30/07/2004 BID REFERENCE N 1142/04

Transcription

1 30/07/2004 BID REFERENCE N 1142/04 Reference : ITU-BID-THJEH-04-V1

2 Page 2 Customer Contacts Mr Arthur LEVIN Mr Raymond CHALINDAR Mr Stephen Geis Chief Coordination, external relation Head of Budget Finance Department IT Management Support and communication units Tel. : 00 41(0) Tel. : 00 41(0) Tel. : 00 41(0) arthur.levin@itu.int raymond.chalindar@itu.int Stephen.geis@itu.int IDS Scheer Contacts Responsable commercial CH Business Development Manager Switzerland Switzerland Ralf Ester Country Manager IDS-Scheer Switzerland Tel : 0041 (0) Mobile : 0041(0) Natel : 0041 (0) t.jehotte@ids-scheer.fr r.ester@ids-scheer.ch

3 Page 3 Table de matière Introduction.4 1. Environment 4 2. Scope of Project.4 3. Deliverables.5 4. Project Calendar.8 5. Sizing 9 6. Pricing Annexes & Appendix list Notes & Remarks.. 9. Conclusions

4 Page 4 Introduction This Bidding concern a project understanding different elements and different stages. Several specifics needs are expressed: - A functional usage of SAP, and that, for the next specifics environment: Controlling, Budgeting and specifically the Results Based Budget - A reengineering of process, and a formalization of these in the framework of the a structured strategy development - An IT environment analysis for an optimization of this one This project is spread over different stages including different tasks, needed different solutions and different resources. But the two principal main lines are: Improvement of the Controlling and Budgeting systems Reengineering of the processes through a new strategy definition and development 1. Environment The ITU council decided at its 2004 session (Res. 1216) to appoint a Council Oversight Group (COG) to oversee the implementation of the GOS recommendations. The ITU secretariat, overseen by COG, will engage a Company with in-depth expertise in integration of SAP to implement the GOS recommendations also taking into account the relevant methodologies described in the Dalberg report Scope of Project. 2. Scope of Project 2.1. Functional Scope: The project should cover the implementation of the relevant GOS recommendations. Principally in the management accounting, controlling, budgetary systems and management systems. It should also include the definition of ICT strategy and systems integration strategy within the SAP platform and the other systems used by the Union A review should also look for rationalization, uniformisation, and increase of efficiency and reduction of cost Packaged systems selection and/or analysis: In order to reduce the cost and the time required to carry out the project, the implementation of the GOS recommendations should be made with the current SAP software, with the use of the

5 Page 5 suitable version and with additional necessary modules. 3. Deliverables DEMAND 1.New Budgetary and Cost Management 1.1. Linkage of the structure with strategic and operational planning (See all details in the bid ) 1.2. Cost allocation structure and methodology (See all details in the bid ) SOLUTION The actual SAP environment in 4.7 version is for us the best basis for the development of the budgetary system and cost management system. This part of analyze must be realized by one of our senior consultant with used of the methodology based on the functional and strategy view of the SAP budgetary and cost management environment. The ASAP Methodology can be used or the PQP A global report which contained all items detailed in the will be delivered and explained by the consultant. Solutions will also be presented. For the cost management solutions, all the specificities of the SAP controlling tools can be used: CO-CCA ; CO-PCA ; CO-PA ; Internal orders ; 1.3. RBB and cost allocation toolbox (See all details in the bid ) The solution consists in the development of the Sub modules of CO in SAP. And the development of a specific Result Based Budget solution. The Result Based Budget is a Budgeting Process developable with the standard tools of SAP Controlling modules Cost allocations and Cost analysis will be developed through the recommendations hoe have to be defined by the business in the workshops, formulated in the BBP by the consultants and validated by Business.

