Embed Size (px)
DESCRIPTION
yes it is ok. dang
Citation preview
“Just because something is working doesn’t mean it couldn’t be working better.”
Michael Eisner
We are experts in business operations. Our business is to improve
your business by improving your processes. We shorten the paths
to your goals, propel your initiatives to completion, and outsmart
your problems before they outsmart your business. We’ve perfected
our cost-effective approach and built a team of the country’s
best minds in business and technology. We zero in on your issues,
spotlight your opportunities and align your internal team
with experts who have specialized experience in your line
of business. We map, monitor and measure every task of your
project to assure accountability and optimum return on investment.
We make businesses more efficient, more productive and
more profitable. We make businesses better.
Cypress Resources. Better Solutions for Better Business.
! " #$%&' ( )%*$ ( +* , ! - ' , , by ! " #$%& ! -. ( )%*$ ( # $%/' , , ' ,
0 1 2 3
0 ' (4 %
5 % $ () % *
W E T H I N K
W E S O LV E
YO U P R O F I T
Operational processes are improved. Everyone has a
plan to follow and knows their role. Work starts to
flow better. Efficiency and productivity is increased.
Profits begin to rise. Business is back on track.
Develop a plan for change. Build a unique team for the
unique challenge. Strategically blend specialized talent
with internal resources. Create a path forward and stay
on course. Monitor progress and measure success.
Perform a comprehensive business process review.
Assess and identify the challenges and the objectives of
executives’ goals. Provide an outside perspective of the
issue. Make workable recommendations for change.
“Impossible only means you haven’t found the solution yet.”
Anonymous
Our approach is structured,
proven and cost-effective.
It meets goals. It gets results.
It works because every stage of the
project is delivered at the highest level
of expertise and experience possible.
We provide businesses with practical,
effective plans and the guided
support they need to improve
their processes and their profits.
Cypress Resources.
Better Solutions for Better Business.
by
W E E N G A G E
W E B U I L D
W E M A N A G E We assign a project oversight group to support project management and their team,and we review the tasks activities, deliverables and resource usage. We lead the projectteam in navigating the key issues. We monitor the productivity of the specialist appointedto the project. Each week, we measure every task to create accountability and providea status report to executives that ties back to the project work-plan. We provideexecutive reports on cause, impact and options for resolution as new issues arise.
We assess the skills required to meet executives’ goals, and evaluate the internal resources available to meet the requirements. We appoint leadership that includes anindustry expert with specialized experience in your line of business. We outline atimeline with objectives, define detailed tasks and deliverables, and plan the project’sprogression by milestones. We provide weekly status reports that tie to a project timeline.We measure, analyze and report by milestone, task and team member.
We define, monitor and execute on the long-term goals of the initiative. We identify the goal and objectives and develop success metrics. We outline realistic expectationsof the resources necessary to succeed. We provide an outside perspective of the issue and a workable approach. We facilitate internal meetings between conflicting interests within the company. We create a team of resources that will allowmanagement to meet the executives’ expectations for success. We connect withthe people who do the day-to-day work, and we ensure a solution to fit their needs.
!
Table of Contents
D E L I V E R A B L E S E C T I O N
S c o p e o f W o r k 1
K e y O b s t a c l e s a n d R e c o m m e n d a t i o n s 2
M i l e s t o n e S u m m a r y 3
G a p A n a l y s i s 4
B u s i n e s s P r o c e s s A n a l y s i s 5
P r o j e c t S t a t u s R e p o r t 6
S ta tement of Work for
RaceTrac Petro leum Inc
1
Executive Summary
1.0 Objectives
RaceTrac’s ultimate goal is to set the industry standard in store support maintenance by providing transparent, reliable and consistent service to stores, while continuing to place internal customer service and satisfaction as the focus. To achieve this goal, RaceTrac is pursuing an initiative to evaluate and implement a holistic quality assurance solution that realigns disparate activities to enhance maintenance support of operations in four areas.
• Equipment Lifecycle Management • Asset/Inventory Management • Internal/External Vendor Accountability and Performance • Process Simplification and Standardization
RaceTrac intends to implement an Enterprise Asset Management (EAM) software solution to provide tools that support the following RaceTrac quality assurance objectives:
1) E q u i p m e n t L i f e c y c l e M a n a g e m e n t - Instituting a predictive and preventive maintenance program will reduce emergency and overall heat requests, allow for earlier identification of resource needs, and shorten lead times for repair.
2) A s s e t / I n v e n t o r y M a n a g e m e n t - Standardization of critical and mission non-critical assets treatment will reduce associated cost of inventory and eliminate duplicative efforts between Help Desk and technicians.
3) I n t e r n a l / E x t e r n a l V e n d o r A c c o u n t a b i l i t y a n d P e r f o r m a n c e - Allocation of work between internal technicians and external vendors through the use of SLA’s will prevent backlog of work orders, reduce costs of in-house operations, and ensure timely completion of work.
4) P r o c e s s S i m p l i f i c a t i o n a n d S t a n d a r d i z a t i o n – Streamlining of day-to-day activities at the Helpdesk, Invoicing, A/P, and Field level in order to reduce dispatch and invoice rework and unleveraged vendor relationships.
2.0 Business Summary
Currently, the maintenance department has difficulties assessing vendor performance and costs of maintaining equipment inventory due to varying processes and inconsistent tools. Decentralized command structure of field personnel creates varying operational goals and objectives across regions. Given this, internal and external departmental communications are redundant, creating significant time lost in managing service needs. The Maintenance Helpdesk does not have the processes and complete tools necessary for triage and dispatching of requests. Invoicing is a manually intensive
2
process and insufficiently integrated with Accounts Payable, causing significant invoice rework and unleveraged vendor relationships. Maintenance also does not have a unified preventative maintenance program. They are currently heavily focused on repairing broken equipment rather than managing the likelihood of equipment failure. Passive management of these activities has adverse affect on overall company profitability given the amount of time and revenues lost due to equipment failure. RaceTrac’s Maintenance Department is in need of a fully integrated, innovative, scalable, user-friendly Asset Management system to realize greater efficiencies and streamline operations. In order to make significant progress in a timely manner on the objectives listed in Section 1.0 of this document, RaceTrac’s Maintenance and Project Management leaders understand the need to accomplish the following:
• Understand the detail of current “as is” processes • Perform a current asset inventory • Develop a detailed requirements matrix to prepare an RFP for EAM software
vendors • Select the “best fit” EAM software vendor • Review opportunities for increased efficiency in related maintenance processes • Transform business processes into streamlined workflows that promote
efficiency, accuracy, and value to internal customers • Align future “to be” process flows with software functionality to implement
leading edge design and practices among industry peers • Implement new processes across the organization with minimal impact • Utilize an organized change management plan to implement new processes
across the organization with minimal stress and impact • Develop appropriate documentation to support the business transformation and
software implementation • Institute quality control measures to ensure ROI sustainability
The tasks and activities proposed in this document are relevant to accomplish the items listed above. Utilizing Cypress Resources to enhance the strengths of RaceTrac’s Special Projects Management team provides the ability to move forward and gain momentum for change. Cypress Resources provides a team that has the ability to maneuver through the challenges of change and implementation securing positive outcomes that meet the project goals and objectives.
3
3.0 Project Approach Our approach encompasses the ob je c t ives out l ined in dis cuss ions with RaceTrac ’s Spec ia l Pro je c t l eadership and lessons l earned on prev ious implementat ions to de l iver qual i ty and value -added so lut ions . Led by RaceTrac’s corporate goals, improvement objectives, and based on Cypress Resource’s experience on similar implementations, this project has 5 phases as outlined below: Exhibi t 1 – Pro je c t Phases
The first 2 phases (Initiate and Planning) are the focus of this proposal. Each phase will have defined objectives and deliverables so that RaceTrac has a clear understanding of the timing, activities, and required resources needed to successfully complete each phase in the path to resolution.
4
Each phase will have 4 common areas to address:
! People ! Process ! Technology ! Documentation
For each of the areas, recommendations and actions will be based on the overall goal of the phase. The phased approach is preferred as it allows for change to be planned and strategically implemented. Each area has unique challenges and barriers to change, therefore providing the consideration of the culture of RaceTrac in relation to these areas will produce the most productive results.
5
3.1 Phase 1 – Initiate
Cypress Resources promotes a project approach that provides clear communication of project expectations not only among project team members and other functional stakeholders, but also setting expectations of goal, objectives, and definition of success. The initiation phase of preparing to implement an EAM solution for RaceTrac will include the following activities:
• 3.1.1 – Outline success criteria Proposal Reviewed and approved by Sponsor
o Align stakeholder expectations across functional areas
• 3.1.2 – Create project organization chart
o Review internal resource availability
• 3.1.3 – Determine change readiness/feasibility study
• 3.1.4 – Proposal presented to OC for project approval
o Develop high-level WBS for all project phases
Phase 1 is expected to begin by the end of March 2010 and be completed within approximately 4 weeks.
