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SAP America, Inc / 1plastilago
ROBERTO ALVAREZPlastilago-Polilago
AN 18 MONTH BIG BANGIN THE VENEZUELAN PETROCHEMICALS INDUSTRY
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SAP America, Inc / 2plastilago
COMPANY CARACTERIZATION:
PLASTILAGO AND POLILAGO ARE TWO VENEZUELAN PETROCHEMICAL COMPANIES WHICH PRODUCE 170.000 METRIC TONS OF HIGH AND LOW DENSITY POLYETHYLENE PER YEAR FOR LOCAL AND INTERNATIONAL MARKETS.
YEARLY INCOME: 200 MEGA $. 480 EMPLOYEES. PRODUCTION, SALES AND ADMINISTRATION OCCUR AT
THE PETROCHEMICAL COMPLEX OF EL TABLAZO, CARACAS AND MARACAIBO, RESPECTIVELY.
STOCKHOLDERS ARE STATE OWNED PEQUIVEN, VENEZUELAN INVESTORS GRUPO ZULIANO, ELF ATOCHEM AND MITSUI.
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SAP America, Inc / 3plastilago
CONTEXT BY OCTOBER 1995:
INSUFFICIENT APPLICATIONS INTEGRATION: COMPANY APPLICATIONS RESTED ON FOUR SYSTEMS ARCHITECTURES: MVS, VM, X-BASE AND VARIOUS PACKAGES - I.E.: MILLENNIUM.
INSUFFICIENT APPLICATION FUNCTIONALITY: ± 50% OUTSTANDING REQUIREMENTS MET.
PURVEYOR OF ECONOMIC MAINFRAME SERVICES HAD ANNOUNCED DISCONTINUATION OF ITS ARCHITECTURE BY THE END OF 1997.
NECESSITY OF SCALABLE SOFTWARE IN ORDER TO SUPPORT A CHANGING BUSINESS ENVIRONMENT.
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SAP America, Inc / 4plastilago
ARCHITECTURE HISTORY:
FOURCONCURRENT
ARCHITECTURES
FOUR SETS OFSPECIALISTS WITH
DIFFERENTBACKGROUNDS
1975 1980 1985 1990
MILLENNIUMSQL/VM
IDMS/MVSX-BASE
S/34
S/3
AR
CH
ITEC
TUR
E
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SAP America, Inc / 5plastilago
FUNCTIONALITY EVOLUTION:
MARGINAL RETURNS:
10%
20%
30%
40%
50%
1975-1990 1991 1992 1993 1994
% R
EQU
IRED
FU
NC
TIO
NA
LITY
35%
8%3% 2% 1,5%
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SAP America, Inc / 6plastilago
WHY CHOOSE R/3?:
IN FUNCTIONALITY, R/3 COMPARED FAVOURABLY WITH OTHER INTEGRATED SYSTEMS UNDER SCRUTINY.
SEVERAL STOCKHOLDING COMPANIES HAD ALREADY ADOPTED R/3: STATE OWNED PEQUIVEN
ELF ATOCHEM
THE COMPANY HAD ACCESS TO RELATIVELY LOW R/3 PRICES, AGREED BETWEEN SAP-AG AND PDVSA - VENEZUELA’S STATE OWNED OIL CONGLOMERATE AND PEQUIVEN’S HOLDING COMPANY.
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SAP America, Inc / 7plastilago
PROJECT PREPARATION:
DEVELOPING AN UNDERSTANDING OF LOCAL AND INTERNATIONAL CONSULTANCY LIMITATIONS FOR R/3 PROJECTS - ASAP AS SUCH YET NON EXISTENT
TAKING ADVANTAGE OF A FOUR MONTH FORCED WAITING PERIOD AS AN OPPORTUNITY FOR: 856 HOURS OF EARLY TRAINING FOR 22 PROJECT MEMBERS
EARLY PROGRESS ON DIVERSE INFRASTRUCTURE STRUCTURAL ELEMENTS:
CONCEPTUAL DESIGN OF NETWORK TOPOLOGY
INSTALLATION OF REQUIRED NETWORK NODES
PROCUREMENT OF INTERURBAN TELECOM LINKS
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SAP America, Inc / 8plastilago
PRELIMINARY SCOPE AND PROJECT INVESTMENT MODEL
PRELIMINARY FUNCTIONALITY SCOPE WAS DEFINED ACCORDING TO THE COMPANY PROCESS MODEL
PRELIMINARY PROJECT INVESTMENT ASCERTAINED:
COMPANY IT TEAM32%
CONSULTANTS22%
HARDWARE25%
SOFTWARE12%
RDBMS9%
TOTAL PROJECTINVESTMENT:
$ 2,862,137
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SAP America, Inc / 9plastilago
PROCESS OPTIMIZATION AND COMPUTERIZATION RFP STRATEGY:
