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Budget & Financial Management Control System Implementation & ICT Strategy Definition

This presentation by Capgemini discusses the implementation of budget and financial management control systems, as well as the definition of ICT strategy. It covers various workstreams, progress reports, and change management.

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Budget & Financial Management Control System Implementation & ICT Strategy Definition

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  1. Budget and Financial Management Control Systems Implementation & ICT Strategy Definition and ImplementationCapgemini Presentation to NCOG Geneva, November 19th, 2004

  2. Agenda Presentation from Capgemini • Introduction • Workstream 1: Demo Time Tracking System • Workstream 1: Activity/Output harmonization • Workstream 1: RBB Timeline and Process • Workstream 2: Progress Report • Workstream 3: Progress Report • Change Management: Progress Report • Project Management: Project Governance • Questions • 5’ • 10’ • 15’ • 25’ • 5’ • 10’ • 10’ • 10’ • 15’ • Beat Binder • Stephan Burnier • Oliver Fröhling • Ingo Finck • Beat Binder • Magali Pécout • Ch. von Wurstemberger • Beat Binder • All ITU_NCOG FINAL 19-11-04.PPT

  3. Work together (1/3) ITU_NCOG FINAL 19-11-04.PPT

  4. Work together (2/3) ITU_NCOG FINAL 19-11-04.PPT

  5. Work together (3/3) ITU_NCOG FINAL 19-11-04.PPT

  6. High-Level Design Workstream 1 Results-based Budgeting, Cost Allocation and Time Tracking

  7. High level solution cornerstones of WS I Design Phase Implementation Phase Final Solution Intermediate Solution Result-basedBudgeting Design SAP Business Warehouse Microsoft Excel Embedded in RBBintermediate solution Cost AllocationDesign Consolidated activities and outputs Implemented in SAPfor actual data SAP CO Time TrackingDesign TrackIT TrackIT SAP CATS ITU_NCOG FINAL 19-11-04.PPT

  8. Demo ITU_NCOG FINAL 19-11-04.PPT

  9. User sign-in screen Demo 1 ITU_NCOG FINAL 19-11-04.PPT

  10. User time entry screen Week selection Output & activity selection available choices depend on users profile Demo 2 ITU_NCOG FINAL 19-11-04.PPT

  11. User submission screen Submit function Demo 3 ITU_NCOG FINAL 19-11-04.PPT

  12. Standard user Timesheet report (period based) Demo 4 ITU_NCOG FINAL 19-11-04.PPT

  13. Line Supervisor sign-in screen Demo 5 ITU_NCOG FINAL 19-11-04.PPT

  14. Line Supervisor approval screen User timesheet to approve/reject Approval options Rejected entry Demo 6 ITU_NCOG FINAL 19-11-04.PPT

  15. Output report (chart or table available) Standard pdf file. Can be saved, print, send by email Demo 7 ITU_NCOG FINAL 19-11-04.PPT

  16. Line Supervisor view of user timesheet (monthly view) User selection Demo 8 ITU_NCOG FINAL 19-11-04.PPT

  17. User sign-in screen2nd login to correct rejected entry Demo 9 ITU_NCOG FINAL 19-11-04.PPT

  18. User entry screen after a rejected entry Rejected entries Demo 10 ITU_NCOG FINAL 19-11-04.PPT

  19. User rejected entry Rejected entries, clicking on it will allow the user to modify it. Then he only has to submit again Demo 11 ITU_NCOG FINAL 19-11-04.PPT

  20. Line Supervisor sign-in screen2nd sign-in for approval of the rejected entry Demo 12 ITU_NCOG FINAL 19-11-04.PPT

  21. Line Supervisor approval of the rejected entry Same user as for the 1st approval round Entry rejected during 1st approval round Demo 13 ITU_NCOG FINAL 19-11-04.PPT