Phase 1 will address the following:
Area Activities People • Understand stakeholder expectations
• Determine participation of departmental resources • Understand roles and responsibilities of each stakeholder group • Identify project team and subject matter experts
Process • Outline scope of processes to be included in initiative • Review of strengths, weaknesses, opportunities, and risks • Determine change control procedures
Technology • Determine tools for project management Documentation • Develop first high-level draft of project workplan
3.1.1 Outline Success Criteria
Defining and understanding the definition of success is critical to achieving the goals of this initiative. This activity builds the Project Charter and serves as the guide for developing the scope, making decisions, and providing a quality control baseline for development of an EAM solution. Any task, activity, design, or change associated with the EAM solution initiative must lead the project toward meeting the success criteria. Cypress Resources will manage the status of the project and lead the initiative based on attaining success of the criteria outlined in the Project Charter. Clearly documenting the goals of what should be accomplished and communicating the metrics that will be used to judge success is critical to align the expectations of all
6
stakeholders from the executive level to project team members to functional departments and to field personnel. By taking the steps to align expectations of all stakeholder groups, the project is poised for easier entry to the change management effort.
3.1.2 Create Project Organization Chart
This activity identifies all stakeholder groups associated with the project. Cypress Resources will lead the development of the project organization chart describing roles and responsibilities of each stakeholder group and individual participant. The business units indicated in the chart provided from RaceTrac’s Special Projects Manager will be the starting point for identifying functional departmental subject matter experts:
X Accounting – AP Accounting – AR Accounting – P&A
X Accounting – General Category Management Construction
Energy Dispatch Engineering Finance
HR – General HR – Store / Field X IS – Corporate
X IS – Fuel X IS – Implementation X IS – Network
X IS – Retail X Legal X Maintenance / Help Desk
Marketing Metroplex X Operations
Ops. Support X RaceWay Real Estate
Supply & Distribution X Special Projects Taxation
X Training X Procurement
3.1.3 Readiness Assessment
Cypress Resources will conduct a readiness assessment to determine the current maturity level of asset management processes and the current perception of pursuing a change effort. A readiness assessment is essential to (1) understanding the level of engagement in various stakeholder groups and (2) understanding any of RaceTrac’s significant obstacles to change that must be overcome during the implementation of the new EAM solution. A tool that Cypress Resources will use to prepare a go-forward strategy is the Strength, Weakness, Risks, and Opportunity Matrix.
Purpose: To understand areas within the business processes that RaceTrac’s current activities, methods, policies, and practices either enhance or distract from process improvement objectives. Analyzing within this framework provides reference to the extent of change needed and provides a guideline to the criticality and priority of change.
Deliverable: Strengths, Weaknesses, Risks, Opportunities (SWRO) Matrix – This matrix guides the analysis of each business process in relation to business requirements and objectives. The analysis is organized in this format to provide targets for process re-engineering and the depth of change needed to resolve weaknesses and
7
mitigate risks. It also provides the support of current practices that should be leveraged for the future.
3.1.4 Proposal Presented to OC for Project Approval
Cypress Resources will lead the effort to compile and summarize the intentions, planned outcomes, impact, and forecasted ROI of the EAM solution implementation for presentation to the Oversight Committee. Included in this presentation will be a proposed high-level timeline with major milestones identified. This timeline will require proof of concept in the following phases.
8
3.2 Phase 2 – Planning In order to accomplish the set objectives, we must plan our route to success. Outlining the path includes identifying the problems, understanding the challenges, defining success, recommending change, and gaining support for change. Phase 2 will address the following:
Area Activities People • Understand current asset management knowledge and experience
• Understand maintenance from a service personnel perspective • Identify opportunities for organizational efficiencies • Understand roles and responsibilities
Process • Analyze how RaceTrac Maintenance is currently doing business • Identify current challenges • Identify opportunities for workflow efficiency • Assess value of existing reports • Understand current process owners/control points
Technology • Inventory current systems • What current tools can be optimized? • Determine short term and long term solutions • Understand how data is flowing and verified
Documentation • Review current process documentation • Gather current asset inventory • Determine how to leverage current reporting mechanism • Begin catalog of forms and reports, and respective usage
RaceTrac would like to conclude Phase 2–Planning in August of 2010. During the Change Readiness and Feasibility study conducted in Phase 1–Initiate, Cypress Resources in collaboration with RaceTrac project leaders and sponsors will confirm the viability of the time constraint. Phase 2 is estimated to begin during the last week in April and conclude early August 2010. This Phase will include the following activities:
• 3 . 2 . 1 – D o c u m e n t C u r r e n t B u s i n e s s P r o c e s s e s Perform process mapping of current practices, researching and benchmarking to industry best practice
• 3 . 2 . 2 – B u s i n e s s R e q u i r e m e n t G a t h e r i n g
• 3 . 2 . 3 – D e v e l o p F u t u r e B u s i n e s s M o d e l s Develop detailed solution plan reflecting the Maintenance Department’s quality assurance objectives and corresponding process changes
• 3 . 2 . 4 – S o f t w a r e S o l u t i o n S e l e c t i o n
3 . 2 . 4 . 1 C r e a t e R e q u e s t f o r I n f o r m a t i o n f o r e n t e r p r i s e s o l u t i o n a n d d i s t r i b u t e t o v e n d o r s
9
3 . 2 . 4 . 2 C r e a t e R e q u e s t f o r P r o p o s a l a n d d i s t r i b u t e t o v e n d o r s
3 . 2 . 4 . 3 S c o r e c a r d m u l t i p l e s o l u t i o n s / V e n d o r C h o s e n
• 3 . 2 . 5 – D e v e l o p R e c o m m e n d a t i o n s f o r S o l u t i o n s
Proposal presented to OC for project budget approval
3.2.1 Document Current Business Processes
Purpose: To accurately define all processes and outline all steps within the key processes to determine how data is collected, processed, routed, and migrated. This activity exposes opportunities for transactional errors that may occur from procedural issues to data entry errors. Documenting narratively and graphically how processes are currently performed provides insight to the various methods used to accomplish Maintenance objectives. This documentation is the foundation for understanding business requirements and building operational procedure manuals. Cypress Resources will leverage the “as-is” documentation currently compiled by RaceTrac’s project management team. The team will take advantage of any efficiency that can be gained from this documentation. Deliverable:
Key Process Current Process Model – This documentation provides a flow of all steps, activities, and tasks within each key process. It also captures touch points of other processes and systems that rely on these processes or that impact the integrity of the key process results.
3.2.2 Business Requirements Gathering (Detailed)
Purpose: To provide a consistent basis of understanding of the business requirements of each business process. This activity leverages the Current Process Models to glean the critical needs for each of RaceTrac’s functional, transactional, and reporting processes. To provide decision makers and process engineers the base requirements for accomplishing objectives. As processes are re-engineered, the team will utilize this as the baseline to structure future changes in a manner that will positively impact the organization. Management will be better prepared to discern which steps meet a need and how to define that need within the context of improving efficiency, accuracy, and accountability. Deliverable:
Detailed Business Requirements – Outline of functional process requirements with priority and criticality to accomplishing RaceTrac’s goals of improving efficiency, data reliability, accuracy, and accountability. Gathering these requirements involves understanding the current state of processing and discerning which parts of the process are required versus the activities that occur due to current practices, system limitations, or user understanding.
10
3.2.3 Develop Future Business Models Develop detailed solution plan reflecting the Maintenance Department’s quality assurance objectives and corresponding process changes Purpose: To represent the “best case scenario” of Maintenance business models for RaceTrac. These business models include meeting all business requirements at all levels of priority and criticality. The models demonstrate the preferences for methods, timing, and flow of steps and activities within each business process. The models also address the strengths, weaknesses, risks, and opportunities (SWRO) matrix and provide the mechanism to lead the process change effort rather than be led. The models provide an opportunity to explore various options for addressing issues and problematic areas. Deliverable:
Future Business Process Models – This documentation is a narrative and graphic representation of the preferred steps, activities, and flow of each process that will remain after the process re-engineering is complete. This documentation will be the reference point for software selection, gap analysis, design and implementation of solution recommendations.
3.2.4 Software Selection Process The following four activities begin the selection of a vendor for the EAM solution. Some of the activities of vendor selection will run in parallel with the previously described project activities. Proper software selection for a “best fit” for RaceTrac is paramount to developing leading processes and practices for tracking SLA’s, incorporating preventive maintenance schedules, providing field personnel the proper level of detail in an “easy to use” interface, and efficiently dispatching and fulfilling requests.
