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Capgemini Proposal Geneva, August 20th, 2004
Seeking collaboration with Budget and Financial Management Control Systems Implementation & ICT Strategy Definition and Implementation Capgemini Proposal Geneva, August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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CONTENTS Executive Summary What we propose Who we are Q&As
ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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Are present today Patrick Nicolet Beat Binder Nicolas Schobinger
Senior Vice President Beat Binder Vice President, Public Services Nicolas Schobinger Principal, Transformation Consulting Ingo Finck Principal, Finance & Employee Transformation Practice Matthew Turnbull Principal, IT-Strategy-Practice ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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CONTENTS Executive Summary What we propose Who we are Q&As
ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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Situation Issues on budget and programmes A clear workflow for action
basic issues on economical level not efficiently organized no linkage between budget structure and both the strategic and operational planning insufficient value of IT investments A clear workflow for action Decision by the Plenipotentiary Conference/ Review by GoS/ Report by Dalberg/ Appointment of a COG now a ITU Secretary Project… …to be supported by a knowledgeable external company A new scope: RBB-CA, ICT Strategy, BPR Process improvements and solution implementation ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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Challenges Matching budget objectives and programme objectives
map business needs from various departments… …but avoid customizing. Take advantage of packages functionalities. Priorities to manage e.g. RBB 12/2004 is a pre-condition for a successful budget How to involve ITU people in both this project and the changes (i.e. time reporting) Communicate at the speed of the activities of the project Manage cultural changes How to update the portfolio of systems and applications link complex business with easy to use (networked) applications ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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Our solution Manage and maintain the global view of streams:
3 workstreams: RBB-CA, ICT Strategy, BPR 2 phases: 1 and 2 with a clear scope change management is key: embedded in workstreams + PMO-support Involve ITU people: ITU is the owner of the project, not the consultants motivate the stakeholders and deliver quick results to them any task or workload has a dual distribution (ITU + Capgemini) intensive knowledge transfer Target & implement the state of the art of ERP or toolboxes: clear rules of the games by ITU about customization requests short and long term vision to leverage on the packages easy to use / easy to maintain motto Phase 1: Four calendar months, 1.8 mio CHF, local teams ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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Our added value, our differentiators
It is an ITU project not a Capgemini project: Capgemini is here to help form technical level to strategic level ITU is here to decide and validate A unique way to involve ITU people: CBE Collaborative Business Experience not a buzzword but a proven bottom-up approach A deep knowledge and practice of ERP in UN agencies: TCO (Total Cost of Ownership) follow-up full value of the investment A set of accelerators at all level: BPR sessions (e.g. "ASE" or "Brown paper") project management with permanent and transparent risk management quick wins and rapid development methods for software and package, at implementation and roll out ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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CONTENTS Executive Summary What we propose Who we are Q&As Overall
Focus 1: RBB & Cost allocation Focus 2: BPR Who we are Q&As ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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We were not able to suggest a Solution to all of your your Bid Requirements
Project Calendar as provided by ITU #6: No real time to do in-depth process based analysis of business requirements as communications shall be in october #13: There are no detailed process descriptions available; there is no clear indication on processes to be selected; strong technical orientation #16: technical back-end of the BPR-exercise; no technical specs; talking about BW etc. #17: no e-collaboration specs; self-service is fine, but what does it include; employee self-service portal no sepcified #21: no specs for myITU portal; BSC as executive information system is fine, but is it really what’s best for ITU ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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We think we found Remedies to these Issues
Areas of Uncertainty and Mitigation Strategy Uncertainty Mitigation RBB implemented by end of 2004 as pre-condition for prep of 2006/07 budget highest short-term priority if necessary stand-alone option Introduction of time-tracking systems is a huge cultural challenge Training + additional change management may lead to a postponement of SLA definitions for 2006/07 (planned in Q2/2005 ICT-Strategy review: critical pieces need to be developed from scratch coupled with early communication date go further than a review; close design gaps to meet Oct deadlines, it will can not be based on process reviews BPR can not be assessed sufficiently through the materials provided by ITU to make a sustainable commercial offer. thorough business process assessment needs to be conducted based on assessment do gap-fit-analyses and specs split into two phases to allow for a firm commercial offer of the first phase RBB = Result Based Budgeting ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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We propose to deliver your Project in two distinct Phases