  22. Demo Thank you for your kind attention! ITU_NCOG FINAL 19-11-04.PPT

  23. High-Level Design Workstream 1 Activities/Outputs Harmonization

  24. As a result of many workshops within ITU a first draft on the harmonization of RBB-related activities has been completed • Finalized Activites (first draft) The finalization of activites andrelated drivers and/or keys hasto be done in calender week 48in order to ensure timely designand isse of Excel forms ITU_NCOG FINAL 19-11-04.PPT

  25. As a result of many workshops within ITU a first draft on the harmonization of RBB-related outputs has been completed • Finalized Outputs (first draft) The finalization of outputs has to be done in calender week 48 in order to ensure timely design and issue of Excel forms Split-up of the aggregated outputs ITU_NCOG FINAL 19-11-04.PPT

  26. High-Level Design Workstream 1 RBB Timeline and Process

  27. RBB Budget Timeline - high level structure according to updatedproject planning RBB design and IT solution setup Conduct training Prepare training 2nd trai-ning Def. outputs per sector (incl SG) Design and setup final SAP solution Setup RBB prototype Adjustments of RBB prototype Define activities and drivers Prepare for dry run Dryrun Known * templates 1 Financial budget 2 Reconcile FB / RBB 3 RBB process Enter budget data into prototype Is-sue add. tem-pla-tes Output planning by sector Set-up and adjust add. tem-plates 1st draft to Council descriptive & narrative requirements Calcu-late dri-ver pri-ces 1st draft SLAs RBB Networkkick off meeting * A modification/enhancement of existing templates may be necessary ITU_NCOG FINAL 19-11-04.PPT

  28. The future RBB process will be based on a few general principles respectively premises • General principles/premises 1. Full cost allocation:All costs have to be allocated to final outputs 2. Allocation principles:Costs for activities have to be allocated preferably by time or drivervolume - remaining costs are allocated by keys 3. Allocation objects:Costs for activities have to be allocated preferably direct to outputs(best case) otherwise to sectors or SG-departments (second best) 4. New ISO elements:For proper allocation of specific, non-operational cost portions (suchas retirement pensions) new ISO elements may have to be defined ITU_NCOG FINAL 19-11-04.PPT

  29. The future RBB process will increase the portion of time- and driver-based cost allocation compared to the last budget • RBB transformation path ´Ideal´ bud-geting frame-work in termsof pure RBB Outputs Increase portionof both time- anddriver-based allo-cated cost Allocation objects Sector Actual bud-geting frame-work logic ofITU SG Department Key-based Time-based Driver-based Allocation principles ITU_NCOG FINAL 19-11-04.PPT

  30. Con- soli- dation Con- soli- dation Allo- cation Allo- cation Allo- cation Con- soli- dation Iterative cost allocation and consolidation steps are at the coreof the new RBB process • Structure of new RBB process ITU view by activities &outputs SG-departments and sectors Allocation and Consolidation Iterations Form 1 Staff costs Iteration 1 Iteration 3 ISO Form 2 Form Form Consoli- dated costsper outputs Vo- lume Iteration 2 SO ITU-R Form 2a for other drivers Form Other costs Form 3 SO ITU-D SO ITU-T Form 4 Activity- output relations by departments and sectors ITU_NCOG FINAL 19-11-04.PPT

  31. After each allocation step the allocated data will be consolidatedto provide an input for the next allocation procedure • Description of allocation iterations Consolidation Consolidation Consolidation ITU_NCOG FINAL 19-11-04.PPT

  32. A short and much simplified numeric example on the newRBB process • Stepwise allocation process (example) Iteration 1 Cost Allocation by outputs Iteration 2 Iteration 3 ITU_NCOG FINAL 19-11-04.PPT

  33. Visual example of the layout of forms for output planning andconsolidation (first draft) • Structure of data input forms (example) Activity-related split-up of costs per department/sector and allocation on different allocation objects ITU_NCOG FINAL 19-11-04.PPT

  34. Workstream 1Thank you for your kind attention!

  35. Workstream 2 ICT Strategy, Architecture and Governance

  36. The ICT Strategy & Architecture stream will complete the future state design activities by the beginning of December • Project Plan and Status 2004 October November December Activities 4.10 11.10 18.10 25.10 1.11 8.11 15.11 22.11 29.11 6.12 ü • Set-up • Current State Analysis • ICT Strategy • Organization & Governance • Logical Architecture • Project Management Methodology • HR Strategy Recommendation • Transformation / Implementation plan ü Current State Plan Future State Milestones ITU_NCOG FINAL 19-11-04.PPT

