industry. These process models are interactive and have embedded linkages to leading ERP solutions, including SAP. Deloitte has developed an IndustryPrint for both Real Estate as well as Asset Management. Both of these industryprints will be utilized to streamline the process confirmation and enable the identification and inclusion of relevant best practices into ASDs overall solution design. Process models developed by ASD will be taken into consideration as part of the review. Opportunities for identification of additional best practices will be the focus.
The detail of each process is captured in comprehensive activity flows that indicate interaction with SAP modules and functions.
Refer to page 22 for a high level overview of the Real Estate IndustryPrint.
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Subject Matter Expert (SME) Panel To streamline the blueprinting process, enable creative thinking regarding the solution design (Note: design for ASD as well as the other asset management stakeholders) from both a process and technology perspective, and ensure coordination and integration to the existing SAP footprint and other initiatives, we propose to compile a panel of subject matter experts from various disciplines. The team will work through focused workshops at the front-end of the blueprinting process to identify any additional process requirements, redesign opportunities and incorporation of best practices. The team will utilize IndustryPrint and the process models developed by ASD to support the process. The team collectively or as individual Subject Matter Experts can be called upon throughout the course of the blueprinting and/or implementation process to provide input to resolution of issues that may arise. We envision the composition of the team to include representatives with the following expertise:
Organization
ASD Deloitte SAP EST CSU
Expertise
Real Estate Asset Management SAP BT1
Leveraging Learning from Other Projects Deloitte has undertaken projects of a similar nature with other clients. Through this process the teams developed process models based on best practices and specific solution blueprints. The knowledge acquired through these projects, including lesson learned regarding the application of SAP Real Estate within a public sector environment will be leveraged during the blueprinting process. One of the project team members from our reference site, Colorado Department of Transportation will be part of the Subject Matter Expert (SME) Panel. The sharing of learnings will contribute to streamlining the blueprinting process and ensuring that known pitfalls and considerations are known in advance and addressed. Leveraging Work Undertaken by ASD We recognize that ASD has investment a lot of time and energy into redesigning and documenting their business processes and supporting organizational structure as well as defining gaps between these processes and the SAP solution. It is our intent to leverage the work that has been completed rather than starting with a clean sheet. SAP Involvement As a partner of SAPs, we recognize the value that SAP resources and involvement can bring to projects of this nature. We understand that SAP has been quite involved in working with ASD to understand the fit of the SAP solution against ASDs business requirements. Through that process much knowledge has been acquired. It is out intent to work with SAP through the blueprinting process to obtain their insight on key design considerations. SAP representatives will be positioned as part of the SME panel as well as part of the core project team working through the details of the ASD solution blueprint.
Implementation Approach to Minimize Timeframes and Delivery Cost We will work collaboratively to minimize the overall project timeframe and delivery costs during the implementation. A few potential strategies are defined which can be further refined during Phase 1 of the project.
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Staffing the project with local resources to the greatest degree possible. Four (4) of our proposed team members are Winnipeg-based.
Examining the opportunity to complete a component of the technical development remotely, in our Markham development center. Some clients have experienced up to 25% reduction in cost for that component by leveraging this capability. Refer to section entitled Support Model Option on page 32. Examining with the project team, the feasibility of a common project shut down or vacation windows to avoid a protracted period of low productivity often typical in the summer.
After better understanding the business drivers and factors leading to the January 2007 time examine the alternative of phasing or roll out that would accelerate the delivery of specific components, rather than the overall solution.
A strategy to actively engage additional Provincial staff (particularly in the area of testing, and the development and delivery of training) to utilize consultants in a coaching and advisory role is more cost effective than having them perform the task (which also improves buy-in and acceptance as well).
Pre-Configured Solution In the RFP it indicates that, as part of the BluePrinting activity, ASD would like to partially configure a solution by leveraging SAPs pre-configured solution sets and to validate the partial solution design by testing using TGS data. We are familiar with the pre-configured solution sets that SAP has built and have leveraged these before with product demonstrations and proof of concepts with other clients. With all of our collective experience in working with the Real Estate and Asset Management solutions and in discussions with SAP, it appears that there are no pre-configured solution sets that have been developed for either of these areas. They do exist in the Financials and HR modules, however, these are areas where TGS will be leveraging the current configuration at the Province, hence, use of these tools in these areas would have no real value. It is unclear to us what the specific objectives of the use of a pre-configured solution set is for ASD. We have made the assumption that ASD is looking to partially configure or prototype certain processes to confirm the design. Based on the ASAP methodology, the realization phase is typically focused on building the solution through iterative cycles of configuration and testing. It is possible for us to bring forward some of these activities into the Blueprinting phase in order to provide TGS with a partially configured solution that TGS could test with their own data. As part of the project start-up activities, we would work with TGS to identify several sub-processes (i.e. up to 4) of a process (e.g. capital asset planning, facility construction and renovation, etc.) to focus the prototyping activities on. We anticipate that the inclusion of this type of prototyping activity will increase the Phase 1 timeline by approximately 5-6 weeks. Even though the team would only be focused on a sub-set of the overall configuration, much of the foundational configuration (e.g. organization structure, master data) required to enable the design of any specific transaction sets would need to be setup. We are prepared to undertake this, however, it is not our recommended approach for the following reasons: Although manageable, there is risk in configuring only a sub-set of the processes due to the highly integrated nature of the SAP solution. There are many integration points between the respective transactions and, as such, consideration would need to be given to upstream/downstream subprocesses and other processes and transactions that interact, utilize or are impacted by the configuration design that would be built to support the select number of sub-processes. Regardless there is a high probability that some aspects of the prototyped subprocesses will change once the rest of the solution is configured.