This selection should consider business process alignment, preferred functionality, ability to streamline and gain efficiencies, long-term maintenance, ability to administer, and cost – both initial investment as well as long-term carrying cost. Cypress Resources will lead this effort with its understanding of the market of EAM solutions and how those solutions will impact and interface with RaceTrac’s current and future business models. The high-level plan for the overall selection process may include the following activities:
1) Form selection committee 2) Hold focus group review session to deliver findings of business
requirements, Future Business Process Models, and preferred solutions 3) Write RFP and manage disbursement to potential vendor 4) Manage vendor communications
a. Gather high-level implementation requirements and timelines from potential vendors
b. Act as point-of-contact for vendor questions or other needs 5) Schedule software demos – issue schedule and guidelines for vendors
to follow 6) Facilitate software demo sessions
11
7) Assist in evaluating vendor demos and proposals a. Facilitate a scoring method b. Lead de-brief sessions c. Document selection committee’s preference
8) Present results from selection committee along with advantages/disadvantages and associated risks
3.2.4.1 Create Request for Information from EAM software vendors
Purpose: To perform the proper research of potential EAM vendor solutions and offerings. This activity will allow the RaceTrac project team to create a structured process for narrowing the scope of the selection process to interested and qualified vendors. Some of the areas of information requested will be:
• Ability to meet security and regulatory requirements • Strategies to increase asset longevity • Ability to track aging assets • Ability to incorporate true lifecycle manage strategies • Software maintenance and support • Organizational financial stability
Deliverable:
RFI for EAM Software Solution – This document will be a formal Request for Information from various EAM/CMMS (Computerized Maintenance Management Solutions) providers. The document will outline for the potential vendors the goals and objectives of the Maintenance Department, what the expectations are of a potential vendor, and specifically what information is needed by RaceTrac to deem the vendor interested and qualified for further consideration.
3.2.4.2 Create Request for Proposal and distribute to vendors
Purpose: To solicit from interested and qualified EAM/CMMS vendors a proposal of software and services that meet the needs and requirements of RaceTrac’s Maintenance Department’s initiative to implement industry leading processes and practices of asset management and maintenance. Cypress Resources will lead the compilation of information necessary to compile an extensive, focused, and detailed RFP. The project team will utilize the aforementioned deliverables to provide the vendors with appropriate levels of information on business processes, needs and requirements, as well as desired functionality. The RFP will provide the organizational demographics and will address the need for interfacing, security, and scalability. Deliverable:
This document will be a formal Request for Proposal addressed to those vendors who RaceTrac deems interested and qualified to present software strategies and solutions that are quality contributions to the overall goals and objectives of enhancing Maintenance Support of operations for the following areas:
• Equipment Lifecycle Management • Asset/Inventory Management
12
• Internal/External Vendor Accountability and Performance • Process Simplification and Standardization
3.2.4.3 Scorecard multiple solutions/Vendor Chosen
Purpose: To provide a standardized method of comparing vendor’s proposals objectively and subjectively. Just as in the RFP the requirements matrix is the baseline for all vendors to respond and be scored. For the RaceTrac selection committee a list of evaluation criteria will be compiled and an evaluation and scoring system will be utilized to assess each vendor’s ability to meet the needs/requirement. Objective scorecard evaluation:
• Ability to meet requirements • Ability to meet desired functionality • Timeline • Pricing • Maintenance and support
Other areas of scoring vendors that will be scored in a subjective manner include:
• Enhanced software functionality • Creative solutions to enhance RaceTrac’s strengths, diminish
weaknesses, and mitigate risks • Organizational financial stability • Services and other support considerations
Deliverable:
Cypress Resources will facilitate the selection of finalist vendors. It is estimated that the list of vendors will be narrowed to two. The finalist vendors will be considered qualified to implement a solution that meets the future business models of the Maintenance Department.
13
3.2.5 Develop Recommendations for Solutions Proposal presented to OC for project budget approval
Purpose: To determine options to satisfy the goals and objectives of the Maintenance Departments initiative for efficiency, reliability, and consistent service to stores and other internal stakeholders. These recommendations are the product of the analysis performed among the Current Business Process Models, the Future Business Process Models, and software selection activities.
Deliverable:
Solutions Recommendation Document – Cypress Resources will lead the effort to compile and consolidate findings from business process analysis and proposed EAM software vendor finalists. The end-to-end solution including future business models, scope of change management, software implementation, and impact to other departments and business units will be summarized in an executive format for presentation to the Oversight Committee. The document outlines the metrics of the impact of each recommendation and the metrics of the advantages/disadvantages of the solution options. Each proposed solution recommendation will demonstrate the impact in transactional processing, change effort, and cost.
14
3.3 Phase 3 – Execute (not in scope) Implementation and deployment encompasses the greatest work scope and includes the development of the EAM design, gap analysis, testing, and program pilot. Phase 3 will conquer optimizing current tools, utilizing strengths in policy and technology, while gaining consistency in procedures. Phase 3 will address the following:
Area Activities People • Concepts for organizational alignment
• Utilization of new tools and techniques • Skills assessments, roles and responsibilities • EAM training
Process • Managing cost and schedule control points • Development of new policies and procedures • Bolstering current practices that support objectives • Eliminating weak practices
Technology • Final selection of software vendor • Configuration, integration, conversion, customization, testing • Collaborating with IT to leverage current tools
Documentation • Consistency in procedures and project execution • Drafting new policies and procedures • Developing RaceTrac EAM training materials
3.4 Phase 4 – Monitor (not in scope)
Phase 4 validates the process and tool implementation work. Testing will be completed, training will be provided as a predecessor to full organizational rollout of solution. Always mapping back to the objectives and success criteria of the project, as each solution attribute is implemented it is reviewed and its ROI determined. The quality review is used to ensure that the solution meets its goal and is effectively rolled out to all appropriate users. 3.5 Phase 5 – Close (not in scope)
Phase 5 focuses on the sustainability of the solution. It is during Phase 5 that a final quality assessment is performed. This assessment focuses on how the organization will manage and monitor the processes. Checkpoints are tested so that management has indicators and warning for deviations from the standards it has set. The goal during this phase is to attain a stabilization point that management may respond to culture, economic, or other significant changes in its business environment with adjustments to its processes. Positioning RaceTrac with the flexibility to adjust rather than building rigidity that causes severe reaction to changes provides the long-term solution that RaceTrac Maintenance desires to become a leader among its industry peers in practice, policy, and efficient service.
15
4.0 Organizational Structure And Management Approach Our management approach and organizat ional s truc ture provides f l exible , cos t e f f e c t ive consul t ing serv i c e so lut ions by l everaging l eading industry expert i se a long with our pro je c t overs ight , s truc ture , and s tandards . We have an expert team identified and ready to execute. The team will quickly and accurately provide RaceTrac with the thought leadership, guidance, and recommendations necessary to meet its project controls and forecasting objectives. Our standardized PMO processes and procedures allow us to incrementally expand resources, processes, and technologies from Phase to Phase transition as workload increases. Cypress Resources’ approach controls scope and manages costs with incremental changes as project needs arise – we align resources with the actual needs of the project. This Phase to Phase approach to transition delivers the proper competency resources to support services at the appropriate time. Our management oversight with industry expert approach leverages industry best-practice plans, templates, processes and work products to provide our clients with the most effective and efficient path to realizing objectives. Our team was chosen based on demonstrated past performance, proven management and technical capabilities, and the ability to work with all levels of the organization to affect change. Profiles of subject matter expert team members are included in Section 6.0 of this document.
16
The Cypress Resources team:
T e a m M e m b e r
R e l e v a n t E x p e r t i s e R o l e / R e s p o n s i b i l i t y
Cathy Milazzo • Director of project operations • Large-scale project management • Accounting, Finance, IT systems
expertise • Expertise in leading large scale
process improvement • Experience with “Big 4”
documentation and standards
• Client communications • Provide leadership and counsel to
team members • Monitor and report project
performance • Collaborate with project sponsor to
manage risk • Direct solutions to business goals
Project Manager and Subject Matter Expert
• Large scale business transformation • Schedule and planning for large
complex programs • Full life-cycle software
implementations • Project Manager for EAM solution in
retail industry • Experienced in vendor negotiations • Proven leader directed at ensuring
ROI goals are achieved • Industry and academically trained in
Project Management • Ability to develop long range
business plans • Strong communication skills with all
levels of organization from executive leadership to field representatives
• Client communications • Executive level presentation and
collaboration • Leadership and training • Design solutions to business goals • Develop plan and schedule to meet
project objectives • Business transformation and
change management • Provide quality review and
assurance at milestones • Project documentation • Maintenance of timelines
To fulfill the scope of Phase 1 and 2 of this document, Cypress Resources is proposing the following team structure:
Role Organization Commitment Resource
Project Sponsor RaceTrac 5%
Project Oversight Cypress Resources 5% C. Milazzo Project Manager Cypress Resources 100% D. Hammons Functional/Departmental Subject Matter Experts RaceTrac 10 – 25%
Business Analyst RaceTrac 75 –100%
Administrative RaceTrac 10%
17
5.0 Timeline and Pricing
The following outlines estimate for timing and resource level to accomplish Phase 1 and 2 of this proposal. Timeline: The timeline include for purposes of maintaining the timing set by RaceTrac Project Management and estimated in this proposal has the following intervals:
• Start date – March 29 • Finish date – August 6
These dates are estimated based having proper resources levels, stakeholders meeting project expectations, and project sponsorship leading key issue resolution.
6.0 Team Member Profiles The following pages contain the profiles for the subject matter expert team members included in this proposal:
Key Obstac les and Recommendat ions for
The Shaw Group Inc .