6 Page 6 Note: DEMAND SOLUTION 1.4 Time Tracking System The HR environment need a time tracking system. This one can be managed by the CATT solution of SAP 2. Review of ICT Strategy 2.1. Define the ITU ICT Strategy 2.2. Integration and rationalization 2.3. Implementation plan 2.4. Analysis of costs and benefits by initiative 2.5. Assessment of the information diffusion strategy 2.6. Requirements definition for hardware, software and communications. Analyze and Conclusions 2.7. Review of the current applications 2.8. Description of the best practices for IS department. Procedures and models 2.9. Guide of design of the IT system architecture For this stage: We need the analyze of a our Senior consultants assist by functional consultant + a technician for technical aspect. This staff has to work with our methodology and trough organized workshops with the business. 3.Business Process reengineering and ICT Strategy Implementation 3.1. Advice and support for: - Re-invigorate existing governance, strategy and org. processes - Develop SLAs with customers - Develop a project management Methodology - Implement an ITU wide information management policy and strategy - Reorganize and rationalize the Services For this demand and in continuity of the previous one, we propose the installation of the specific tool of Process Management *See Documentation The Process Platform Solutions is composed of different element: Process Platform Web Designer Web Publisher Toolset Design Platform ABC BSC EasyDesign Simulation for INTERSHOP enfinity for mysap Integrator for Vitria Implementation Platform (C) byids Scheer AG. Allrights reserved. UML Designer for Hyperwave PA PCA Process Performance Manager Controlling Platform QualityManagement Scout Process Mining Online Monitoring Redocumentation Scout Scouts SoftwareEngineering Scout Process Risk Scout IDS Scheer AG Business Process Excellence

7 Page Implementation of: - Re engineer administrative business process - Update the control framework in place (Objective of decentralization of authority) Reengineering of Process: Firstly the Design Tools permit to the company responsible to build the Business Process Design Toolset After The Aris Implementation Platform permit the integration with functional systems like SAP for mysap - Reinforce accountability for performances commensurate (Objective of decentralization of authority) - Increase the footprint of core administrative systems End The Aris Controlling Platform permit the controlling of the process uding Process Performance Manager The information can be spread with - Extend document management system and roll out E-Collaboration tools - Rationalize the portfolio Applications Web Publisher

8 Page 8 * See all details in documentation A specific BC and IT infrastructure analyze will be realized and proposition suggest in a report with solutions and scenarios - Design new IT infrastructure - Conduct an outsourcing opportunity review - Improve access to information for members, management and staff. After analyze a report will be realized. Different tools and processes can be used. The financial information can be build in BW and send by internal communication system or by web on different types of support. Or, the internal information can be broadcasted by the portal through SAP or support. To define in the workshops 4. Project Calendar First stage: From 09/09/2004 to 31/12/2004 Implementation of the: Design and prototype of the: - Result Based Budget - IT Toolbox - Time tracking system - New Cost Accounting Methodology Rationalization/Integration of the ICT Strategy Detailed implementation plan of the ICT Strategy and BPR Implementation of ICT Strategy and BPR (stage 1) - Re-invigorate existing governance, strategy and org. processes in IS - Develop a project management methodology - Design a new IT infrastructure architecture - Develop Service Level Agreements (SLAs) with internal users - Implement an ITU wide information management policy and strategy Second stage: From 01/01/2005 to 30/06/2005

9 Page 9 Implementation of the: - Time tracking system (we proposed to do it in 2004) - New Cost Accounting System Implementation of ICT Strategy and BPR (stage 2) - Re-engineer administrative business processes in finance, HR, Procurement and travel - Reinforce accountability for performance commensurate with Decentralization of responsibility Third stage: Closed for January 1 st.2006 Final stage: closed in 2006 *See also annexed MPP file 5. Sizing Implementation of ICT Strategy and BPR (stage 3) - Simplify and update the control framework currently in place - Increase the footprint of core administrative systems - Extend document management system and roll out e-collaboration tools - Rationalize the applications portofolio in use at ITU - Conduct an outsourcing opportunity review Implementation of ICT Strategy and BPR (stage 4) - Re-organize and rationalize the IT services - Improve access to information for members, management and staff First stage: From 09/09/2004 to 31/12/2004 Implementation of the: TASKS - Result Based Budget - IT Toolbox Design and prototype of the: - Time tracking system - New Cost Accounting Methodology Rationalization/Integration of the ICT Strategy Detailed implementation plan of the ICT Strategy and BPR SIZING (Working days) Rule: 1 person full time 1 person part time from 09/09 to 31/12 80 days Rule: 25 days for the IT tool. 25 days Rules: days 20 days Rule: 1 person part time from 09/09 to 31/12 50 days Rule: 1 pers. 4 weeks 20 days Rule: 1 pers 3 week 15 days