Time
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Cost
Typically the configuration is done for all processes at the same time and through a very controlled, staged process that builds on the solution setup with iterative cycles of configuration and testing. Additional testing and potentially re-configuration would need to be undertaken to ensure that the sub-set of processes configured as part of the prototype work properly once the rest of solution is configured.
In order to mitigate the risks of selecting only a few sub-processes to prototype there would be greater effort required than following the proven approach as outlined in the ASAP methodology. To demonstrate our commitment to the Province, we would be prepared to absorb the additional cost associated with this approach. In section 2.6 we have identified the pricing associated with the prototyping activities as a separate line item. The pricing for the prototyping activities reflects a portion of the effort that would be associated with the first cycle of configuration/testing. Additional costs associated with configuring only a sub-set of the overall solution have not been included. Should TGS decided not to prototype a portion of the solution as part of BluePrinting, the costs reflected with Prototyping would be reallocated into the Phase 2 pricing. Other Implementation Needs ASD has identified a number of other needs that you feel are important to ensure project success. These needs would fall into implementation and post go-live phases of the project. Below is a summary of these specific requirements along with our proposed approach of how to address them.
Provinces Needs and Requirements Phase 2: Implementation Deloittes Approach
drive and sustain change in an organization and we support your desire to actively lead the project. previous working experience with the Province of Manitoba.
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Deloittes Approach
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These considerations are often conflicting and therefore difficult to accomplish. As a result Deloitte has developed, and proposed to use, our Application Management Services (AMS) to provide longterm sustainment for ASDs SAP environment following the Go Live & Support Phase. Deloitte could provide the following AMS services: Super-user support for complex how-to questions. Break/Fix Support for application defects (including ABAP). Minor Enhancements to the system (including ABAP). Basis support (transports, applying patches, etc.). Security maintenance (profile changes). Request logging and tracking using our HEAT call tracking system. Monthly service reporting and Quality Assurance reviews.
Deloitte proposes a bundle of hours approach for the AMS solution using a team of resources for the ASD. With this approach ASD commits to an amount of support per month for all of the in scope areas but will have access to more support if required. Markham resources will also travel on-site for short periods if required. Excluded from scope in the bundle of hours is: Basic Level 1 end-user support (to be provided by Super Users and the Help Desk). Security administration (profile assignments and password resets). Large enhancements. Peak support over and above the commitment level for how-to's, break/fix and small enhancements.
To ensure that ASD has the right level of support, Deloitte will provide an initial 4-month characterization period to accommodate the high-level of support required in the near-term and due to the uncertainty of the support level required, after which the long-term support level is set. Application support will be provided between the hours of 8:00 AM and 6:00PM Eastern Time Monday to Friday. During the project we will complete capability transfer to our Markham ASC resources to help ensure that ASD receives continuity of support. Additional projects and/or increased scope can also be transitioned into the AMS solution in the future. We offer flexible application management and support services that provide our clients with specific levels of support, when they need it. Our offering ranges from providing an entire functional and technical support team to providing as-needed support for demand peaks, with numerous options inbetween. We understand that one size does not fit all, and as such we believe in working with our clients to determine what will add the most value given their unique situation.
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Province of Manitoba Flexible Real Estate on mySAP ERP 2005 Project Organization
Quality Assurance
Deloitte Quality Partner SAP Representative ASD Quality Sponsor
Steering Committee
Project Sponsor Business Owners ICT Representative CSU/BT1 Representative Deloitte Engagement Partner SAP Representative
SAP
As Required
Functional Team
ASD Business Owners RE Consultant PM Consultant PS Consultant MM Consultant Finance Consultant HR Consultant
Technical Team
Architecture Consultant Basis Consultant ABAP Consultant and ASD/Province Security ASD/Province
Manitoba
Asset Management Representatives Note: Consultants will be a combination of Deloitte & SAP
Steering Committee
Executive Sponsorship and commitment are critical success factors of a project of this kind. The Project Steering Committee provides this sponsorship and commitment by: Actively championing the project and reviewing project progress. Maintaining thorough understanding of what the project involves. Promoting SAP throughout the organization. Providing support and guidance to the project team and removes obstacles to achieving success. Approving changes to project scope, timing and project charter. Making resources available and empowers the project team to make decisions. Makings strategic-level decisions and timely resolves issues escalated from project team.
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Quality Assurance
A quality assurance team with representation from Deloitte, ASD and SAP will be formed to ensure that quality standards are adhered to and project risks are managed. Refer to Section 2.4.6 Quality Assurance for more details. In addition, we understand that SAP will be providing its Safeguarding Services to this project. We have included the SAP Safeguarding Service on our project organization chart and in our work plan.
Functional Team The functional team would consist of consulting resources with expertise and experience in each of the modules in scope of this implementation. Dedication business oriented resources from ASD are also required to work as members of this team. This team will be responsible for identifying the Blueprinting deliverables as prescribed by the ASAP methodology including process designs and SAP transactions to be included in scope. If Manitoba decides to proceed with a proof of concept during the Blueprinting phase, the functional team would do the required configuration work. Technical Team Our technical team consists of a technical architect who is experienced with SAP NetWeaver and familiar with Manitobas implementation. This team also includes an experienced developer who, during Blueprint, will determine requirements for interfaces, conversions, reports, forms and enhancements. During Phase 2, he will also develop these programs as required. We would anticipate the need for Manitoba to provide one or two full-time developers to work with the consulting developer on this team. We would also require Manitoba to provide a team member experienced with SAP security and authorization to be part of this team.
