1. The Lawson Performance Review
(LPR)
Identifying quick wins and initiatives
to maximise the M3 implementation

2. Professional Services Director
Fuaad Buras
Professional Services Director

3. Presentation Aim Update you on the LPR product which I launched
in the LUA UK
... Key Lessons / Messages from a number of customers
as a result of these M3 reviews

4. Presentation Content
Totalamber Changes minutes
The LPR Launch minutes
Recent LPR Examples minutes
Key Messages from LPRs conducted... 5 minutes
Q&A minutes

5. Totalamber Support Centre
We have changed as a business ...
Totalamber Lawson CoRE
Totalamber UNIT4 CoRE
Totalamber IFS CoRE
WebQuarters®
Totalamber Support Centre
Software Vendors
Technology
Partners
CoRE
Consultants
Clients
Totalamber
Pillars
Think
Implement & Support
Productised Service Offerings
Replace
Market Research
Products
& Services
Go To
Market
Workshops & Webex
Onsite Review
CBA Proposal
Delivery
Account
Development

6. We have created a support centre ... Director of Support Services
David Hartshorne
Director of Support Services
Helpdesk
Administrator
System Administrator
Technical Consultant
Report Writer
Business Analyst
Full time staff
Remote Support
Onsite Support
Systems Administration
SLAs
Working with vendors and users

7. Totalamber Lawson CoRE Team
Lawson Business Unit ...
Nick Devine
Director of Lawson Services
Professional Services
Sales Support
Lawson
Pre-Sales
Market Researcher
Totalamber Lawson CoRE Team

8. Presentation Content
Totalamber Developments ...
The LPR Launch...
Recent LPR Examples...
Key Messages from LPRs conducted...
Q&A ...

9. What is LPR?
LPR
The Lawson Performance Review (LPR) checks if M3 is configured appropriately to meet the business needs – its strategy, processes and people.
An impartial fit-gap assessment
Roadmap for change – enhance, upgrade or re-evaluate
Typical LPR Structure:
One to two days on site (depending on scope / complexity)
One to two days write up
Half day Presentation & Agreeing Next Steps

10. M3 Landscape – Issues, Quick Wins & Initiatives
Business
Market Strategy – Products / Services
Customers Strategy
Key Priorities
Constraints
Entities
Performance Measures
Processes
Business Development
Project Mgt
Manufacturing
Services
Fulfilment
Logistics
Finance
Customer Service
Quality Assurance
Human Resources
People
Local Culture
Languages
Skill Sets
Buy-in
Roles & Responsibilities
LPR BALANCING
ACT
Lawson M3
Delivery Model – e.g. SaaS
Modules
Infrastructure
Operating System
Database
Customisations
Integration
Information Reporting

11. The LPR Layers LPR Area LPR Validation Score BUSINESS
Model
KPIs
Sites
Entities
Local Regulations
Priorities
(1) Business Strategy
Company Vision
Market Strategy
Functional Objectives
Measures
(2) Interaction Channels
Customer Channels
Employee Channels
Supplier Channels
Partner Channels
PROCESSES
Departments
Policies
Procedures
Flows
Rules
Controls
(3) People
Buy-in
Ownership
Roles
Structures
PEOPLE
Culture
Roles
Skill sets
Training
Buy-in
Capacity
(4) Business processes
Definition
Documentation
Rules
Controls
(5) Information Management
Master Data
Meta Data
Reports
Business Intelligence M3
Modules
Hardware
Database
Information
Network
Support
(6) Integration Management
Process Integration
Data Consolidation
Legacy Interfacing

12. The LPR Layers LPR Area LPR Validation Score BUSINESS (7) IT Strategy
Model
KPIs
Sites
Entities
Local Regulations
Priorities
LPR Area
LPR Validation
Score
(7) IT Strategy
Operating Models
IT Architecture
Hardware
Databases
Support Organisation
PROCESSES
Departments
Policies
Procedures
Flows
Rules
Controls
(8) Lawson ERP
Modules
Interaction Types
Users Profiles
Security Strategy
Technologies
Middleware
Data Architecture
Reporting Tools
Development
Configuration
Upgrade Path
PEOPLE
Culture
Roles
Skill sets
Training
Buy-in
Capacity M3
Modules
Hardware
Database
Information
Network
Support