Better Solutions for Better Business
Executive Summary
Cypress Resource ’ s representa t ives were charged w i th rev iewing the B i l l ing
Process for The Shaw Group as i t r e l a tes to the Commerc ia l , S ta te and Loca l
d iv i s ion of E&I . Th is rev iew was conducted through var ious means inc lud ing ,
te lephone ca l l s , in person in te rv iews , e -ma i l t r ansmiss ions , document
submiss ions and rev iews w i th and f rom current Shaw employees .
Accompl i shments inc lude , but a re not l im i ted to :
• Ident i f y ing the B i l l ing P rocess
• Ident i f y ing Key P rocedures w i th in the B i l l ing P rocess
• Ident i f y ing I ssues
• Ident i f y ing Key I ssues S ign i f i cant l y A f fec t ing the B i l l ing P rocess
• Prov id ing Recommendat ions fo r Reso lu t ion o f a l l I ssues
As the process moved forward and cont inues to be f lu id , reso lu t ions for key
i s sues a re be ing formed to the ex tent implementa t ion can beg in immedia te ly :
These inc lude , but a re not l im i ted to the fo l lowing :
• Imp lement ing personne l add i t ions and changes w i th in ce r ta in leve ls o f
depar tments**
• Del ineat ion o f Ro les and Respons ib i l i t ies w i th management approva l
and accountab i l i t y
• Create a cohes ive env i ronment/mindset be tween the b i l l ing depar tment
and var ious D iv is iona l A reas and P ro jec t Managers
• Rev ise cur rent t ra in ing manua l and imp lementa t ion o f t ra in ing
s tandards fo r a l l employees d i rec t l y a f fec t ing the b i l l ing p rocess
• Coex is t ing t ra in ing fo r D iv is iona l and B i l l ing employee
Better Solutions for Better Business
2
** Denotes personne l changes w i th in cur rent employee work fo rce . To ta l
s ta f f count wou ld no t inc rease more than two under th is recommendat ion .
Add i t iona l recommendat ions inc lude implementa t ion of :
1. A smal l p ro jec t to c lose out p ro jec ts
2 . Conduct an aud i t to e l im inate the i ssue o f los t records
These cou ld be implemented in con junct ion w i th the a forement ioned
recommendat ions and wou ld have s ign i f i can t impact not on ly the reso lu t ion of
the key i s sues , but a l so a s ign i f i cant f inanc ia l impact wh ich wou ld be rea l i zed
w i th in a shor t per iod of t ime .
Better Solutions for Better Business
1
Obstacle 2 – Set up and completion of the Job Information Form
An overriding theme from both the personal in the field offices and the Billing department related to the accurate and timely completion of the Job
Information Form. It has been agreed upon from all individuals this document serves as the initial point of reference for setting up a job as well as
the focal point with respect to the job for all information on a go forward basis. Divisional personnel agree this form is needed, however it
becomes cumbersome to work with as well as the functionality is restraining to the point accurate information may not always be able to be
communicated with the submission of the document. Additionally, personnel using this form in the division offices have had very little if at all,
exposure to this document creating an environment whereby it becomes time consuming as well as frustrating to complete and use the document
throughout the term of the job.
Impact o f Set Up and Complet ion of Job Information Form
• Loss of resource time • Jobs being set up incorrectly
• Inaccurate data being transferred
• Length of time to set up a job
• Knowledge of the intricacies of the client / jobs
• Standards for a completion of Job Information Form
Possib le Resolut ions
1. Create consistency of data definitions on Job Information Form – to be addressed in procedure documentation and
training
2. Training for both Billing Department and Divisional personnel on Job Information Form procedures and definitions
3. More flexibility within the Job Information Form
4. Additional Personnel to complete Job Information Form within the Billing Department
5. Identify resource within the Division office to control all aspects of the Job Information Form
Recommendat ion
• Creation of role/position (Billing Liaison) within Division offices with the responsibility for coordination/communication of
all aspects of the Job Information Form
Better Solutions for Better Business
2
• Develop consistent Data Definitions - Review of all parts of the Job Information Form with efforts placed towards setting
standards yet giving flexibility to accommodate the needs of Divisional Personnel.
• Set up training for both billing department and an identified person (Billing Liaison) within the Division office beginning
with the set up of a Job Information Form through the close out of a job dealing with all aspects of the Job Information
Form and the effects of information contained within the Job Information Form. This training should be conducted with
billing department personnel and Divisional personnel being in the same location identifying and correcting issues as
they are presented.
• Cross training of billing department personnel allowing multiple personnel the ability to set up Job Information Form.
Steps to Resolut ion
R E C O M M E N D A T I O N D E P E N D E N C Y T A S K E S T I M A T E D
D U R A T I O N
R E S O U R C E S N E E D E D
C r e a t i o n o f
r o l e / p o s i t i o n ( B i l l i n g
L i a i s o n ) w i t h i n r e
D i v i s i o n
Secure approval from
Management for the
creation of this position
1 week Management within
each department
approval
Roles and
Responsibilities
Create a line item job
description
1 week (concurrent)
1 HR Professional / 2
Project Managers / 2
Billing Liaisons / 2
Position Candidates
Secure approval for Job
description with all
Management
1 week (concurrent) 1 HR Professional
Employee List Identify current 1 week (concurrent) 1 HR Professional / 2
Better Solutions for Better Business
3
R E C O M M E N D A T I O N D E P E N D E N C Y T A S K E S T I M A T E D
D U R A T I O N
R E S O U R C E S N E E D E D
employees for
candidates for this
position
Project Managers / 2
Position Candidates
Project Manager List Match a Billing Liaison
with each Project
Manager
1 week (concurrent) 1 HR Professional / 2
Project Managers / 2
Position Candidates
Current Project List Align the Billing Liaison
with the appropriate
Billing Associate for
each job
3 days 2 Position Candidates /
2 Billing Liaisons
Current Job Information
Form
Create a space on the
Job Information Form
for the Billing Liaison’s
name
3 days 2 Position Candidates /
2 Billing Liaisons / 1 IT
Set Up Person
D e v e l o p c o n s i s t e n t
D a t a D e f i n i t i o n s
Secure all Job
Information Form
formats
One week 3 Billers / 2 Billing
Liaisons / 3 Project
Managers
Secure all Job
Information Form
formats
Define all current Data
Definitions
One week (Concurrent) 3 Billers / 2 Billing
Liaisons / 3 Project
Managers
Secure all “work Two weeks (1 Week – 3 Billers / 2 Billing
Better Solutions for Better Business
4
R E C O M M E N D A T I O N D E P E N D E N C Y T A S K E S T I M A T E D
D U R A T I O N
R E S O U R C E S N E E D E D
around” information
currently being used for
each part of the Job
Information Form
Concurrent) Liaisons / 3 Project
Managers
Secure all Job
Information Form
formats
Set up Data Definitions
for each part of the Job
Information Form
Two weeks (Concurrent) 3 Billers / 2 Billing
Liaisons / 3 Project
Managers
Create a section of the
Job Information Form to
be used for all non
standard Definitions
One week 3 Billers / 2 Billing
Liaisons / 3 Project
Managers
Secure all Job
Information Form
formats
Develop a completion
standard for each
section of the Job
Information Form
One week 3 Billers / 2 Billing
Liaisons / 2 Project
Managers
S e t u p t r a i n i n g f o r
b o t h b i l l i n g
d e p a r t m e n t a n d a n
i d e n t i f i e d p e r s o n
( B i l l i n g L i a i s o n )
Current Billing Sites Develop content and
secure approval from
Management for
training program
Two weeks 2 HR Professionals /3
Billers / 2 Billing
Liaisons / 2 Project
Managers
Current Job Descriptions Create a Manual Two Weeks 2 HR Professionals /3
Better Solutions for Better Business
5
R E C O M M E N D A T I O N D E P E N D E N C Y T A S K E S T I M A T E D
D U R A T I O N
R E S O U R C E S N E E D E D
training document Billers / 2 Billing
Liaisons / 2 Project
Managers
Billing Steps Create a Power Point
Training Presentation
Two Weeks
(Concurrent)
2 HR Professionals /3
Billers / 2 Billing
Liaisons / 2 Project
Managers
Billing Steps Identify individuals who
will conduct different
sections of the training
schedule
One Week 2 HR Professionals /2
Billers / 2 Billing
Liaisons
Billing Steps and
Processes
Develop a schedule and
identify sites where
training can be
conducted
Three Days 2 HR Professionals /2
Billers / 2 Billing
Liaisons
Billing Steps and
Processes
Identify a set of Billing
Liaisons and Billing
Associates to group
together until all have
completed the schedule
Three Days
(Concurrent)
2 HR Professionals /2
Billers / 2 Billing
Liaisons
Provide 1 Week Training
seminars
5 Weeks 1 HR Professional /
Three Trainers
Better Solutions for Better Business
6
R E C O M M E N D A T I O N D E P E N D E N C Y T A S K E S T I M A T E D
D U R A T I O N
R E S O U R C E S N E E D E D
C r o s s t r a i n i n g o f
b i l l i n g d e p a r t m e n t
p e r s o n n e l
Interview Information Conduct individual
interviews to determine
the level of
understanding for all
current Billing
Department personnel
Two Weeks 2 Billing Liaisons / 2
Position Candidates
Billing Steps Create a matrix for all
Billing personnel
identifying weakness
areas for each employee
One Week 2 Billing Liaisons / 2
Position Candidates
Billing Steps Define a training
sequence for each
billing step (Off Line)
One Week 1 HR Professional / 2
Billing Liaisons / 2
Position Candidates
Billing Steps and
Processes
Define a training
sequence for each
billing step (On Line)
One Week 1 HR Professional / 2
Billing Liaisons / 2
Position Candidates
Billing Steps and
Processes / Training
Manual
Write a billing training
manual to be used for
all new hires.