JOINING FORCES WITH A SYSTEMS INTEGRATOR: COMPANY DESCRIBES PRESENT AND EXPECTED FUTURE
PARTNER DEFINES PATH FROM PRESENT TO FUTURE
DISCOVERY OF A SUCCESSFUL MODAL SOLUTION PROCESS OPTIMIZATION APPROACH MUST FIT R/3 COMPUTERIZATION APPROACH MUST BE COMPACT COST OPTIMIZATION
COMPANY HARDWARE/SOFTWARE PREFERENTIAL PRICES
USE OF COMPANY IT PERSONNEL
PROJECT DIRECTION UNDER COMPANY CONTROL
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SAP America, Inc / 10plastilago
SOME PROPOSAL EXPECTED DELIVERABLES:
PURVEYORS’ R/3 EXPERIENCES AND REFERENCES DESCRIPTION OF CONSTRUCTION TECHNIQUE AND
DETAILED PRODUCT STRUCTURE - PBS PROJECT PERT NETWORKS AND GANTT CHARTS ASSIGNED RESOURCE RESUMES AND HISTOGRAMS PROGRAMMED PHYSICAL PROGRESS, MAN-HOUR
INVESTMENT AND CASH FLOW ‘S’ CURVES ECONOMIC DATA: HOURLY RATES, PERDIEMS, ETC. SCOPE CHANGE, PROBLEMS & REPORT PROTOCOLS
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SAP America, Inc / 11plastilago
SELECTED PROPOSAL CHARACTERISTICS:
PRIME CONTRACTOR, INTEGRATOR AND BASIS EXPERTISE: DIGITAL EQUIPMENT VENEZUELA
FUNCTIONAL SAP EXPERTISE: SEMA GROUP - A EUROPEAN CONSULTING COMPANY
FUNCTIONALITY: SD, MM, PP-PI, QM, PM, HR, FI, CO, AM PROJECT EXPECTED DURATION: 18 MONTHS APPROACH: SEMA GROUP HOMEGROWN PROTO-ASAP INVESTMENT MIX: 4,700 CONSULTANT MAN-HOURS
AND 80,000 CLIENT MAN-HOURS - 50 USERS AND 13 IT SPECIALISTS
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SAP America, Inc / 12plastilago
PROJECT TIMETABLE:
SEMESTER 1 SEMESTER 2 SEMESTER 3
SALES,EXPEDITIONS,INVOICING,WAREHOUSE MGMT.
GENERAL ACCOUNTING,PAYABLES,RECEIVABLES
MAINTENANCE
PRODUCTION,MATERIALS MGMT.,PURCHASING,QUALITY MGMT.
COST ACCOUNTING
ASSET MGMT.,TREASURY MGMT.
PAYROLL AND HUMAN RESOURCES - BEING DEFINED
JUN
E 19
96
NO
VEM
BER
199
7
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SAP America, Inc / 13plastilago
COMPACT METHODOLOGY:
PROJECT SUCCESS ASSOCIATED TO STREET-WISE SAP DISTILLATES
COMMON SUCCESS FACTORS WERE: USER
INVOLVEMENT
STERN PROJECT CONTROL
INTEGRATED CHANGE MANAGEMENT
ORGANIZATION AND CONCEPTUAL
DESIGN
DETAILED DESIGN AND
PARAMETRIZATION
PREPARATIONFOR
PRODUCTION
OPERATIONSOPTIMIZATION
CHANGE MANAGEMENT
WELL DEFINEDPRODUCT
STRUCTUREAND
NATURE
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SAP America, Inc / 14plastilago
STERN PROJECT CONTROL:
A The Assyrian came down like the wolf on the foldB And his cohorts were gleaming in purple and gold
A The Assyrian came down like the wolf on the foldB And his cohorts were gleaming in purple and goldC And the shhen of his
A The Assyrian came down like the wolf on the foldB And his cohorts were gleaming
A The Assyrian came down like the wolf on the fold
PRODUCTSTRUCTURE &NATURE
PROGRESSREPORTS
PERTDIAGRAMS
‘S’CURVES
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SAP America, Inc / 15plastilago
PROJECT ORGANIZATION:
USER LIAISON
USER ANALYST
SYSTEMS ANALYST
FUNCTIONAL CONSULTING
PER R/3 MODULE
INFRASTRUCTURE SPECIALISTS
PROJECT MANAGEMENT
MANAGERS:•SALES•FINANCE•HUMAN RESOURCES•PRODUCTION•LOGISTICS•IT
OTHER DECISIONMAKERS
CHIEF EXECUTIVE50 USERS18 IT SPECIALISTS5.000 HRS CONSULTING
ABAP/4 SPECIALISTS
POOLS
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SAP America, Inc / 16plastilago
BLOCK I - JUNE 96/JANUARY 97:
SALES MASTER DATA