13. Customer Options Enhance LPR Upgrade Re-evaluate Quick Wins
Simplify GUI
Smart Office
Initiatives
Search
Module Implementation
Queries
Documentation Mgt
Users Education
Reporting Improvements
Hours/Days
Technical Tuning
Process Streamlines
Weeks/Months
LPR
Upgrade
Define
Set up
Build & Test
Rollout
Support
Feasibility
Process
Plan
Governance
Hardware
Software
Database
Data
Business rules
Configuration
Reports
Customisation
Integration
UAT
Training
Data Cutover
Live
Handholding
Helpdesk DR
Operations
Projects
New Joiners
Re-evaluate
Requirements
Evaluation
Selection
Contractual
Business
Process
Technical
People
Plans
RFI
RFP
Market Research
Demos
Due Diligence
Negotiations
Decision making
Communications
Terms &
conditions
Legal
Payment

14. Presentation Content
Totalamber Developments ...
The LPR Launch...
Recent LPR Examples...
Key Messages from LPRs conducted...
Q&A ...

15. How did the LPRs go?
Met the business and IT managers / sponsors for an hour
Set up interviews (1 hour long) with each business key user / process owner where we:
Asked about the processes and related issues
Checked the M3 configurations – check data / screens / outputs
Highlighted potential alternative solutions – quick wins / initiatives
Day 1
Documented the quick wins and 4-8 initiatives with estimates and owners
Validated the quick wins and initiatives list with the business and IT sponsors
Documented the final report giving improvement plan and costs
Day 2
Present the full report to stakeholders
Commence improvements – quick wins / plan initiatives
Day 3

16. LPR Output 1: Validation of AS-IS & TO-BE

17. “AS IS” – Understanding & Capturing the landscape
EXAMPLE
Implemented M3 few years ago with promise to enhance usability after Go-Live
Business changed since initial implementation – e.g. Becoming more project based
No KPIs agreed – too many reports but little measurement and improvements
Inconsistency of implementation between sites / regions (moving away from blueprint)
Business
People
Processes
Technology
Diamond
Methodology
No process flow, maps or docs
Teams working in silos
Limited appreciation of process and M3 touch points
No up-to-date mods documentation
Difficulty in audit trail – back tracking a process / data
Very few people know how the current system is set-up
Key individuals left the organisation
No formal training was provided to the workforce
Limited level of confidence in data / M3 – slave to system
M3 is under utilised: 50%-65% of functionality is still unused
Several major and relevant M3 modules & features not understood (e.g. MOM)
Too many manual systems and interventions – spreadsheets and databases still used
(Finance Controller) spends too much time consolidating data and filling gaps

18. “TO BE” – where the organisation needs to be with M3?
EXAMPLE
Senior Sponsors – Introduce and cement the right management and culture (e.g. Project Oriented)
M3 for new business model - Redefine and re-configure M3 to support new changes
Measure & manage each business activities - Formalise KPI and link to new processes
Regional capabilities - Group standards vs. Local site requirements
Business
People
Processes
Technology
Diamond
Methodology
Efficiencies - Streamline processes between teams
Update guidelines – update manuals to meet new approach
Integrated Plan - Process to manage a single plan detailing all project activities
Track project time - Time recording policy and processes to calculate true project costs
Raise M3 Confidence - Raise team awareness of what is available in M3
M3 Training - full team and develop tailored training sessions (2-3 hours each session)
Involvement – Get more people involved in shaping M3 and its use going forward
Automation of integration - Automated feeds between M3 and external systems
New Modules / Capabilities – Implement new capabilities to minimise manual interventions (e.g. E-Invoicing)
Shop Floor Data Capture - Implement the M3 data capture (touch screen)