Four Weeks 1 HR Professional / 2
Billing Liaisons / 2
Position Candidates
Build a developmental
program for Billing
Three Weeks 1 HR Professional / 2
Billing Liaisons / 2
Better Solutions for Better Business
7
R E C O M M E N D A T I O N D E P E N D E N C Y T A S K E S T I M A T E D
D U R A T I O N
R E S O U R C E S N E E D E D
Department personnel Position Candidates
Billing Steps and
Processes / Training
Manual
Divide all billing
personnel into training
classes based on
Weakness matrix
One Week 2 Billing Liaisons / 2
Position Candidates
Train all billing
personnel to have at a
minimum,
understanding of 25% of
the job functions within
the billing department
Depending on number
of personnel who must
attend
Depending on number
of personnel who must
attend
Mi les tone Summary
OrthoSynet ics
Better Solutions for Better Business
Milestone Summary:
OrthoSynet ics i s current ly pursu ing an in i t i a t ive to upgrade i t s Epicor ERP
sys tem from 7 .2 to 7 .4 . Concerns re la ted to th is upgrade expressed by leadersh ip
i s that there i s l i t t l e organizat ion and unders tanding of the current locat ion and
purpose of many s tored procedures and customizat ions . This l ack of informat ion
increases the r i sk of the outcome of the upgrade . Management des i res to take
the fo l lowing s teps to mit iga te the r i sk of th is major upgrade :
1. Develop a cur rent inventory o f s tored procedures , customizat ions , and
in ter faces
2 . Assess the r isk and impact o f the Ep icor upgrade on the cur rent
in f rast ructure o f programs
3. Develop a deta i led and meaningfu l t imel ine for per forming the upgrade
4 . Ut i l i ze an in terna l resource to gu ide the upgrade to ensure that a l l o f
Or thoSynet ics needs and requi rements are addressed
5 . Prov ide suppor t for database admin is t rat ion to a l low new resources
t ime to become fami l ia r w i th Or thoSynet ics
Start ing Point - February
OrthoSynet ics goa l of upgrad ing i t s Epicor 7 .2 ERP sys tem is met wi th severa l
obstac les that create a s i tuat ion that presents a h igh leve l of r i sk for sys tem
error , user d issa t i s fact ion , and t imel ine management .
The Epicor 7 .2 sys tem has not been upgraded over the course of many re lease
vers ions f rom Epicor deve lopment . The sys tem is out of compl iance and i s not
contractua l ly supported by Epicor due to lapse of vers ions .
Due to turnover , l imi ted technica l resources , other pr ior i t ies , and lack of
technica l s tandards the Epicor 7 .2 sys tem is a h igh ly customized sys tem with very
l i t t l e documentat ion and no object inventory or d i rectory . Among the
Better Solutions for Better Business
2
customizat ions are many inter faces between Epicor and per iphera l sys tems that
support the bus iness funct ions of OrthoSynet ics . I t i s rea l ized that Epicor i s
essent ia l to OrthoSynet ics complet ing i t s bus iness processes , but how the p ieces
interact and to what extent was unc lear .
Obstacle summary
o L imi ted knowledge of cur rent Ep icor customizat ions and in ter faces
o Absence of ob ject l ib rary or inventory
o Undocumented customizat ion spec i f i cat ions
o L imi ted knowledge of in ter faces and extent o f in teract ion
Project Structure
OrthoSynet ics leadersh ip f rom Finance and IT agreed that externa l ass i s tance
would be benef ic ia l to OrthoSynet ics to accompl ish a successfu l upgrade . This
dec is ion was made to acquire the serv ices of Cypress Resources for br ing ing the
necessary resource(s ) wi th a h igh ly qua l i f ied sk i l l se t that could manage and lead
the upgrade effor t as we l l as perform many of the upgrade tasks and act iv i t ies .
This resource wi l l be ab le to provide not only gu idance on the Epicor upgrade by
unders tanding a l l of OrthoSynet ics needs and concerns , but a l so wi l l be ab le to
ga in economic ef f ic ienc ies by leverag ing h is deve lopment and database
adminis t ra t ion ab i l i t i es . Otherwise , OrthoSynet ics would be dependent on
Epicor consul t ing serv ices which are pr iced in the premium range . This
resource wi l l a l so meet expecta t ions of OrthoSynet ics de l ivery by Epicor
Consul t ing .
R o l e R e s o u r c e R e s p o n s i b i l i t i e s
Pro ject Sponsor Mike Be land
• Moni tor progress of pro ject • Approve product ion at key mi lestones • Prov ide resources and funding • Resolve key dec is ions and issues
IT Pro ject Sponsor
Brad Wi l l iams
• Focus on s t rategy • Prov ide appropr ia te env i ronment for change • Prov ide overa l l qua l i t y rev iew of upgrade • Moni tor and repor t pro ject per formance • Prov ide technica l resources • Ass is t in deve lop ing issue reso lut ion
In terna l Pro ject Manager
Yoram Kochavy
• Prov id ing the qual i t y rev iew and assurance. • Mainta in ing t imel ines , d i rect ing resources
to tasks , rev iewing work qual i t y , responding to obstac les , i ssue reso lut ion , and repor t ing
Better Solutions for Better Business
3
R o l e R e s o u r c e R e s p o n s i b i l i t i e s
s tatus . • Work wi th the upgrade team to ver i f y the
base funct iona l i t y o f the Ep icor upgrade meets the requi rements , needs, and expectat ions of Or thoSynet ics management before proceeding wi th any customizat ions or per iphera l programs.
• Sets s tandards for app l icat ion of custom programming and system change requests to the ERP system.
IT Ana lys t/Deve loper
C l ient • Ass is t in gather ing , ana lyz ing , compi la t ion , and reeng ineer ing o f processes
• Work wi th end-users to fac i l i ta te so lut ions that address expectat ions of the funct iona l area
• Ass is t in deve lopment/des ign ing new system funct iona l i t ies
• Performs some dba funct ions • Work wi th the pro ject manager to complete
the technica l requi rements p lanning , p lans and manages the technica l scope and resources schedule
• Respons ib le for the overa l l techn ica l arch i tecture
• Communicate and prov ide the day to day technica l d i rect ion of the pro ject inc lud ing detect ing pro ject dev iat ions and be ing respons ib le for tak ing immediate act ion
Deve loper ( in terna l )
• Conduct system admin is t rat ion procedures • Hardware insta l la t ion and maintenance • Desktop Conf igurat ion/Deployment • Managing the Ep icor database env i ronments
and process for vers ion promot ion • Create convers ion f i les to Ep icor and
conver t data • Create in ter faces between Ep icor and other
app l icat ions • Create repor ts per funct iona l team
requi rements Deve lopment dba ( in terna l )
• Implement Secur i t y • Database Management • Network Setup/Des ign
End-user testers Par t ic ipants f rom Account ing dept .
• Work wi th the IT Analys t in the analys is and execut ion of the de l i verab les for the funct iona l area
• Ass is t in the gather ing , c leans ing and va l idat ing of data convers ions
• Ass is t in the des ign ing and test ing o f in ter faces and repor ts
• Work wi th the end-users to fac i l i ta te so lut ions that address expectat ions of the funct iona l area
Better Solutions for Better Business
4
R o l e R e s o u r c e R e s p o n s i b i l i t i e s
• Prov ide in format ion and/or t ra in ing to the end-user communi ty
Ep icor Pro ject Manager
• Prov ide management to the Ep icor Consul t ing pro ject de l i verab les
• Part ic ipate in week ly update ca l ls to ass is t in i ssue reso lut ion and r isk mi t igat ion
Tasks and Actions
Technical Architecture Inventory
This de l iverab le i s a d i rectory of a l l sys tems, programs, customizat ions ,
in ter faces , and procedures that a f fect or are af fected by the Epicor ERP sys tem.
The documentat ion cata logs a l l in terre la ted p ieces of the technica l infras t ructure .
I t provides informat ion such reference ident i f ie rs , purpose , locat ion , and
programming p la t form. From th is compi la t ion and gather ing ef for t , the
a l l -custom objects wi l l be known and accounted for dur ing the upgrade process .
The team wi l l have the ab i l i ty to perform ana lyses on the objects to determine
the pr ior i ty , c r i t ica l i ty , and inf luence the object has on the sys tem.
Opportuni t ies for e l iminat ion or consol idat ion of custom objects may be present .
