1. Hatch Global Project Accounting and Financial Management System
Andries J Jacobs M.Com., PhD..

2. Agenda
Need for ERP System Business Requirements Why Implementing SAP Project Strategy Change Management Conclusion

3. Competitive Environment
Supplier of innovative technical and strategic services including: Consulting Information Technology Engineering Project Management and Construction to the Mining, Metallurgical, Manufacturing & Infrastructure industries.

4. Multi-site Environment
Employee
Owned
Manage $ 11 Billion Worth of Projects
Projects in
80 Countries
10 Offices
1 Office
5 Offices
9 Offices
5 Offices
5 Offices
44 Offices
7 Continents
11 Offices
3 Offices
3500 People

5. Inter-company Environment
Global Growth
Hatch
2 Companies
Hatch
2 Companies
Hatch
3 Companies
Growth Through Acquisitions
Hatch
3 Companies

6. Employee Growth
People
Year

7. Business Structure Consultants Shared Services Joint Ventures
Iron & Steel
Project
Delivery Group
Consultants
Mining & Mineral
Processing
Industrial
Minerals
Light Metals
Systems
Non-Ferrous
Consulting
Non-Ferrous
Consulting

8. Agenda
Need for ERP System Business Requirements Why Implementing SAP Project Strategy Change Management Conclusion

9. Business System Requirements
Global System
Integrated business functions
Phase out existing regional systems
Standardized business processes
Adopt “best practice”
Data exchange

10. Required Business Improvements
Single point of data entry
Data processing time
Timesheet management
Reconciliation of timesheets
Effort to reconcile payroll
Invoice processing time
Inter-company accounting
Month-end and year-end processes
Error correction time
System maintenance and support
Reporting

11. Agenda
Need for ERP System Business Requirements Why Implementing SAP Project Strategy Change Management Conclusion

12. Competitive Analysis: Quantitative Approach
Functional Fit
Total One-Time Cost (CDN $ M)

13. Agenda
Need for ERP System Business Requirements Why Implementing SAP Project Strategy Change Management Conclusion

14. Big Bang Implementation
Importance Risk Old New
Quick decision making High
Support and resource availability High
Executive / Stakeholder support High
Minimal customization High
Strong scope management High
Effective communication High
Tight management of deliverables High
Methodology Medium
Navigator team High
Ground rules for team interaction Medium
Vendor relationship management Medium
Effective change management High
Project Management High

15. User Representation Project Navigator Key Users: PS/FI/HR/SD
Functional Teams:
Projects
Finance
Billing HR
Key Users:
PS/FI/HR/SD
Key Users:
PS/FI/HR/SD

16. Scope – Project Process
Engineering Services
Project
C-001
Client
C-002
Client Project View
Project
H-1001
H-1002
External
Services
Contractors
Vendors
Consultants

17. Scope - Business Process
Evaluation
Close Out
Review
Pricing
Execution
Planning
Close Out
Execution
Proposal
Request For Proposal
Project Close Out
Manage
Scope
Manage Resources
Costs
Time
Activate Project
Enterprise Management

18. Scope – SAP Functional Modules
Financial Management
Financial Accounting
General Ledger
Accounts Receivable
Accounts Payable
Financial Controlling
Sales & Distribution
Org Structures
Master Data
Sales
Billing
Materials Management
Purchasing
Human Resources
HR - Components
Time Management
Benefit Administration
Salary Administration
Projects Systems
Project Definition
Work Breakdown Structure Elements
Networks
Activities
Total Integration

19. Project Timeline Duration Start Date Preparation Phase 9 days 7/19/01
Business Blueprint Phase 31 days 8/1/01
Realization Phase 79 days 9/4/01
Final Preparation Phase 39 days 1/7/02
Go-live 1 day 3/4/02
Post Impl. Support 20 days 3/4/02
Operations /29/02

20. Physical Architecture
Application Servers
ITS Server for Workplace
Workplace Server
Single Centralized Database
ITS Server for Intranet
ITS Server for Internet
Firewall

21. Development Environment
Quality
Development
Production
010
Acceptance Testing
020
Training
000
SAP Reference
010
Configuration Master
020
Sand Box
000
SAP Reference
010
Production
000
SAP Reference

22. Agenda
Need for ERP System Business Requirements Why Implementing SAP Project Strategy Change Management Conclusion

23. End-User to Closest Office Trainer to End-Users Site
Training Methods
Functionality Complexity
Change Required
Intensity of Training
#’s To be Trained
# of Offices
Session Duration
End-User to Closest Office
Trainer to End-Users Site OR 3
Increase
Net Meeting
Tele-Conference
& 2
iTutor
Support Material + 1

24. Familiarization Period
Why
Practice in SAP
Learn functionality
Improve business readiness
Focus
End-user access
End-user support
Support documentation
Site preparation
Management support toolset
Expectation
Validate Master Data
Practice entering time
Test a complete cycle for 50 projects

25. System Operations Life Cycle
Transition from Project to Operations
Project Life Cycle
Bus Process Review
Configuration
Data Clean-Up
Install. & Training
Go-Live & Support
System Operations Life Cycle
Dailey Operations
Maintenance
Enhancements
Upgrades

26. Coaches / Central Services System Operations Life Cycle
Support Infrastructure
Business Users
Coaches / Central Services
Key Users
End Users
System Operations Life Cycle
Dailey Operations
Maintenance
Enhancements
Upgrades
Helpdesk Team
Development Team
SAP Technology Group

27. Roll-out New Functionality Request For Development
Helpdesk
Close Call
Date Stamp
to User
Document Resolution
Update Knowledge Base
User
IT Assist
Telephone
Web-Logging
Coaches C L A S I F Y
Functional
Technical
Help-
Desk
Solve Call
Allo-cate
Call To
Dev. Team
Assign To Task List
Roll-out New Functionality
Execute Development
Request For Development

28. Agenda
Need for ERP System Business Requirements Why Implementing SAP Project Strategy Change Management Conclusion

29. Key Performance Indicators
Time
Missing timesheets
Reconciling
Timesheet management
Billing
Invoices to customers
Draft invoices
Improved cash flow
Projects
Project overruns
Utilization factor
Resourcing of projects
Finance
Inter-company accounts
Month-end closing
Data transfer between systems
Outstanding receivables

30. Lessons Learned Client References In and outside industry vertical
Vendor
Accountability
Control
Pre-implementation
Business processes
Change management
People
Key-user profiles
Lower level involvement
Team / user interaction
Learning material
One standardized set
Centralized development
Change requests

31. Thank you for attending!
Please remember to complete and return your evaluation form following this session.
Session Code: [2511]