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Expert Advisors We are able to offer a team made up of Subject Matter Experts, each with a high degree of expertise and experience in their field. This team will participate in workshops as appropriate and provide oversight to the project team in their respective areas. Resumes for these Subject Matter Experts are included with resumes for other team members. SAP Solution Experts Our organization chart above indicates the inclusion of SAP resources on both our functional and technical teams. We are pleased that Manitoba is making SAP resources available to participate in this implementation. We would anticipate that these resources would assist with scope definition, participate in blueprint workshops and provide expert commentary on our deliverables. It is our experience that having SAP resources on our implementation teams facilitates access to detailed product knowledge. If Manitoba considers it desirable, we are also willing to consider SAP resources as part of our Phase 2 implementation team.
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PMM is based on years of experience and established best practices. Subject matter experts created approaches, detailed procedures, and tools to form a cohesive, concise, and effective methodology that: Makes use of practitioner experience and knowledge. Can be integrated with other Deloitte Consulting methodologies as a separate project; management thread. Can be adapted to accommodate the unique requirements of any project. Considers the iterative nature of project management processes. Provides the information needed to select a set of project management tools, to mitigate risk, and to identify special considerations for managing multinational project teams.
PMM modules include the tasks required to develop major deliverables. These tasks do not add content to major deliverables but they enable them to be developed on time, within budget, and according to defined specifications. Each task in PMM4 includes a detailed approach and key considerations to help project teams manage projects in a way that eliminates duplication of effort, verifies consistency with other Deloitte methodologies, maximizes the efficient use of resources, and follows standard Deloitte policies and procedures.
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Initiate Project
Plan Project
Execute Project
Control Project
Close Project
Organization
Acquire Staff
Decommission Staff
Logistics
Acquire Logistics
Implement Logistics
Control Logistics
Decommission Logistics
Communications
Procurement
Workplan
Produce Workplan
Execute Workplan
Control Workplan
Financials
Perform Financial Transactions Maintenance Implement Risk Approach & Risk Responses
Control Financials
Close Financials
Risk/Issues
Scope/ Change
Quality
Integration
Complete Phase
Complete Project
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Update Risk Summary Log Define Risk and Assign Rating Develop Risk Response Plan
Yes
No
Yes
Feedback
We have developed a variety of templates and spreadsheets to enable the effective capture, tracking and management of risks. Refer to Appendix 2 for a Risk Management Plan Template that provides details of the type of documentation that is captured related to risk management along with examples of some of the supporting templates and spreadsheets that have been created to enable the effective capture and management of risks.
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The potential risks have been categorized as follows: Process Risks Risks relating to the process, methodology, end-user expectations, and cost control related to the project. People Risks Risks relating to the project team, third party providers and/or ASD operational staff. Application and Technology Risks Risks associated with the SAP application) and the underlying technical infrastructure.
For each potential risk the following information is presented: Name A brief description of the risk in question. Probability Identifies the relative likelihood of the risk occurring. Probability of occurrence is provided as low, medium, or high. Impact Identifies the impact on the project, should the risk event actually materialize. Impacts are grouped into the following four categories: Critical Could result in the termination of the project or significant negative impact to government operations. High The risk may result in a significant reduction in effectiveness, quality, and project goals desired results. Medium The risk could result in delays, missed milestones, and not achieving benefits. Low The risk could result in minor difficulties, hassles, and dissatisfaction.
Mitigation Steps suggested to reduce the impact or consequences of the event should it occur. Contingency Actions that could be taken to respond, should the event occur.
People
1. Resistance to Change Mitigation Probability High Contingency
Impact High
assessment/survey at the beginning of the project to identify potential change resistance. plan to identify and resolve potential resistance issues. Continuously monitor/revise the plan. training and support.
plan/communication, and if necessary, the overall project workplan to deal with issues that arise e.g., additional onthe-job training may be required. job functions.
proposed timelines and budget as additional time and effort may be required to roll-out proposed changes.
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2.
Impact Medium
Difficulty in understanding,
adapting and internalizing new processes and technology which may lead to project delays. objectives.
Develop effective knowledge Develop and document new roles Develop effective role transition Deliver effective and frequent
expertise to support execution of tasks where possible while continuing with knowledge transfer.
Provide additional training. *This will be exacerbated by the other business initiatives which will also introduce change to the organization.
3.
Impact High
required resources which may impact timelines and cause delays. unrealistic work loads.
Extend project timelines. Adjust project scope/complexity. Defer one or more of the
initiatives.
committee to oversee all initiatives to ensure that resources are not overall located and to assist in making decision on project/resource priorities. adequate knowledge transfer.
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4.
Availability of Adequate Number of Internal (i.e. Province) Technical Resources with Required Skill Sets due to Multiple, Parallel Initiatives Mitigation
Probability High
Impact High
Contingency
5.
Impact Medium
expectations and commitments (i.e. working days, holidays, etc.). proactively anticipate any potential issues. consultants with experience in similar projects.
6.