Unders tanding the fu l l rea lm of the sys tem is necessary to ensure a successfu l
qua l i ty upgrade wi th as few i ssues a t “go- l ive” as poss ib le . The fo l lowing i s a
summary of inventory f ind ings :
Front-end customizat ion inventory
o Developed deta i led documentat ion of a l l f ront -end customizat ions
o Deta i led l i s t ing of a l l fo rms that have been customized
R E S U L T S
o Determined most o f these customizat ions are cosmet ic ra ther than
funct iona l l y or bus iness process requi red
! Able to tentat ive ly ru le -out the need for upgrad ing most f ront -end
customizat ions
! End-user t ra in ing ident i f ied 7 f ront -end customizat ions that are
requi red to add back to workp lan
Better Solutions for Better Business
5
Back-end customizat ion inventory
o Ut i l i zed some naming convent ion assumpt ions to locate a l l compi le
inventory – found 500 code ob jects
o Ul t imate ly found 900+ custom ob jects
• 3 Servers • 300+ custom tab les
• 10 Databases • 600+ stored procedures
• 30 unat tended processes • 30 cross server processes
o Found automated and non-automated ob jects on servers DRE and AXL
o Began test ing issues assoc iated to SQL 2000 to SQL 2005 – determined
that a serv ice pack upgrade is necessary for AXL and DRE to fac i l i ta te
c ross -server communicat ion
Results
o Documented 900+ custom ob jects and how each is used and i ts impact
on the system
o Al l ob jects invo lved in running Ep icor are now documented
Version Comparison Analysis
Uti l iz ing the informat ion f rom the Technica l Archi tecture Inventory , the team
was ab le to beg in the process of compar ing the current vers ion of the sof tware
wi th vers ions 7 .3 and 7 .4 respect ive ly . The compare process i s a necessary s tep
in an upgrade of a sys tem that inc ludes any custom objects . The goa l of the
compare i s to ident i fy which objects are d i f ferent in the new vers ion f rom the
current vers ion .
As the upgrade progresses and the new software i s loaded into the database to
become the current sof tware vers ion , any custom objects that the team
determines OrthoSynet ics needs to re ta in must be migrated sys temat ica l ly and
t imely so that the custom object i s not overwr i t ten and lost . Another cha l lenge
for the team is in tegra t ing any changes in non-custom objects wi th custom
objects that ut i l i ze the non-custom object .
Better Solutions for Better Business
6
All of these d i f ferences are captured in the compare object inventory . The
inventory captures a l l ob jects that have or have not changed between vers ions .
I t a l so deta i l s how the object has changed.
Result
o A repos i tory o f a l l non-custom ob jects an any changes between
vers ions 7 .2 , 7 .3 , and 7 .4
o Developers w i l l know a l l ob jects that have changes and can determine
i f they want to accept the change or not . They a lso have ind icat ion of
ob jects that w i l l need to be conver ted separate ly to avo id omi t t ing the
customizat ion .
Source Code repository
The number of objects and complex i ty of the customizat ions , requi re ut i l i z ing a
repos i tory for s tor ing code , vers ion ing , and document changes .
This tool for mainta in ing source code vers ions and organiz ing was not prev ious ly
used as a too l for mainta in ing the Epicor sys tem. S tor ing code in th is manner
wi l l a l low for future upgrades to move a t a much fas ter pace and wi l l provide a
leve l of qua l i ty contro l that prev ious ly d id not ex is t .
The object ive to mainta in ing th is repos i tory i s to provide a contro l mechanism
for the ins tances that custom object code needs to be ad jus ted or enhanced.
Through the process of a deve loper “check ing out” an object , making changes
and tes t ing the changes , then “check ing in” the object , one has the ab i l i ty to
t race any changes . Not only wi l l th is provide a path to fo l low when
t roubleshoot ing i ssues , i t wi l l a l so provide the prev ious vers ion in the event a
ro l l -back i s necessary to so lve an i ssue .
Results
o OrthoSynet ics w i l l have a l l code vers ions of a l l custom ob jects for
re ference or re -app l icat ion
o Al l ob jects w i l l have a s ignature of who made the modi f icat ion
Better Solutions for Better Business
7
Doc-l ink
In ear ly Apr i l the team rea l ized that an upgrade to the Doc- l ink sys tem was go ing
to be necessary to accommodate the new vers ion of Epicor . Doc- l ink needed to
be upgraded to 2 .6 for Epicor 7 .3 and 7 .4 . This i s a requi red p iece of sof tware
for OrthoSynet ics .
The team extracted a l l of the necessary forms and sent them to Doc- l ink for the
upgrade convers ion to be completed . Upon return , the team wi l l incorporate the
new forms into the sys tem.
The Doc- l ink upgrade i s due back on June 22 , 2009 .
Result
o OrthoSynet ics w i l l be ab le to cont inue i ts use of Doc - l ink .
Custom Object Modif icat ions
From the Technica l Archi tecture Inventory , a l l code was rev iewed and a deta i led
l i s t was created ind icat ing which par ts needs to be modif ied for the upgrade to
7 .4 . Each i tem was g iven an es t imate of the minutes i t would require of
deve lopment t ime for each s tage of the modif ica t ion . Dur ing the ana lys i s , a
l a rge number of objects were ab le to be omi t ted f rom needing fur ther
modif ica t ion .
The summary es t imate of ef for t for modif ica t ions to custom objects was 796
hours . To date the team has completed 61% of th is ef for t .
Results
o Al l necessary ob jects w i l l be conver ted to new vers ion
o OrthoSynet ics w i l l be ab le to mainta in i ts complex in ter fac ing
requi rements between i ts var ious systems.
In May the team discovered that SQL 2000 d id not support a l l the modif ica t ions
necessary for the upgrade . An effor t was launched to apply patches to the SQL
Better Solutions for Better Business
8
2000 server to provide the compat ib i l i ty necessary . Al l code wi l l be recompi led
under the new SQL 2005 server .
Gap Analys i s for
Cobbs , Al len & Hal l
Better Solutions for Better Business
!
!
Cypress Resources determined that CAH’s level of complexity among the marketing and
service groups was due to a high level of inconsistency among roles/responsibilities and 38
issues bred from 9 major obstacles. Those obstacles are as follows:
1 . C a p t u r i n g r e q u i r e d i n f o r m a t i o n a t t h e c o r r e c t s t e p i n t h e p r o c e s s c r e a t i n g r i s k o f : o P r o c e s s C o n t r o l o A c c u r a c y o I n e f f i c i e n c y
2 . E x p o s u r e A n a l y s i s c r e a t i n g r i s k o f : o Q u a l i t y o C u s t o m e r S a t i s f a c t i o n o A c c u r a c y
3 . L a c k o f c o n s i s t e n t u s a g e / p r o c e d u r e s i n C B D a n d T A M c r e a t i n g r i s k o f : o A c c u r a c y o E f f i c i e n c y
4 . L a c k o f c o n s i s t e n t p r o c e d u r e s i n m a r k e t i n g o f B O R a c c o u n t s c r e a t i n g r i s k o f : o P r o c e s s C o n t r o l o A c c u r a c y o I n e f f i c i e n c y
5 . L a c k o f p r o c e s s c o n t r o l s / s t a n d a r d s / p r o c e d u r e s – c o n s i s t e n c y i n w o r k p r o d u c t c r e a t i n g d o w n s t r e a m i s s u e s o f : o D e l a y o A c c u r a c y o I n e f f i c i e n c y
6 . D e f i n e d r o l e s a n d r e s p o n s i b i l i t i e s c r e a t i n g r i s k o f : o P r o c e s s C o n t r o l o A c c o u n t a b i l i t y o E f f i c i e n c y
7 . P o l i c y r e v i e w s b e i n g d e l a y e d d u e t o l a c k o f c e n t r a l s o u r c e d o c u m e n t c r e a t i n g r i s k o f : o E x p o s u r e o A c c u r a c y i n u p d a t i n g r e c o r d s o I n e f f i c i e n c y
8 . L a c k o f a b i l i t y i n c r e a t i n g b u s i n e s s m e t r i c s c r e a t i n g r i s k o f : o A c c o u n t a b i l i t y o P e r f o r m a n c e M e a s u r e m e n t s
9 . T A M a n d C B D l a c k i n g s y s t e m f u n c t i o n a l i t y t o s u p p o r t e f f i c i e n t b u s i n e s s p r o c e s s e s c r e a t i n g : o W o r k - a r o u n d s o I n c o n s i s t e n c i e s o I n a c c u r a c i e s
Better Solutions for Better Business
!!!Gap Analysis of Key Issue Matrix
!
CAPTURING REQUIRED INFORMATION AT THE CORRECT STEP IN THE PROCESS Risk: Process Control, Accuracy, and Inefficiency!
!**Are these documents actually Policy? When/how have policy/procedures been communicated to workgroups? What is level of acceptance and "buy in" that the procedures meet production needs/requirements? Action path: 1. Define what is official Policy. 2. Follow with developing Procedures and processes that support Policy. 3. Implement new procedures/processes. 4. Develop metrics for accountability. 5. Create mechanisms for reviewing/monitoring compliance. 6. Create rewards/penalty system for compliance. !