Setup Phase 1 Phase 2 New Budgetary and Cost Management System (RBB/CA) Post-implementation support Project Initiation ICT Strategy, Processes and Organisation BPR and system enhancement preparation Implementation Project management Communication, Mobilisation & Change Management Knowledge Transfer RBB = Result Based Budgeting CA = Cost Allocation ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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The Approach allows to meet all set Milestones
Suggested overall Schedule Phase 1 Phase 2 Sep Oct Nov Dec Jan Feb Mar Apr May Jun Design Build Roll-Out RBB / CA Cut-Over 1st SDR report 1st RBB w/ time tracking SLA R/O ends IT-Strategy, -Architecture, -Processes Implementation preparation IT-Strategy Communication Implementation Implementation Plans BPR & System enhancement preparation BPR ends BPR Sign-Off RBB = Result Based Budgeting CA = Cost Allocation SDR = Service Delivery Reporting Milestones stated by ITU in Terms of References ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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However, we would have preferred a different Logic
Alternative overall Schedule (new Milestones) Phase 1 Phase 2 Sep Oct Nov Dec Jan Feb Mar Apr May Jun Design Build Roll-Out RBB / CA Cut-Over 1st SDR report 1st RBB w/ time tracking SLA R/O ends Implementation preparation IT-Strategy, -Architecture, -Processes Communication IT-Strategy BPR & System enhancement preparation Organizational Implementations Technical Implementations BPR Sign-Off RBB = Result Based Budgeting CA = Cost Allocation SDR = Service Delivery Reporting BPR ends Milestones stated by ITU in Terms of References ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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We would like to implement our Collaborative Business Experience through the suggested Structure
Executive Steering Committee Project Management Office Quality & Risk mgmt Service Delivery mgmt Workstream I Workstream II Workstream III Budgetary processes Cost allocation methods Time tracking SLA/SDR Toolbox ICT Strategy ICT Architecture Implementation plan Project mgmt method Process mapping Opportunity sheets Prioritisation Business Case Implementation plan Subject Matter Experts Sectors / Process Owners ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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“Collaborative“ means ITU will also have to put in significant Resources
ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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Overall, our Proposal for Initiation and Phase 1 amounts to approx
Overall, our Proposal for Initiation and Phase 1 amounts to approx. CHF 1‘850k Amounts excluding VAT and other taxes ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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Phase II Outlook Phase 1: 1.8 mioCHF Phase 2: 3.0 mio CHF 7.0 mioCHF
(270 applications) ESS BW myITU back-end integration RBB BPR induced system change Prioritisation of opportunities during Phase 1 to meet funding possibilities ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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CONTENTS Executive Summary What we propose Who we are Q&As Overall
Focus 1: RBB & Cost allocation Focus 2: BPR Who we are Q&As ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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Developing an IT Masterplan and linking Accounting and Results for a UN Institution
Objective: create a link between accounting and results We develop a RBB-Masterplan for this UN institution, and then we design the solution We have chosen an web-based technology, taking into account needs such as very low bandwidth for certain countries We implemented a budget preparation tool, too. These tools have been (budget preparation) or are currently (RBB-tracking) integrated into SAP The problem is that some member states didn't want to pay their due because they had poor visibility on the results. The accounting system could only tell: "we have been spending so much for agriculture in Africa", not the associated programs and results. ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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Process Flow - From strategic Plans over operational Plans to Activities
Out of HQ DG ADG Dir. Sect. Sector BPE & BB Dispatch the sub-prog. Check the budget frame Impact on streams KO Identify the actions KO Identify activities Identify the activiies C KO Valid the action plan OK KO Valid the action plan (2 keys) Valid the action plan concertation OK OK Valid the action plan To be reviewed OK ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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Underlying Data Model Monitoring Follow-up Large programme Actor Unit
1,1 0,n Large programme Actor Unit 1,1 DG ADG Dir. div. Prof. BPE & BB out of HQ Programme 0,n A 1,1 Informations from C/5 stop at this level A PACI Sub-programme 0,n Monitoring 1,1 0,n 1,1 Stream 0,n 1,1 Action Results 0,n 0,n 1,1 Forecast 1,1 Actor A Activity 0,n 1,1 0,n 1,n 0,n Informations from external systems and replicated in the base Follow-up 1,1 Module Accounting ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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The implemented Solution
ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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CONTENTS Executive Summary What we propose Who we are Q&As Overall
Focus 1: RBB & Cost allocation Focus 2: BPR Who we are Q&As ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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BPR can follow different Approaches
Need to understand context of systems-oriented BPR Package is the answer Package is the enabler Package is the constraint ITU ? Apply the package‘s business model (technology driven) Maximize leverage of the package (business driven, technology tempered) Unconstrained Future State business design ( business driven, true innovation) Business value Implementation time ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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When We do BPR, We look at What?