PRICES DISCOUNTS BUSINESS PARTNERS
ORDERS CONTRACTS DELIVERY PLANS SALES STATISTICS
BILLING INVOICES
PLANNING FORECAST SOP MPS
SHIPPING DELIVERIES RETURN DELIVERIES REPLENISHMENT
FINISHED PRODUCTS GOODS RECEIPT TRANSFER REQUIREMENT TRANSFER ORDER PHYSICAL INVENTORY VALUATION TRANSPORT ORDER
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SAP America, Inc / 17plastilago
BLOCK II - JUNE 96/JANUARY 97:
GENERAL ACCOUNTING GENERAL LEDGER FINANCIAL REPORTING STATISTICS
ACCOUNTS PAYABLE MASTER DATA
VENDOR
BANK
CREDIT MEMO DOWN PAYMENT POSTING PAYMENTS
ADVANCES
TAXES
CHECKS
ACCOUNTS RECEIVABLE CREDIT/DEBIT MEMO REBATES LETTERS OF CREDIT COLLECTIONS DOWN PAYMENTS INTERNAL TRANSFER POSTING AUTOMATIC CREDIT CONTROL
OF SALES ORDERS CREDIT MANAGEMENT INTEREST CALCULATION CLEAR ANALYSIS
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SAP America, Inc / 18plastilago
BLOCKS III & IV - FROM JAN 97 TO AUG/OCT 97:
PURCHASING GOODS SERVICES
INVENTORY MGMT (SPARE PARTS, OPERATING SUPPLIES, EMPTIES, SEMIFINISHED PRODUCT, RAW MATERIALS)
RESERVATIONS GOODS RECEIPT TRANSFER ORDER TRANSFER REQUIREMENT PHYSICAL INVENTORY VALUATION STATISTICS
COST CONTROL COST CENTERS PROJECTS SYSTEM PRODUCTION COSTS PROFITABILITY ANALYSIS ABC
PRODUCTION - PROCESS MASTER RECIPES RESOURCES PROCESS ORDERS CONTROL RECIPES PI - SHEET CAPACITY LEVELLING MRP STATISTICS
QUALITY MANAGEMENT INSPECTION PLANNING QUALITY CERTIFICATES PROCUREMENT QUALITY INSPECTIONS STATISTICS
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SAP America, Inc / 19plastilago
MARACAIBO CENTRAL COMPLEX:
UPS
REDUNDANTPOWER
SUPPLIES
REDUNDANTSERVERS
DISK MIRRORINGFOR R/3
TAPEBACKUP
CENTRAL COMPLEX:
• 2 COMPAQ PROLIANT 5000 SERVERS WITH STANDBY RECOVERY OPTION •• 2 PENTIUM PRO 200 Mhz •• 640 Mb RAM
• 35 Gb DISC
• 2 DLT TAPE UNITS
• 250 Mbps ETHERNET CARD
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SAP America, Inc / 20plastilago
THE NETWORK:
EL TABLAZO COMPLEX
MBO CCS
EXTERNALSTORAGE
x.25 internet
HIGH DENSITY PE PLANT LOW DENSITY PE PLANT
EXTERNALSTORAGE
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SAP America, Inc / 21plastilago
SOFTWARE GENERAL ARCHITECTURE:
ABAP/4ABAP/4
INFORMIX ODS 7.20T21INFORMIX ODS 7.20T21
WINDOWS NT 3.51 SP 4WINDOWS NT 3.51 SP 4
MS OFFICE MS OFFICE 4.214.21
& OTHERS& OTHERS
SAP R/3 3.0E+SAP R/3 3.0E+
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SAP America, Inc / 22plastilago
DON’T:
SELECT THE WRONG DEVELOPMENT APPROACH SELECT THE WRONG USERS SELECT THE WRONG FUNCTIONAL CONSULTANTS SELECT WRONG PURVEYORS SELECT WRONG BASIS PERSONNEL UNDERESTIMATE IMPORTANCE OF BASIS TRAINING UNDERESTIMATE TIME - AND COST - OF REWORKING UNDERESTIMATE PROCUREMENT/DELIVERY TIMES
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SAP America, Inc / 23plastilago
DO:
EXCEL AT CHANGE MANAGEMENT RECRUIT THE COMPANY PRINCIPAL - SINE QUA NON RECRUIT - OR LEVY - TOP MANAGEMENT OBTAIN RIGHT AMOUNT OF THE ABLEST USERS CONFINE CONSULTANT TO PREDEFINED ROLE STERNEST PROJECT MANAGEMENT: TIME, COST, QUALITY R/3 CHOICE-OF-FIT REENGINEERING MINIMIZE NON R/3 FUNCTIONALITY ZERO CHANGES TO R/3 BASE CODE EARLY INSTALLATION R/3 DEVELOPMENT ENVIRONMENT EARLIEST POSSIBLE TRAINING OF USERS & SPECIALISTS
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