I s s u e # D e s c r i p t i o n I m p a c t
C r o s s R e f e r e n c e t o c u r r e n t d o c u m e n t s
L P = L e a r n i n g P a t h D o c u m e n t
C L = C o m m e r c i a l L i n e s W o r k f l o w D o c u m e n t
S o l u t i o n D i r e c t i o n Q u e s t i o n s / N e e d s
1
Producers do not capture all required
application information.
Inconsistent amount and type of information gathered requires multiple trips back to client location and delay in processing submission.
L P - P & C S u b m i s s i o n F l o w c h a r t C L - P g 8 8 I d e n t i f i e s P r o d u c e r R e s p o n s i b i l i t i e s
Need a policy that identifies what pieces of information are required and/or needs to be collected by the Producer prior to submission. Per Grantland's notes: If delays happen in collection of info, AE's should restructure due dates so that expectations are clear and Producer's expectations are reset - **AE's and AM's need support of leadership to effectively respond to P r o d u c e r t i m e m a n a g e m e n t i s s u e s , delays, or incomplete delivery
Define Needs / Prospect Set-up
1. Need ownership with accountability.
2. Where is the policy that states when this step is to be completed by a certain time? The solution to this issue involves ownership of a process step and accountability. Producers must own the responsibility of gathering appropriate information and the follow up. AE's and AM's must have the ability to hold the process when previous steps are incomplete - if not, we experience many "downstream" issues, inefficiencies, and inaccuracies in product. Until a software solution is implemented to track workflow step status - a method must be developed to track status of any renewal/new business on a weekly basis. The method must include process step, due
2
Account review does not include all team
members.
Communication between team members incomplete and inconsistent, particularly as it relates to keeping entire team fully informed.
C L - P g 8 8 , s t e p 2 All documentation seems to state that this is a purely marketing step and all information has already been gathered by
Need policy that clearly identifies roles and responsibilities of each team member.
date, completion %, and responsible party. This must be updated and reviewed regularly by management. (Cont. with issues 10 & 37)
Better Solutions for Better Business
!!!Gap Analysis of Key Issue Matrix
!
I s s u e # D e s c r i p t i o n I m p a c t
C r o s s R e f e r e n c e t o c u r r e n t d o c u m e n t s
L P = L e a r n i n g P a t h D o c u m e n t
C L = C o m m e r c i a l L i n e s W o r k f l o w D o c u m e n t
S o l u t i o n D i r e c t i o n Q u e s t i o n s / N e e d s
2 ( C o n t . )
producer. Marketing Strategy (new and renewal) - AE and AM should be included in communication Determine how "teams" can work more effectively. Do we really understand team approach?
* * T h i s i s a r e q u i r e m e n t f o r a n y n e w s y s t e m i m p l e m e n t a t i o n . Do roles and responsibilities need to be realigned to support the "Team" approach? How is the "Team" supporting the Producers efforts? Should part of the role definition of a team member be to perform "sales assistant" activities?
1 0
Incomplete application/coverage
information.
Information being supplied after submission has been sent to markets creates duplicate work and delays.
The policy recommended for issue 1, if created, will eliminate this issue.
Who is responsible for each of the annual requirements (Stewardship, Exposure Analysis) of managing, supporting, maintaining accounts and providing proper level of account servicing?
3 7
Producer expectations/Last minute requests
Producer has not communicated effectively to allow service teams to incorporate request into work stream and prepared accordingly. Service teams often have to immediately respond to various requests. Requires teams to re-structure or re-prioritize other work products. Creates distraction, disruption of work stream and can cause re-work, inaccuracies, poor quality, and missed deadlines.
Communication on Account status must improve. All team members need the ability to understand account status. Need retraining of how the work stream is affected by various requests.
Could these last minute requests be minimized if teams performed more like teams (No "I" in team)? Should groups be teamed by producer instead of type of accounts? Combine National and Middle Market accounts by producer? Is there a group that can be used as the model? Should the group be called a "Service and Support" Team rather than just a Service Team?
!!!
Bus iness Process Ana lys i s for
The Shaw Group Inc .
Better Solutions for Better Business
1
Key Issues Matr ix I s s u e # O p e n D a t e D e s c r i p t i o n S t a t u s C l o s e d D a t e
1 2/27 Back Dat ing Invo ices O
2 2/27 Lack of Knowledge and Understanding the ef fects o f an Issue O
3 2/27 Lost Records O
4 2/27 Non Author ized Approva ls O
5 2/27 Tra in ing O
6 2/27 Lack of A t tent ion to Deta i l O
7 2/27 Accountab i l i t y O
8 2/27 Workarounds are Be ing Created in D iv is iona l Of f ices / Ad Hoc Repor ts O
9 2/27 Communicat ion / Wr i t ten & Verba l O
10 2/27 Qual i t y Assurance & Qual i t y Cont ro l Through out the Process O
11 2/27 No Sense of Urgency O
12 2/27 Schedul ing Issues / Day , Week and Month End & Shar ing of Dut ies O
13 2/27 J IF Set Up Issues O
14 2/27 Unauthor i zed B i l l ing O
15 2/27 Absence of l ia ison between F ie ld Personnel and C l ient O
16 2/27 Actua l De l ivery - No Standards O
17 2/27 Not focused on Serv ice O
18 2/27 Troubles in handl ing w i th th ings outs ide the box (Advance Pays / Shor t Pays / Pre Invo ice pr ior to End of Year ) O
19 2/27 Communicat ion incons is tent to F ie ld Personnel and C l ient O
Better Solutions for Better Business
2
I s s u e # O p e n D a t e D e s c r i p t i o n S t a t u s C l o s e d D a t e
20 2/27 Rate Tab les O
21 2/27 Non Chargeable hours are be ing accumulated wi thout PM knowledge (Only way to detect these are through the DTR) O
22 2/27 Del ivery o f Invo ice to the C l ient O
23 2/27 C los ing Pro jects / Number o f Open Pro jects O
!"#$%&'()*+*,%"
-.//.+,(0%1' 2%&%.3%4(567
8
944.,+4(567
:
5#;(<=>;%"(944.,+>%+'
?
@A*B(C.4.#+
0%'%">.+%()%'A#D#/#,E(F#"(G/.%+'(6+3#.&.+,
HI;
0%'%">.+%(6+3#.&%(JE1%4
KI*
0%'%">.+%()%'A#D#/#,E(F#"(G/.%+'(6+3#.&.+,
HI*
G#+4.D%"(<#+L@'*+D*"D(
2%M=."%>%+'4
N
6D%+'.FE(O+*//#B*;/%(G#4'4
P
5#;(@%'=1(!,I(:
<#+L@'*+D*"D(2%M=."%>%+'4(D#&=>%+'%D
QR8? :RNR88R8?R:S
:RNR88R8?R:S NR88R:S :RHRN
0%'%">.+%(6+3#.&%(JE1%4
KI;
O+*//#B*;/%(G#4'(D#&=>%+'%D
!2TGU@@ (<9)UV ( ( 5T- (@UJO!(8
!9WU (8 T7 (:
Pro
ject
Man
ager
Bill
ing
Dep
t
Job Setup Pg. 1
Step 7
Code Unallowable Costs
Assignment of Project Acct./
Billing Associate
9
Enter the Initial Information
Establish Billing Cycle and Period
10.a
11
Establish Billing Cycle and Period
10.b
Are billing dates specified
in contract?Yes
No
No
Shaw Vision
Billing Dates and Cycles are
documented
Billing Dates and Cycles are
documented
Non Standard req. are documented
Non Standard
tables setup
Complete Setup and print reports
12 Project Setup Edit Report
Billing Rate Table Report
Component Table Report
2,4,6,11,14, 20
2,4,6
2,4,6
2,4,6,11,14, 20
2,4,6,11,14, 20
8
End Process
!"#$%&& '()*%+ ' ' ,#- '&%./!'0
!)1% '0 #2 '0
Better Solutions for Better Business
!
! ! "!
BL 01. ! Job Setup ! This process describes the steps taken by taken by the Billing Department to Set up a job within Shaw Vision. The flow originates from the point in which the Billing Department receives the Job Information Form (JIF) and any attachments from the P Manager. These forms are received by the Billing Manager and then sent to one of two Billing Associates in charge of setting up the Jo Shaw Vision.
!
B u s i n e s s P r o c e s s S t e p s
B u s i n e s s P r o c e s s S t e p N a m e
D e s c r i p t i o n o f B u s i n e s s P r o c e s s S t e p
O u t p u t o f B u s i n e s s P r o c e s s
T r i g g e r e d B u s i n e s s P r o c e s s N u m b e r
T r i g g e r e d B u s i n e s s P r o c e s s N a m e
I s s u e I d e n t i f i e d
BL 01.01 Receives JIF
Billing Manager receives JIF and any attached information from the Project Manager. Information and attached documentation are verified for completeness. 8,13
BL 01.02 Assignment of JIF
Billing Manager assigns the JIF to one of two billing associates to set up the JIF in Shaw Vision.