Impact High
Delays in decision-making
resulting in project delays. desired business changes which will negatively impact adoption of changes in the organization.
Inadequate championing of
representatives in a Steering Committee that will oversee and actively support the project.
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7.
Impact High
Project delays.
representatives in a Steering Committee that will oversee the project and support the Executive Sponsor in decisionmaking.
Process
8. Inadequate Integration with the Provinces Continuous Improvement Initiative Mitigation Probability - High Contingency
Impact Medium
shared processes are redesigned after ASD designs their solution. associated with rework.
improvement initiative with the ASD SAP Real Estate project to ensure that the future vision for common processes is defined within the required timelines of the Real Estate initiative. Business Transformation Program Management Office in the Real Estate initiative to ensure that integration points to other initiatives are considered.
Plan for rework post go-live. Extend and/or defer Real Estate
project timeline.
9.
Impact Medium
Delayed decision-making
representation from all of the impacted departments in the solution design process. making and escalation process. in the high level visioning sessions to obtain consensus and establish a working framework for the team.
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enhancements and timing for implementation. until change requests are approved.
Technology
11. Absence of Required Data in Legacy Systems Impact Medium Mitigation Probability Medium Contingency
Increased cost.
landscape strategy prior to the start of the Real Estate project. environment management and synchronization.
from other initiatives to assist with resolution of environment issues. resources to assist with resolution of environment issues.
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Refine project work plan and project kick-off. Develop change management and communications
plan.
Project work plan. Project management processes. Change management and communications plan. Refined business objectives and requirements. Development system. Established Solution Manager.
Update key business objectives and requirements. Create development system. Set up Solution Manager.
GOM processes review and requirements. Establish concept fit of SAP modules and transactions
with GOM processes.
Knowledge transfer of design best practices. Detailed design using the GOM business process
requirements and data.
Identification and resolution of gaps. Production hardware sizing. Refine technical architecture. Finalize scope. Configuration loaded/system setup. GOM sample data loaded. Knowledge transfer on concepts and solution. Pre-configured solution review using actual data.
Partially configured blueprint solution. Refined work plan. Detailed business blueprint. Final implementation scope including phasing, data
migration and integration plan.
Finalized technical architecture. Fixed price estimate for delivery of Phase Two.
We will undertake all of these activities and develop all of the requested deliverables. We will also deliver a few additional deliverables based on the additional threads of activities that we propose to undertake. The following table identifies what we anticipate as the key deliverable for Phase 1 (Project Preparation and Blueprint). For each deliverable there is a description of the content, who is responsible for producing the deliverable and any dependencies whether they are internal or external to the ASD project. Deliverables are grouped according to the following five categories of common grouping of activities defined in the ASAP methodology:
Deloitte & Touche LLP and affiliated entities. Government of Manitoba RFP # ICTP-0027-06-TGS
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Project Management Includes activities related to the project organization, risk management, planning, monitoring, budget, staffing and quality assurance. Process Includes activities related to process redesign, SAP software configuration, solution testing and documentation. Organizational Readiness Includes activities related to leadership commitment, organizational readiness, organizational structure/role redesign, change management and training. Technology Includes activities related to hardware infrastructure design, sizing and installation, SAP landscape architecture, application installation/setup, conversion and interface design and development as well as application customization and report writing. Security and Business Controls Includes activities related to security, business risk management and audit controls Support Includes activities related to the development of an effective user support strategy, model and supporting processes.
We have denoted * the areas or deliverable where we have either added, supplemented or enhanced the ASAP identified deliverable. Deliverables Phase1
Deliverable Project Management Initial Workplan Project Management Project Management Processes Description Confirmation of scope and refinement of workplan to reflect ASD input. Definition of project management processes including risk, quality, issue, scope management, project tracking, and reporting. Note: this deliverable will be part of the Project Charter. Detailed document containing the following: goals and objectives of the project, identification of critical success factors and anticipated outcomes, organizational structure and roles and responsibilities, risks and mitigation strategies and project management processes. Final deliverable of process design session includes details of the overall solution design. Based on findings of Blueprint design, develop the detailed project work plan for Phase 2 and the estimation of effort and costs associated. Definition of the high level organizational structure elements. Project Managers Functional Leads Technical Leads Project Manager Summary document at conclusion of blueprint phase. Conclusion of Blueprint Basis for Approval to proceed to Phase 2 Completion of Preparation Responsible Project Managers Project Managers Initial Workplan Dependency
Project Management Blueprint Design Project Management Refined work plan and estimate Process Organization Structure Requirements * Process Business process & requirements
Project Managers
Process Leaders
Process Leaders
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Description Identification of SAP requirements (master data design, business scenarios, areas of config setting, development requirements. Also includes gaps requiring closure and integration with existing SAP footprint.
* Process Process and Integration Walkthrough and validation Partially Configured BluePrint Solution *Org. Readiness Change Leadership Strategy and Approach Org. Readiness Project Team Training Approach and Curriculum *Org. Readiness End User Train Approach and Estimate *Org. Readiness Knowledge & Capability Transfer Approach Org. Readiness Communications Plan Technology Understanding of Current Architecture and Operations Technical Technical Standards
Walk thru of processes and integration of existing SAP functions with objective of validation selective use of SAP solution to illustrate. Should ASD wish to develop a prototype as part of the Blueprint phase, it would be delivered as part of this process. Outlines the approach to the people, change and leadership elements required.