A set of selected process, i.e. Finance-to-Manage Conference-to-Minutes Publication-to-Dispatch Order-to-Cash Purchase-to-Pay Trip-to-Reimbursement Hire-to-Retire IT-demand-to-Supply Roles & Responsibilities (RACI, control, performance) Policies Systems & Information KPIs Process selection will be conducted, according to the schedule of Workstream III, during the first operational week of the workstream. From other experiences in UN-Organizations we have a certain understanding where typically re-engineering may be a topic. Such processes could include: (a) Finance-to-Manage (strategic/operational plans, budgeting, close, controlling) (b) Conference-to-Minutes (conference service, translation, typing/production, reprography) (c) Publication-to-Dispatch (production, marketing, sales, printing, logistics) (d) Order-to-Cash (order capturing, storing, invoicing, accounts receivable) (e) Purchase-to-Pay (purchase requests, sourcing, goods entry, accounts payable) (f) Trip-to-Reimbursement (travel planning, booking, sign-off, reimbursement, accounting) (g) Hire-to-Retire (recruiting, salary, compensation/benefits, pension, leave) (h) IT-demand-to-Supply (ticketing, project initiation/management/execution, SLA-fulfilment) (i) Others (tbc): Performance management, control governance, general admin support (§, $, …) ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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What did we promise as Deliverables?
Process maps incl. their interfaces with systems Improvement assessment and opportunity sheets (incl. specifications necessary for systems enhancements and/or upgrades and/or new implementations) Mobilized organization – case for action Aligned prioritization of opportunities (ICT-Strategy, funding possibilities, implementation capabilities) Business case per opportunity Detailed implementation plan ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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What do you think this Teams do?
Process-mapping and identifying “red issues” ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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What do you think this Work results in?
Opportunity sheets (incl. tech specs for enhancements) ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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What do you think these People are then?
Mobilized for change ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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Does the Approach forget your Deliverables?
No - we won‘t miss a deliverable But we need to understand how to get there! ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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CONTENTS Executive Summary What we propose Who we are Q&As
ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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2003 operating revenues were 5’754 mEUR
Capgemini is one of the world’s foremost providers of Consulting, Technology and Outsourcing services Financial Highlights Capgemini 2003 2003 operating revenues were 5’754 mEUR ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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We have extensive Experience in the Public Sector and, we want to increase our Exposure w/i UN
Defence Health Local Gov Central Gov Int’l US win – client asks us to keep this confidential at the moment Notes on some clients in separate word document Defence: DGA UK MoD – DECS Fr Gendarmerie Onera NL MoD Health: - NL Caremore - Scottish Executive - US Continuum (health care) - US Wellpoint (health insurance) - US Blue Cross Blue Shield Association – Federal Employees health insurance NHS 24 (Scotland) VWS - Dutch Ministry of Health, Welfare and Sport - Ministerie ven Volksgezondheid, Wellzijn en Sport – DBC project Local Government: - North Rhine Westphalia - Councils Online Australia - Westminster City Council - Montreal City Central Government: DTI – UK Department of Trade and Industry Home Office – UK, eBorders and joined up justice Ministere de l’Economie des Finances et de l’Industrie Unedic - Fr Werklinq – NL Working Links – PPP UK Inlichtingen bureau – Social Security intelligence/information bureau NL International: EC eGov Survey IFAD - International Fund for Agricultural Development (Italy, w Dutch staff too) ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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The way we work — a Collaborative Experience for ITU