19. LPR Output 2: Quick Wins & Initiatives Summaries
What?
Benefits?
How?
Effort? (Cost)

20. 20 to 30 Quick wins / 4 to 8 initiatives Implementation Benefits
EXAMPLE
20 to 30 Quick wins / 4 to 8 initiatives #
Quick Win
Quick Win Description
Implementation Benefits
Set Up / Activities
TA Effort
Business Priority 1
Demand Planner – a number of (12) customers not coming through
Review of setup/config to identify why these customers do not get included from Sales Statistics
Full, complete Demand Planner database to support forecasting
Investigate
Communicate
Correct
4 hrs 2
Orders via
Ability to order confirmations through appropriate Streamserve setup
Improved efficiency reduced postage/stationery costs.
Set up server / Educate users / Configure / Test Script / Engage supplier xx
Total man-days

21. LPR Output 3: Improvement Approach & Roadmap

22. Role-based Tailored Training
We proposed two strands of work – (1) Quick Win Strand - to raise confidence and improve M3 usability in the short term and (2) longer term Improvement Initiatives Strand to implement necessary M3 functionality/modules (e.g. Upgrade Initiative)
“Raising Confidence in M3”
Role-based Tailored Training
“Streamlining Processes”
Process Definition
Additional Quick Wins
(Based on priorities)
“Improving M3 know-how / Raising user confidence / Simplifying processes / Implementing new functionality
Quick Wins: Part 1
Quick Wins: Part 2
Quick Wins: Part 3
Strand 1
Improvements Initiative
Kick off
(Based on priorities)
Improvement
Initiatives
Review and plan M3 improvement Initiatives
Strand 2
EXAMPLE

23. M3 Training – Tips & Tricks (3 hours) Role-based Tailored Training
Everyone would benefit from an overall M3 presentation to show what is possible and how best to navigate and simplify the M3 tool.
EXAMPLE
“Raising Confidence”
M3 Training – Tips & Tricks (3 hours)
Target Attendees: All M3 Users
Type: Presentation / Demo / hands-on
Aim: Raise Awareness / Confidence
Topics Covered:
Structure of M3 Workplace
Working with Workplace User Settings
Using the Navigator
Launching and working with M3 Content
M3 Companion
Working with User Personalisation Defaults
Working with Basic Panel Functions
Working with the “P” Settings
Panel Sequences
Panel Actions
Working with Text Panels
Exercises
“Raising Confidence in M3”
Role-based Tailored Training
! A set of eight (3 hour) sessions would be scheduled to allow the users to book into a suitable slot
during week 1.

24. Overall Quick Wins & Initiatives Roadmap
EXAMPLE
1st Sep10
8th Sep10
15th Sep10
10th Oct10
16th Mar11
Project
Mobilisation
Quick Win
Part 1
Quick Win
Part 2
Quick Win
Part 3
Improvement
Initiatives
£1.5K
£3.9K
£4.1K
£7.8K
£17.5K
Total Investment: £34.8K

25. Presentation Content
Totalamber Developments ...
The LPR Launch...
Recent LPR Examples...
Key Messages from LPRs conducted...
Q&A ...

26. My Messages & Lessons...
1) Initial Implementation is not always perfect! – calibration is needed
2) User Training is not sufficient – targeted role/task based education is needed
3) M3 is not appreciated – not surprise because of the above two points factor
4) Key users need coaching and training – as key implementation personnel left
5) End to end process need streamlining to remove duplication and redundancy
6) Still too many spreadsheets and manual interventions
7) M3 support need to be enhanced to deal with business demands and expectations
8) Senior management and sponsors needed to secure improvement and M3 direction
9) M3 Inductions to new joiners is hardly given – so no wonder bad habits being picked up

27. Presentation Content
Totalamber Developments ...
The LPR Launch...
Recent LPR Examples...
Key Messages from LPRs conducted...
Q&A ...