Process Leaders
Business Design
Change Leader
Change Leader
Project Team organization defined and staff assigned Definition of organizational, process scope and initial process design completed Project Team organization defined and staff assigned Stakeholder Assessment Change Readiness
Identifies strategy, approach and plan to provide training to end users and associated effort.
Change Leader
Approach to transferring knowledge to the Province Team and Support Organizations during the project. Defines the stakeholder audiences , core messages and approaches.
Change Leader
Change Leader
Tech Lead
Development of standards and processes for development, code control and migration, testing.
Development Lead
Technology Technical Requirements *Technology Conceptual Architecture Technology Define Technical Architecture *Technology Plan Development Requirements and Estimate
Tech Lead
Understand current architecture and operations Business Process designs underway Initial Fit-gap
Provides overview of the overall solution include both SAP and third party solutions required to enable the process. Definition of SAP landscape, reintegration and detail of third party application, general data flows. Identification of development required (i.e. forms, reports, interfaces, conversion, enhancements, third party apps) and estimate of effort to complete.
Tech Lead
Tech Lead
Define Conceptual Architecture Completion of Process design workshops by business process teams
Development Lead
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Deliverable * Security and Business Controls Define Approach to Security and Controls Support
Description Outline the approach, plan and effort to implement security and business controls with the application.
Dependency Business process designs in progress Understanding of current SAP security protocol and design
Based on our understanding of your requirements and our experience we estimate that Phase 1 will require a duration of 8 weeks for Project Preparation (2 week) and BluePrint (6 Weeks). This does not include the development of a pre-configured solution or prototype as part of the Blueprint phase. Should ASD want to include this as part of Phase 1, the timeline would extend by another 5-6 weeks.
Preparation THD ACTIVITY Date Week # HIGH LEVEL PHASE 1 TIMELINE BluePrint
PMO Initial Project Planning & Scope Project Procedures Defined Manage Project Phase 2 Workplan and Estimate
CLL
Id & Understand Stakeholders Plan Project Team Training Change & Stakeholder Readiness Assessment Capability Transfer Plan Communications Plan End User Training Strategy & Plan
BUS
Review Existing ASD Documentation Define Organizational Structure Requirements Design Business Process Identify SAP Requirements and Fit Gap Process Walk Thru Validation Integration Design Walk Thru
TECH Understand Current Technical Environment Build Sandbox / Development Enviroments Define Technical Requirements Define Conceptual Architecture Define Technical Architecture Define Technical Standards & Procedures Identify / Plan / Estimate Software Development SEC Define Approach and Plan for Security Auth
Threads
PMO - Project Management CLL - Change Leadership & Learning BUS - Business Process Teams TECH - Technology Team SEC - Security and Business Controls
In Appendix 3 we included a preliminary Microsoft Project Project Plan for both Phase 1 and Phase 2 of the project, which demonstrates our readiness to mobilize quickly and complete the initial workplan required. Note: this detailed workplan does not reflect activities associated with the development of a pre-configured solution or prototype .
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The QRM framework ensures that the projects we undertake with our clients are structured, managed and monitored for the mutual success of our clients and our firm. As such, our clients benefit from: A Quality assurance review (QAR) process provides an added layer of project governance by way of a periodic, independent review of project status and issues by a senior Deloitte partner. A centralized process that ensures the best and most appropriate resource(s) are assigned to the QAR role. A process that includes the software vendor to ensure that all product related issues and concerns are managed in a timely and co-operative manner. Template Quality Assurance tools that have been used consistently to structure and monitor all of our client projects to successful completion. A standard approach that our staff use repeatedly, ensuring consistency and efficiency. A centralized repository and tracking tool that escalates status and issues to the firms management committee for an added level of quality monitoring of significant, high risk and complex projects.
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ASAP
Upon acceptance of the engagement by the client, a Deloitte partner with relevant expertise and experience is assigned to work with the Client Engagement team in the capacity of QAR Partner. The QAR Partner works with the client project sponsor and the project management (PMO) team to identify a client resource that is knowledgeable of the business and the objectives of the project but is not directly involved in the day to day operations of the project. If the project involves any other significant parties, such as a software vendor, the QAR partner arranges for the assignment of an executive from the software vendor organization to the QAR Team. The QAR Team then gathers to obtain a common understanding of the projects objectives, the role of the QAR Team and the QAR process as outlined in the following subsections. Process Overview The QAR process is outlined below.
TaskAssign QA Resources
TaskDevelop QA Plan
Perform QA Review
Compile QA Report
Task-Close Project
QA Focus by Phase The following provides an overview of the key QA activities that would be undertaken in each of the ASAP project phases.
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Timing and Focus of QAR Upon completion of planning, scoping and contractual arrangements to review:
Definition of project scope (whats in and whats out). Project team (availability of resourcing, clarity of roles and responsibilities). Definition of project infrastructure (policies, processes, tools, etc.). Organizational readiness and management commitment.
Blueprint
Progress of design activities. Issues outstanding as a result of design activities. Effectiveness of project infrastructure (i.e. issues management, deliverable preparation and
sign off, change order management, status updating, work plan management, etc).
Progress of configuration and testing activities. Progress data conversion and testing activities. Progress of interface and testing activities. Progress of report development and testing activities. Planning for deployment. Issues outstanding as a result of build/configuration activities. Effectiveness of project infrastructure (i.e. Issues management, deliverable preparation and
sign off, change order management, status updating, work plan management, etc.).
