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Alliance represented by a joint account team (2 in a box) working together on vision, positioning, identifying and qualifying leads Shared target account list, account selling plans, power maps, and account history Shared KPI’s for Slb + Aspentech account managers representing the alliance Revenue tracked for direct alliance business, as well as any pull-through revenue captured as a result of alliance activities Both parties will jointly attend client meetings, public forums, etc, to represent the alliance Escalation route for resolving account issues identified and documented for all target accounts Each company is responsible for its own cost of sales, account management expenses, etc Shared pipeline, reporting tools & templates Account Management • Guiding Principles • Solution Landscape Integrated Asset Controller 4. Reservoir Production Network Process Facility 3. 1. Production Data 2. • Reservoir Optimization – reservoir & gathering network coupling • Production Optimization – real time data integration • Production Optimization – facilities and gathering network coupling • Field Development Planning – planning & scheduling, lifecycle asset optimization
Both teams involved in lead qualification Both teams participate in solution design and bid preparation Joint business case, detailing costs and margin, created for any solution opportunity > $100K Shared gross margin -- revenues and any commission payments linked to company’s scope Avoid double mark-up on G&A costs Flexible approach to prime selection for each opportunity. Decision driven by client relationships, contracting preferences, scope, profile of delivery resources Prime identified and tested with client prior to proposal delivery Contract negotiations fronted by the prime, both parties agree any scope or price changes Opportunity & Bid Management • Guiding Principles • Approach • Business Models Pursuit Decision • Typically a prime-sub relationship with a single company responsible for the overall delivery of the alliance solution. Service agreements written between prime and sub contractor. • For small projects, less than $100K say, clients may request parallel contracts to facilitate the procurement process. Service agreements, or joint operating agreements, document the scope of supply for each company. • Occasionally the client may insist on contracting with one preferred company, regardless of the scope. In this scenario a back-to-back service agreement could be issued to the sub for ~100% of the solution Review Lead Qualified Develop Strategy Review Bid Plan Draft Business Case Prime Identified Develop Solution Review Technical Architecture Project Plan Resources Develop Proposal Final Review Proposal Final Business Case Risk Register Negotiations Handover Delivery Teams Kick Off
Focus for SIR engagements is building the business case for change Position consulting offering around field-wide optimization, clearly differentiated from strategic consulting (McKinsey) or IT consulting (Accenture) Identify business-operations gaps and determine improvement opportunities and solutions Determine present cost base and performance metrics Prioritize and select projects according to value impact on the business. Benefits quantified and expressed as, Accelerating recovery Reducing operating and facility costs Extending field life Collaborative engagement involving Client + Slb + AspenTech domain experts Business Case Dependencies and Risk Register Change Roadmap, Migration Strategy Technology Roadmap Gap Analysis, Maturity Model Performance Management, Goals and KPI’s Vision, Objectives, Strategy SIR Consulting Engagement • Guiding Principles • Solution Implementation Roadmap • Example Deliverables Alignment Workshop Assessment Interviews Gap Analysis Prioritize Projects Workshop Business Case Final Review Handover Delivery Teams Kick Off
Solution Delivery Management • Guiding Principles • Solution Delivery Framework Client Requirements RFP SIR Engagement • SI development lifecycle, driven by scope, risks, and client environment • Stagewise, Waterfall, V-Model, Spiral, Agile/RAD, etc • Single design authority responsible for developing • System architecture, interface specification • Functional specification • Test strategy, acceptance and training plan • Implementation and transition plan • Delivery quality plan • Flexible contracting model, with preference for balanced scorecard to determine risk/reward remuneration linked to project objectives • Each project will present the alliance with new and complex deliverables – the intellectual capital acquired by successfully delivering these is a powerful source of competitive advantage Design Authority Program Management Review and Analysis Sub System Configuration Change Management Model Development Sub System Acceptance Workflow Redesign Model Validation Site Tests Training Optimization Study End to End Tests Benefit Realization Performance Monitoring • System Integration • Hardware • Software • Network, SCADA Modeling and Optimization Transition Operations
Example Deliverables Hardware Development System Test System Production System Backup System Packaged Software Subsurface System Well & Gathering System Process Simulator Optimization Package Integration Platform Visualization Tool Bespoke Software Customized Modules Integration Interfaces Data Data Model Data Source Matrix Data Migration Plan Optimization Basis of Design Review Steady State Simulation Models Dynamic Simulation Models Optimization & De-Bottlenecking Field Planning Integrated Process Model Change Management Plan Performance Scorecard Value Impact Analysis Business Case Project Management Project Plan Progress Reports Change of Scope Training Operator Training Systems Maintenance Training Software User’s Guide System User’s Guide Online Help Quality Assurance Test Plan Factory Acceptance SCADA Integration Test Site Acceptance Operational Availability Test Documentation System Architecture Requirements Specification Functional Design Specification Interface Control Document Performance Benchmark Report Maintenance & Support Software Maintenance Agreement Field Support & Maintenance Security Vulnerability Assessment Security Policy
Alliance Roadmap Alliance Template Initialize AspenTech Alliance • 1. Value Proposition & Business Plan • Joint offerings and R&D roadmap • Business plan • Training plan • 2. Go To Market • Competitor analysis and positioning • Pipeline analysis • Marcom plan • 3. Governance Model • Alliance structure, KPI’s, escalation process • Account management and sales engagement process • Relationship with 3rd party vendors • 4. Legal Framework • MOU and T&C’s Launch • Selection pilot accounts • Assign regional alliance champions • Kick off with joint account focused workshops to train and validate value proposition • Develop pilot account sales plans • Implement pipeline tracking tool • Implement KPI’s and performance management • Create a joint skills/resource matrix • Start Marcom plan • Legal addendum to MOU per pilot Pilot Scale Up • Secure projects with pilot accounts • Refine offerings and sales engagement process • KPI and project P&L • Review initial results vs business plan • Capture lessons learned and use-case to reduce cycle time and develop community of interest • Obtain client approval for release of results • Full launch in key accounts across all regions • Marcom blitz using case studies from pilot accounts • Review results & offerings vs business plan • Sign alliance agreement NDA MOU Pilot Accounts, Joint Selling Plan 3 Reference Accounts Alliance Agreement Term Sheet 1st Dec 1st Jan Q3, 04 Alliance Agreement
Complementary Service Offerings Field Management Services Outsourcing Sales IPM Contract IPM Delivery by IPM & Segments Sales WCP Contract WCP Delivery by DCS, PRTI, & Segments Managed Services ESP Watcher Well Watcher System Integration Sales Consulting Contract SIS Delivery by SIS & Segments AZPN & Slb Alliance Consulting Reservoir Wells Gathering Network Facilities Pipeline Field Asset