10 Page 10 Implementation of ICT Strategy and BPR (stage 1) - Re-invigorate existing governance, strategy and org. processes in IS - Develop a project management methodology - Design a new IT infrastructure architecture - Develop Service Level Agreements (SLAs) with internal users (Optional hypothesis of 4 needed SLAs) - Implement an ITU wide information management policy and strategy Total of this stage Rule: 1 pers. 3 weeks Rule: 1 pers. 2 weeks Rule: 1 pers 3 weeks Rule: 10 day / SLAs Rule: 1 pers. 4 weeks 120 days 330 days Second stage: From 01/01/2005 to 30/06/2005 TASKS Implementation of the: - Time tracking system - New Cost Accounting System Implementation of ICT Strategy and BPR (stage 2) - Re-engineer administrative business processes in finance, HR, Procurement and travel - Reinforce accountability for performance commensurate with decentralization of responsibility SIZING (Working days) Include in 2004 Rule: 1 pers. 4 weeks 20 days BPM Solution Implementation 140 days Change Management Support of a Change Management Consultant part time during the 6 months 140 days Total of this stage 300 days Third stage: Closed for January 1 st.2006 TASKS Implementation of ICT Strategy and BPR (stage 3) - Simplify and update the control framework currently in place - Increase the footprint of core administrative systems - Extend document management system and roll out e-collaboration tools - Rationalize the applications portofolio in use at ITU - Conduct an outsourcing opportunity review SIZING (Working days) Change Management Support of a Change Management Consultant full time during the 6 months 180 days Functional Consulting Assistance Part Time 60 days

11 Page 11 Total of this stage 240 days Final stage: closed in 2006 TASKS Implementation of ICT Strategy and BPR (stage 4) - Re-organize and rationalize the IT services - Improve access to information for members, management and staff SIZING (Working days) For this topic, at this knowledge level let us make an estimated offer linked to the size of a report to establish. Report of 50 pages 40 Days Development of the SAP Portal for information diffusion. Basis development 60 days After the sizing depend of the needs of diffusion, which kind of information, from where (SAP or not), Which kind of screens (standard or not) This point has to be defined after workshops Total of this stage 100 days 6. Pricing 6.1. Consulting Rates

12 Page 12 Function Daily rates Rates / Day CHF 1 Project Leader Project Management & Project Lead 2 Functional SAP Consultant Functional analyse, solution and process integrator 3 Technical Consultant 1800 Architect de solution 4 Technical Consultant 1650 Developer and programmer 5 Strategic Process Analyst Business Process Developer Pricing STAGE STAGE 1 : From 09/09/04 to 31/12/04 STAGE 2 : From 01/01/05 to 30/06/05 STAGE 3 : From 01/05/05 to 31/12/05 STAGE 4 : From 01/01/06 to * Non include the specifics development for Portal TOTAL BUDGET CHf CHf CHf CHf CHf 6.3. Licences Toolset 2 Licences Web Designer 10 Licences Web Publisher 800 Licences Business Server Sub Total Installation Costs + Go Live Training Costs 6 000