Progress of deploy/go live phase. Progress of end-user training. Progress of performance testing. Progress of cutover planning. Issues outstanding prior to go live. Effectiveness of project infrastructure (i.e. Issues management, deliverable preparation and
sign off, change order management, status updating, work plan management, etc.).
Performance of team. Vendor management and involvement in issues resolution. Organizational readiness for go live. Overall quality of solution being deployed. SAP pre- go-live assessment activities.
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Timing and Focus of QAR Within a month post Go Live or early in the sustainment phase, review:
Acceptance of system by end users. Performance of system in production environment. Performance of the help desk and end user support. Issues management in sustainment environment. Transition of responsibilities from project team to sustainment team. Vendor management and involvement in issues resolution. Evaluation Criteria To support the quality assurance reviews, our methodology contains detailed qualitative and qualitative evaluation criteria. These span across a number of categories such as leadership effectiveness, risk management, change management, etc. Refer to Appendix 4 for a Sample Quality Assurance Questionnaire. As part of the start-up activities of the project, this questionnaire will be refined with ASD. Refer to Appendix 5 for further details on the QAR processes, roles and responsibilities, as well as supporting tools and templates.
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2.4.7 Warranty
Our proposed approach for warranty is to provide a post-implementation support plan to ASD that will facilitate the development of a long-term, in-house sustainment capability that leverages the existing support capability residing in the Province. Deloittes expertise in delivering large scale, multi-phase SAP implementations has helped us to develop an effective post-implementation approach tailored specifically for ASD. We will provision for 30 days of go-live support effort for the stabilization period. In addition, Deloitte proposes the following optional services to compliment the post-implementation support provided by the software vendor SAP. As part of the on-going SAP annual maintenance contract the Province has established software support levels defined which will provide support to ASD. Our solution is over-and-above the post-implementation support provided by the software vendor (SAP ) and our approach builds on the ASAP methodology for system stabilization and leverages our Application Management Services (AMS) practice, based in Markham, Ontario, to help develop, deliver and transition the SAP support capability to Province. There are three key components to the Deloitte recommended approach for Province: Transition to Sustainment Sustainment Integration with Current SAP Competency Centre
Transition to Sustainment
A managed transition to sustainment serves as a foundation to help ensure that sustainment operations are responsive, flexible and efficient. To develop the foundation for sustainment, Deloitte uses several methods during the period leading up to Go Live and immediately thereafter as outlined below. Prior to Go Live, Deloitte can: Staff Markham-based AMS resources on the project to facilitate knowledge transfer to the resources that will support Province after go live. Develop detailed transition work plan to Deloittes AMS solution. Confirm the cutover date to Deloittes AMS support solution.
During Stabilization Deloitte can: Use AMS resources (including those on the project team) to provide support during the stabilization period. Conduct knowledge transfer on ASD business processes and system configuration to additional AMS resources. Refine the processes, infrastructure and roles to meet ASDs requirements. Confirm Service Levels. Identify Service Management reporting requirements.
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Sustainment
Effective sustainment operations help to ensure that ASD has an opportunity to take advantage of the targeted business operations improvements. A responsive sustainment organization will help ensure smooth system adoption and improved overall operational efficiency. The successful support of each phase of the program is also critical to mitigating risks associated with the subsequent phases at Province. consideration. Our AMS solution can provide initial sustainment for ASDs SAP environment to augment your capabilities, and then fully transition this capability to MICT, as your resources and processes are further developed. Deloitte has developed a customized SAP Applications Management Services solution for your Deloitte proposes a bundle of hours approach for the AMS solution to supplement your internal capabilities. From our Markham AMS solution centre, the Deloitte support solution can offer of the following base sustainment services: Help desk and super-user support for complex how-to questions. Break/Fix Support for application defects over and above any warranty items (including ABAP). Minor Enhancements to the system (including ABAP). Basis support (transports, applying patches, etc.). Security maintenance (profile changes).
Additional items that would be the responsibility of ASD are: Basic Level 1 end-user support (to be provided by Super Users and the Help Desk). Security administration (profile assignments and password resets). Large enhancements. Peak support over and above the commitment level for base support.
With our proposed bundle of hours model, ASD commits to a small number of base support hours (between 100 and 200 hours per month). These hours can be used by ASD for any of the in scope services or application modules. Although ASD commits only to the base amount of support per month, you would have access to more support if required on a pay-per-use basis. Markham resources could also travel on-site for short periods if required. ASD has the option to reduce support earlier if your capabilities develop faster or continue support longer if required. Additional projects and/or increased scope can also be transitioned into the AMS solution in the future. Application support can be provided during normal business hours (8:00 AM and 6:00PM EST, Monday to Friday) and after hours support is also available.
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We believe that using our AMS solution to provide support is the best solution for ASD for the following reasons: The support team will be comprised of key resources from the implementation and therefore will have a good understanding of the implemented system configuration and requirements. The solution is flexible and designed to align with the rollout plan, increasing as more functionality and users are added and decrease as ASDs internal capabilities improve. The Markham centre will have access to additional implementation team members if required. ASD will have access to part-time resources and hot skills as required, thereby avoiding costs for skills and resources that are not routinely required. Province competency centre resources have the ability to work on additional projects without jeopardizing ongoing Sustainment.