Combined Project Team “The consultants understand that when they succeed, we succeed.” Open Communications “They know how to listen and they communicate consistently – which means no surprises.” Explicit Initiative on Knowledge Transfer “Both sides are committed to us walking away fully equipped.” Relationship of Trust/Mutual Respect “Is there an honesty in our communications? Do we trust each other?” Responsive/Cooperative Attitude “There are three elements to collaboration - do homework upfront so they understand our business and needs; provide good customer service, and deliver on their promises.” Explicit Risk Sharing “The parties should have an equal chance of success and penalty for failure.” The Collaborative Business Experience label has been designed to act as a quality label, a guarantee of our collaborative way of working with our clients, our commitment to mutual success and tangible value. ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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Collaborative Agreement
Our Collaborative Experience Model will be key in allowing ITU to maintain Alignment and Control Characteristics Joint decision making in Steering Groups: Open debate and challenge encouraged Joint Teamwork Full-time clients and Capgemini people Extended Teams Broad part-time involvement Communication and mobilization Gaining widespread buy-in for change through multiple organizational levels Benefits Higher commitment from the organization Faster learning and skills transfer to the organization Less Total Cost of Implementation Consulting Models Expert Model Consultant Tells 4 Partnership Model Collaborative Agreement Description (Intent of Slide – Purpose & Content) Purpose: Focus on collaboration as a differentiator Directions on Articulating Slide Contents & Specifics on When to Use Tagline (If Applicable) This is Terry’s slide – he should be comfortable articulating it 3 (+) Key Messages We need to function as a partnership in order to be successful As I said earlier, we are not only smart & experienced people, but we are also good people to work with. Team chemistry is an important factor in the success of global rollouts. We’ve had success with Team Chemistry in other parts of Wyeth and believe it is an important qualitative value Transition N/A Resource Model Client Tells ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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We will bundle relevant Sectorial and Functional Expertise for your Project
Expertise in ITU’s bid context Public Services IT-Strategy FET1 Major Service Provider of the sector 20% of Capgemini global revenues PS Community 10’000 dedicated consultants Global knowledge Management repository Rapid solution devlpt for UN agencies Process improvements, budgeting, publications, ERP-implementations… Transformation Operations, process, technology, organisational changes Transformation Community 900 worldwide consultants Working with CIOs Adapted solutions Transformation Events Multi-years engagements Tier 1 player In all areas of FET FET Community 1'400 dedicated professionals Extensive Community Home Space Leveraging approach Back-to-basics Bob Kaplan alliance for Activity Based Management 1 FET = Finance & Employee Transformation ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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Furthermore, we are confident to master all Aspects of your Core Systems
Expertise in ITU’s core systems SAP Documentum HR/Access Tier 1 implementation partner Consistently ranked as Top 3 SAP integrator SAP Community >3’100 dedicated SAP consultants + ADCs1 1’500+ SAP implementations SAP R/3 300+ value-added upgrades Currently 15 R/3 4.7, 162 R/3 4.6 upgrades Global preferred alliance partner (non strategic alliance) Regional Center of Excellence for EDM-Systems2 Located in Utrecht/NL 100 consultants w/i CoE of which 20 functional & technical Documentum experts Global Technology Alliance with IBM Two times IBM World Beacon Award for partner excellence IBM and Capgemini have repeatedly and successfully integrated SAP and HR/Access solutions 15+ dedicated HR/Access – SAP consultants in France ADC = Advanced Development Centers EDM = Electronic Document Management ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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We know your Industry Expertise in ITU ecosystem: customers, consultants Public Entities Operators End Users States Telecom, Industry, Commerce and Media Departments International entities EU ESA (EGNOS, GALILEO) WIPO R&D Universities, Research Centers, EU Programmes Phone & internet Strategy, operations, CRM, billing, IT France Telecom, Swisscom, etc. Medias Radio, TV, webnews broadcasters Radio Suisse Romande, TF1, etc. Infrastructure Network, satellites, hardware, software… Alcatel, Convergys, Cisco, HP, IBM, Microsoft, etc. Financials Banking sector, Insurances… Transportation Air Traffic Control, airlines, railway… Armed forces, police fixed and mobile systems Others public, private, individuals… ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004
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CONTENTS Executive Summary What we propose Who we are Q&As
ITU.PROPOSAL.MAIN.ORALS.V1.0_15H47.PPT August 20th, 2004 © 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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Thank you for your kind attention!
© 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS
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