13 Page 13 TOTAL Discount 20 % Support and maintenance 20% of this list price per year 6.4. OPTIONS BW Implementation 1. BW Licences The Licences market and prices are manged by SAP, than we can just delivered a indicative price of licences See SAP 3. Development Sizing of a basic BW Project developed with the FI, CO, MM, SD, FM, cubes, and with lot of the standard reporting. : 3 month with 2 resources full time Pricing for developement 120 Days CHf Development of the Specific solution e- Commerce of SAP To take place of Documentum Suggestion Development of the Travel management module of SAP Suggestion 7. Annexes & Appendix list - Project Flowchart Annex 1 File name : Project Flowchart ITU.doc - Project Planning stage 1 Annex 2 File name : ITU Project1.mpp - Project Planning stage 2 Annex 3 File name : ITU Project2.mpp - Project Planning stage 3 Annex 4 File name : ITU Project3.mpp - Project Planning final stage Annex 5 File name : ITU Project4.mpp - Project Methodology Annex 6 File name : ASAP and Best Practices.ppt - Project Management Annex 7 File name : Validation services.ssm - Project Pricing list Annex 8 File name : Price List for ITU.doc - CV s Functional documentation - Documentation Annex 9 File Name: Image_broschure_en.pdf - IDS Company Documentation: Folder ( Paper documentation )

14 Page 14 Appendix - Company Information + Financial data + References - Formal Declaration 8. Notes & Remarks - The best practices used in the corporations of services and also in the International Institutions are known by IDS-Scheer notably by our interventions within the CIO in Lausanne and the OTAN in Luxembourg - The sizing of the final stage planned in 2006 is not efficient at this stage seen of the possible evolution before this rationalization period. 9. Conclusions In conclusion, the scope of project and the needs are based on two principal main lines. The first one concerns a more functional usage of the computer tools and principally the tools of managements and of controlling The second one concerns a reengineering of the organizational process and the development of a new strategy functioning. For the first one ITU use actually SAP. We thought that this is the perfect system for the ITU needs. Our company is a Global Partner SAP and our staff of consultants is composed from SAP specialists. For the second one our proposition is to implements The Tools for the reengineering of the process and the strategy. IDS Scheer is the leader for the supply of BPM solutions (management of the processes) and this with our products. But our corporation is equally one of the privileged partners of SAP on all type of project, for development and for framing. Especially, IDS Scheer is the alone company offering possibilities of interactivity between the BPM () system and the SAP environment. And to close we would be really interested by a long term partnership with ITU.

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16 Filename: IDS Scheer Thierry (Saarbrücken) Jehotte develops corporate solutions for business process management. With its product family, the company offers a complete portfolio for developing, implementing, operating and evaluating business processes. IDS Scheer is thus a provider of both process and IT solutions. IDS Scheer's consultants support businesses in creating a process organization and implementing modern application concepts such as e-business, Supply Chain Management, Customer Relationship Management and Enterprise Application Integration. Following its acquisition of Groupe Expert and the regional companies Plaut CEE and Plaut North America, IDS Scheer is also able to offer IT & Hosting Services, lending greater emphasis to its focus on small and medium enterprises. The PlautWorks and RITS product now represents a tool that will make rapid SAP introduction a reality for SME as well. As a part of the Process Platform, Toolset is the number one selling process modeling tool in the world, and is used by 90 percent of DAX 30 companies. IDS Scheer was founded in 1984 by Prof. August-Wilhelm Scheer and now serves about 3,000 customers in over 50 countries through a network of its own branch offices and partners. In 2002, the 1,450- strong company earned revenues of over 181 million Euro. In August 2003, the staff roster grew to about 2000 employees. IDS Scheer is listed in the TecDAX on the Frankfurt Stock Exchange, and is thus ranked among the 110 leading companies traded on the stock exchange, also known as the DAX110. In Germany, IDS Scheer is among the top 25 IT service providers, in Central and Eastern Europe, it is recognized as a market leader. Page 16 Headquarters: Germany IDS Scheer AG Altenkesseler Straße Saarbrücken Phone: +49 (0) Fax: +49 (0) info@ids-scheer.de IDS Scheer worldwide: Austria Belgium Czech Republic France Hungary Japan Luxemburg Netherlands North America Poland Singapore Slovakia Slovenia South America Sweden Switzerland United Kingdom