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2.4.8 Enhancements
The Deloitte application support centre is a CMM level 3 certified centre with proven processes for tracing and resolving on-going enhancement requests. Typically, we customize the process for each client depending on their individual needs of the client. The following chart depicts a typical process for managing enhancements.
L1 Help Desk
Level 1
Resolve Ticket
Request Resolved? No
Yes
Province L2 Support
No
Resolve Ticket
Request Resolved? No
Yes
Deloitte ASC
No
Resolve Request
Obtain Approval
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Deloitte has a number of application management controls that assist in the tracking and evaluating of enhancement requests. The following outlines the controls as well as standard reporting for application management services.
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Reporting
Deloitte will regularly meet with ASD to review our performance. The reports that Deloitte provides help manage and improve the services provided. We will use a quarterly Quality Assurance (QA) process to summarize and review the services provided to ASD. This QA review also provides an opportunity for ASD and Deloitte to plan and make appropriate adjustments for the services going forward.
Frequency Daily Daily Weekly As Required Monthly Monthly Quarterly
Report Daily Statistics Open Calls Work Order Reports Service Level Exception Report Diagnostic Report Pre-Purchased Hours Usage Report QA Review
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This insurance certificate was recently supplied to Manitoba for the ecommerce proposal. An identical certificate is issued for each proposal. If the province requires a separate certificate for this proposal, which will not be any different, then we can provide.
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2.6 Pricing
Under separate cover.
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2.7 Attachments
Appendix 1 Resumes Appendix 2 Risk Management Plan Template Appendix 3 Preliminary Microsoft Project Plan for Phase 1 and Phase 2 Appendix 4 Sample Quality Assurance Questionnaire Appendix 5 QAR Processes, Roles and Responsibilities Details, Supporting Tools and Templates Appendix 6 Application Support Centre Overview Appendix 7 SAP Real Estate Management in SAP Solution Manager
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Appendix 1 Resumes
Brodie, Frank Clarke-Johnson, Maxine Frampton, Linda Hill, Marcus Hirschfeldt, Robert Jensen, Eric Lam, William Lawson, Robert OLeary, John Owens, Sheryl Parker, Kathy Parrett, Ruth Rous, Giscard Sabourin, Roland Scoville, Randy Whiteside, Ken Wong, Mike
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Table of Contents
Introduction Purpose and Scope Related Documents and Standards Risk Management Process Risk Assessment Risk Responses Log
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Introduction
Purpose and Scope Instruction: Describe purpose and scope of the Risk Plan. The purpose of this Risk Plan document is to specify the processes used to identify and manage risk. The Risk Plan should be completed before the initial planning phase is finished, and it should be reviewed regularly to validate existing risks and identify new ones. Related Documents and Standards Instructions: Provide a list of related documents and standards.
Identify the Risk Responses. Determine which risks require a response. Assign a team member to each risk to follow the risk plan, crate a risk response, and to monitor, document, and report the risk status. Take whatever advance actions are possible to reduce the effect of a significant risk. Establish a schedule for subsequent risk assessments.
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Risk Assessment
Instructions: Record current and potential risks, and describe. Assign a category. Determine if they are external risks (frequently uncontrollable) or internal (usually controllable). Determine the impact to the project if the risk occurs (low, medium, or high; or numbered 1 5) Determine the probability of the risk occurring (low, medium or high). Record which organization unit is affected. Describe the response strategy. Add additional pages or documentation references if appropriate.
Description Category External or Internal Risk Impact (Severity Rating) Probability Organization Unit Affected Response Strategy
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Project Scope
1st Quality Question Project Charter has been prepared and has been approved by ASD and D&T Project Executives. There is a clear explanation of scope in writing. The project team understands the scope. There are currently project components that are beyond scope. If so, to what degree is the project out of the defined scope? There is a formal process for raising scope-related issues for resolution. Is this process being followed. Review
2nd
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Project Leadership
1st Quality Question Deloitte Project Manager has the necessary technical skills, client skills, people skills and experience to manage this project. ASD has an Executive Sponsor for the current project. ASD has a Project Manager for the current project. ASD has a Project Steering Committee for the current project. Review
2nd
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Technology
1st Quality Question The project team has the required technology to effectively and efficiently carry out their assigned tasks ASD has implemented the necessary Technology Infrastructure to address the project requirements ASD has or is developing the necessary skill set to support the new systems which they will be responsible for once Deloitte involvement is finished Is the application performing as expected or are there some significant outstanding issues with the applications? Review
2nd
Resources
1st Quality Question ASD has sufficient personnel for the project and they are performing their role in a timely manner. ASD personnel are engaged in the analysis and recognize the need to own the decisions. The right consulting personnel are in the right roles. Team spirit and morale is high. Have adequate working space. Review
2nd
Project Deliverables
1st Quality Question What is the on-time record for deliverables and major milestones. There is a formal process for ASD acceptance of deliverables, and it is used effectively. Review
2nd
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Important Dates The following table is an excerpt from the Charter. The deliverable status has been added to monitor progress.
Next Quality Assurance Meeting The next Quality Assurance meeting will be held on MMM DD.
If you have any questions about the contents of this review, please call any of the undersigned to discuss further.
xxx Deloitte
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Appendix 5 QAR Processes, Roles and Responsibilities Details, Supporting Tools and Templates
Prepare QAR Work Plan
The QAR team finalizes a work plan and distributes the timing of the QARs to the team. It is not uncommon for the schedule to change along the way to fit the project timelines and requirements. As an example, a specific component of the project, such as Security and Controls, may be assessed as a high risk and require additional QAR attention. In such a case, an additional interim QAR could be added to the schedule to specifically focus on the activities related to Security and Controls across the project teams.