BL 01.03 Job Number Assignment
The Billing Manager sets up the job in Shaw Vision. Upon completion of this process, Shaw Vision assigns a sequential job number to each new project.
Job Set up is complete and a Job Number has been assigned.
BL 01.04.a-b
Determine Methodology for Client Invoicing
Upon contract award, the Project Manager, Contract Administrator and/or Project Accountant/Billing Associate will review all appropriate contract requirements and determine the proper methodology for invoicing the client.
Invoice Type is determined and documented 2,6,11,13,20
Better Solutions for Better Business
!
! ! "!
B u s i n e s s P r o c e s s S t e p s
B u s i n e s s P r o c e s s S t e p N a m e
D e s c r i p t i o n o f B u s i n e s s P r o c e s s S t e p
O u t p u t o f B u s i n e s s P r o c e s s
T r i g g e r e d B u s i n e s s P r o c e s s N u m b e r
T r i g g e r e d B u s i n e s s P r o c e s s N a m e
I s s u e I d e n t i f i e d
BL 01.05 Determine Invoice Types
Services are typically rendered under the following contract types: Transaction Based ( Bill Rates & Cost Plus) or Non-Transaction Based (Lump Sum & Unit Price)
BL 01.06 Non Standard Requirements
Project Manager shall consult the appropriate Billing Manager and Division Controller when considering any non standard Client Invoice Requirements
Non Standard Requirements and documented 6.11,20
BL 01.07 Unallowable Costs Identified
Project Managers will ensure that all contract specific unallowable costs are identified.
Unallowable Costs Identified 2,4,6
BL 01.08 Unallowable Costs Coded Properly
Only those costs identified as such shall be approved and billed to Cost Code (99999995) or another unallowable Cost Code.
BL 01.09
Assignment of Project Accountant/Billing Associate
The Billing Manager will assign a responsible Billing Associate to perform the job billing function. The name of the Billing Associate will be indicated on the JIF and subsequently entered into Shaw Vision.
Billing Associate is assigned 2,4,6,11,14,20
Better Solutions for Better Business
!
! ! "!
B u s i n e s s P r o c e s s S t e p s
B u s i n e s s P r o c e s s S t e p N a m e
D e s c r i p t i o n o f B u s i n e s s P r o c e s s S t e p
O u t p u t o f B u s i n e s s P r o c e s s
T r i g g e r e d B u s i n e s s P r o c e s s N u m b e r
T r i g g e r e d B u s i n e s s P r o c e s s N a m e
I s s u e I d e n t i f i e d
BL 01.10.a-b Billing Dates and Cycles
In the absence of specific contract requirements or billing dates specified by the client, the Billing manager, in conjunction with the responsible Project Manager, will establish the job's billing cycle and period.
Billing Dates and Cycles are finalized and documented 2,6,14
BL 01.11
Billing Associate entering the initial information
Upon receipt of the JIF, the Billing Associate will review and enter the Contract Information, Owner Pay Items, and the Owner Pay Items Cross Reference(s). If a non-standard rate table and/or component table is needed, the table will be set up at this time.
Non Standard requirements are documented and any non standard tables are set up. 2,6,11,14,20
BL 01.12
Completion of Set Up and Completion of Reports
The Billing Associate will print out under Billing Reports; Setup Reports for the Project Manager and Billing Manager to review. These reports should be kept in the billing file for audit purposes.
Billing and Set Up reports 2,6,11,14
Billing and Set Up reports
Project Setup Edit Report
This report shows the JIF, Category Codes, Contract Master Information, and all Owner Pay Item details.
Project Setup Edit Report
Better Solutions for Better Business
!
! ! "!
B u s i n e s s P r o c e s s S t e p s
B u s i n e s s P r o c e s s S t e p N a m e
D e s c r i p t i o n o f B u s i n e s s P r o c e s s S t e p
O u t p u t o f B u s i n e s s P r o c e s s
T r i g g e r e d B u s i n e s s P r o c e s s N u m b e r
T r i g g e r e d B u s i n e s s P r o c e s s N a m e
I s s u e I d e n t i f i e d
Billing and Set Up reports
Billing Rate Table Report
This report shows the detail of the Cost Plus Markup Table.
Billing Rate Table Report
Billing and Set Up reports
Component Table Report
This report provides the detail of the component table(s) associated with the contract, if any. The component table report is a World Writer report located in the BLGMGT group. The master version name is COMPTABLE.
Component Table Report
!
Pro jec t S ta tus repor t for
OrthoSynet ics
OrthoSynetics!Weekly Status Report 10/23/10
!
!Better Solutions for Better Business
C U R R E N T T A S K
T a s k I D T a s k S t a t u s D u e D a t e % C o m p l e t e O w n e r C o m m e n t s
PH2.10.02.01 Collect supplier emails
09/27/10 9% Terry, Stacy S t a c y w o r k i n g w / v e n d o r s
PH2.10.02.02 Test supplier email
09/30/10 0% Terry S t a c y w o r k i n g w / v e n d o r s
PH2.04.08.00 Create FTP process to RRD
10/06/10 50% Yoram R R D i s l a t e
PH2.09.01.00 Test/debug Printing vendor Interface
10/08/10 25% Yoram, Terry
PH2.04.11.00 Testing Printing Interface
10/12/10 60% Terry, Yoram
PH2.07.05.01 Perform manual Update
10/14/10 50% Yoram
PH2.11.03.03 End-users training Session 2
10/27/10 0% Terry
PH2.10.01.22 Debug AP Post Matching
10/28/10 60% Yoram
PH2.11.03.04 End-users training Session 3
10/29/10 0% Terry
OrthoSynetics!Weekly Status Report 10/30/10
Page 2 of 4
!
! Better Solutions for Better Business
T a s k I D T a s k S t a t u s D u e D a t e % C o m p l e t e O w n e r C o m m e n t s
PH2.10.01.23 Modify Doc-Link Workflow
11/02/10 0% Ken, Yoram, Altec
PH2.12.04.06 Disable EDI
11/03/10 11% Yoram
PH2.04.10.00 Create CXML process to accept Invoices
11/09/10 50% Yoram
PH2.08.01.05 Implement Invoice XML from Schein
11/12/10 25% Yoram
PH2.07.05.04 Create multi-level pricing
11/19/10 0% Yoram
PH2.07.05.00 Vendor Catalog Pricing 12/29/10 8% Yoram
C O M P L E T E D T A S K S
T a s k I D T a s k S t a t u s D u e D a t e % C o m p l e t e O w n e r C o m m e n t s
PH2.07.05.03 Design multilevel pricing
10/24/10 100% Yoram
PH2.11.03.02 End-users training Session 1 10/25/10 100% Terry
OrthoSynetics!Weekly Status Report 10/30/10
Page 3 of 4
!
! Better Solutions for Better Business
U N P L A N N E D A C T I V I T I E S
A c t i v i t y O w n e r
AP matching (Enterprise) Y o r a m
Weekly conference call and minutes T e r r y
Calls/e-mails with Regina/Stacy on A/P issues T e r r y
Calls/e-mails with Yoram on error issues T e r r y
Update External/Internal/Training User Functions Documents T e r r y
Testing and review of functional and administrative set ups, and complete updates and test in PRODUCTION. T e r r y
K E Y I S S U E S
I s s u e N o . I s s u e D e s c r i p t i o n A c t i o n / U p d a t e S t a t u s O w n e r
IR 039 RRD Vendor response slow O p e n Y o r a m
IR040 Doc-Link Workflow The Doc-Link workflow have to be modified to incorporate matching
O p e n Y o r a m
K E Y T E S T I N G I S S U E S
I s s u e N o . I s s u e D e s c r i p t i o n A c t i o n / U p d a t e S t a t u s O w n e r
IS.51 Printing Office: Limit existing items from being ordered without going to ‘Custom Printing’ tab.
Yoram priority #1 O p e n Y o r a m
IS.72 Item entry process needs a warning to input OPTIONAL selections for category and account code (G/L).
Ken priority #2 O p e n K e n
IS.73 When an item is discontinued, create a list of Replacement items and Original items in Epicor for user viewing.
Ken priority #1 O p e n K e n
IS.76 Cannot add an item without first adding a catalog file. Yoram priority #2 O p e n Y o r a m
OrthoSynetics!Weekly Status Report 10/30/10
Page 4 of 4
!
! Better Solutions for Better Business
U P C O M I N G T A S K
T a s k I D T a s k S t a r t D a t e O w n e r
PH2.12.04.01 Notify users on needing to close open carts 11/01/10 Stacy
PH2.12.04.04 Disable Access to Pennylane 11/01/10 Ken
PH2.12.04.02 Notify users on which vendors will not make into new system 11/01/10 Stacy
PH2.12.04.03 Retire small vendors from System 11/01/10 Stacy
PH2.12.04.05 Enable access to Purchasing trend analysis in PennyLane 11/01/10 Ken
PH2.12.04.05 Slow go Support 11/03/10 Yoram, Pam, Ken
Better Solutions for Better Business
2 NORTH 20th ST // STE 950 BIRMINGHAM, AL 35203
PHONE // 1-205-933-1070 CYPRESSRESOURCES.COM