Perform QAR
Depending on the projects approach to QARs, interviews and questionnaires are used to engage team members in meaningful discussion of project status and issues. The QAR Team will spend time with each team (usually with Client and Deloitte Team Leads together) to review the status of their area of the project through a question and answer format. The QAR is not intended to duplicate or replace the project status and issue tracking mechanism managed by the PMO, nor is it an audit of the project. The purpose of the QAR is to: Provide an independent review and assessment of project progress and significant issues. Involve experienced resources in governing the project and resolving significant issues. Monitor project progress and issue resolution through a reporting mechanism to the Project Sponsor.
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Draft the QA charter. Plan, schedule and execute the QARs. Prepare QAR reports. De-brief with PMO and gather feedback from PMO. Present QAR findings to project sponsor and other stakeholders.
PMO
Work with QAR Team to plan timing of QARs within the implementation plan. Support QAR Team by scheduling and preparing team leads for QARs. Manage logistics for QAR sessions (rooms, scheduling, deliverable status, etc.). Provide PMO response to the QAR report. Create the Action Log. Execute on the Action Log as required. Provide QAR feedback to the team.
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Responsibilities
Prepare status and issues summary. Participate in QAR sessions with meaningful responses and dialogue. Execute on the Action Log as required. Provide QAR feedback to the team.
QAR Tools
The QAR process uses template risk assessment questionnaires, interview guides, action logs and reports to focus on project success factors listed below by assessing the impact on the project and the progress of each factor for each QAR: Definition of scope. Work planning and estimating. Project tracking and control. Project team structure. Management commitment. Project team skills. Methodology. Cross-team communications. Vendor management. Project & end user team training. Project specific issue tracking.
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Markham, Canada
(Siebel, SAP, Oracle, Ariba)
Munich, Germany
(SAP)
Harrisburg, PA
(Custom Development)
Mumbai, India
(Siebel, Oracle, Broadvision)
Santa Clara, CA
( Siebel, Oracle Broadvision)
Shanghai, China
(SAP)
N. Canton, OH
(Oracle)
Singapore
(Siebel, Oracle)
Tulsa, OK
(Siebel, SAP, Oracle, JDE)
Hyderabad, India
(Siebel, SAP, JDE, Oracle)
Melbourne, Australia
(Siebel, SAP, Oracle)
Key features of our Application Support Centre (ASC): Scalability Quick start-up and shut-down of resources with the ability to scale resources up and down during the life of the project or support engagement. Onsite Presence On-site resources as required for large projects/support engagements or those having complex design requirements or support needs requiring a demanding on-site presence. Single Point of Contact A single supplier of support resources, with full accountability for the quality of support delivery providing total control over timeliness of service delivery and adherence to standards. Rapid Delivery The ability to produce support output on a two or three-shift basis using resources in the Americas, Asia Pacific, and Europe. Knowledge Transfer Knowledge transfer to internal resources, if required, to ensure that skills and knowledge are transferred and institutionalized. Low Cost Low cost, leveraged solution using global ASC resources.
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There are a number of benefits to using ASC resources during the implementation including: Reduced cost of implementation due to: Reduced implementation effort from a reduction in capability transfer relating to configuration and technical tasks required to support the system post-live. Reduced travel costs. Ability to use fractional FTEs for delivery maximizing resource efficiencies.
Smooth transition to post implementation support model as many of the core team members can play long-term roles in providing ongoing support. Greater degree of accountability for post implementation support as many of the support team members would have been core team members on the project and would be supporting the system they helped implement.
Industry Recognition
Deloittes success in outsourcing is based on the same elements that distinguish us in the consulting world. In fact, Deloitte has been ranked #1 in Customer Satisfaction among all outsourcing providers in a recent Information Week Research Survey of 333 business-technology professionals. Deloitte is the only firm to score above a 7 in the satisfaction ranking and was rated the top provider in nine out of ten categories, including reliability, service-level agreements, and availability of experts, industry knowledge, reputation, cost/value, strategic advice, training/experience and innovation.
This recognition reinforces the marketplaces acceptance of and preference for our differentiated, multidisciplinary approach. We completely integrate our applications management services with our broader systems and Commercial Off-The-Shelf (COTS) integration practices.
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ASD
Client-specific industry and process knowledge Template knowledge Project sponsorship and ownership Core competency capabilities
ASD
Markham
ASD Core
Markham Resources
CMM Level 3 assessed remote delivery capability
Core Resources
Deep industry knowledge Manage ambiguous issues to resolution Overall project management Provide relationship continuity
Ability to leverage FTEs (ramp up and ramp down for peaks; partial roles) Can leverage hot-skills between multiple clients (BW, SEM)
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The implementation can be faster by through more flexible resource management and redesigning of some project activities (such as training and integration testing) this is particularly beneficial if our Markham ASC is also proving long-term sustainment afterwards. If the Markham ASC provides sustainment services after go live, the support risk is significantly reduced as the project resources can also be leveraged to provide application support. Using the Markham ASC relieves you of infrastructure/space issues related to large projects our centre can host all project resources (Deloitte, Province of Manitoba, SAP, and any other 3 rd party).
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