  37. The process to select high priority tasks for the last phase – “Implementation and Transformation Plan” has started • Next steps • Future state • Complete high level overview of strategy and architecture • Consolidate findings from ICT Strategy, Architecture, Project Management and Governance Tasks • Re-assess and agree ICT priority tasks • Align findings • Liaison with work streams I and III • Implementation and Transformation plan • Objectives and deliverables for priority items • Solution design • Implementation plan(Work, Effort, Resources) • Transformation plan (Migration) Completed Strategy Deliverable • Confirm and plan tasks • Scope tasks • Project plan for phase ITU_NCOG FINAL 19-11-04.PPT

  38. Workstream 2Thank you for your kind attention!

  39. Workstream 3 Business Process Reengineering

  40. BPR Stream – Dashboard 19 November 2004 Stream Lead ITU : Philippe Capitaine Capgemini : Magali Pécout • Scope • Core administrative and support processes • Main accomplishments • Teams complete • Project methodology presented to stream leads • Process selection done for all processes (sign-off sessions) • Process mapping workshops started • Main issues • Order to Cash: • Initial discussions for inclusion in scope or not slightly delayed the work to be performed Major next steps • All processes • Finalize process mapping • Specify opportunities • Estimate costs / benefits • Prioritize opportunities ITU_NCOG FINAL 19-11-04.PPT

  41. Finance to Manage 19 November 2004 Sub-stream Lead Raymond Chalindar (consultant: Xavier Pastureau) Status: • Scope • Focus on: • project administration • managing budget • monitoring budget • Dependencies • Interfaces with all other processes • Accomplishments • Process selection completed • End-to-end workshops performed • Process maps documented for the key sub-process of Managing budget (commitment) • Efficiency improvements identified • Issues • n/a • Planned Activities • Document process map for Project administration • Specify opportunities for all processes • Comments • n/a ITU_NCOG FINAL 19-11-04.PPT

  42. Document management 19 November 2004 Sub-stream Lead Claude Briand (consultant: Daniel Milagre) Status: • Scope • Focus on: • Revising forecasts • Controlling document • Document submission • Searching references • Transcription • Registering, controlling and task allocation • Archiving • Dependencies • Interfaces with Finance to Manage, Conferences, Publication to Dispatch • Accomplishments • High level Process Map done • Process selection completed • End-to-end workshop performed • Issues • Additional area in scope: archiving • Planned Activities • Finalize end-to-end workshops and document process maps • Specify opportunities • Comments • n/a ITU_NCOG FINAL 19-11-04.PPT

  43. Conferences processes 19 November 2004 Sub-stream Lead Kareem Boussaid (consultant: Daniel Milagre) Status: • Accomplishments • High level Process Map done • Process selection done • Two end-to-end workshops performed • Issues • n/a • Planned Activities • Perform one additional end-to-end workshop and document process maps • Specify opportunities • Comments • n/a • Scope • Focus on: • Conference (top priority) • Document production (top priority) • Invitation (secondary priority) • Logistics (secondary priority) • Dependencies • Interfaces with Finance to Manage, Document management, Publication to Dispatch ITU_NCOG FINAL 19-11-04.PPT

  44. Publication-to-Dispatch 19 November 2004 Sub-stream Lead Sami Trabulsi (consultant: Daniel Milagre) Status: • Accomplishments • High level Process Map done • Process selection done • One end-to-end workshop performed • Issues • No representation from Telecom and BDT in working groups • Planned Activities • Perform one additional end-to-end workshops and document process maps • Organize review session with BDT and Telecom • Specify opportunities • Comments • n/a • Scope • Focus on: • Composition • Edition • Marketing • Dependencies • Interfaces with Finance to Manage, Document management, Conferences, Order-to-Cash ITU_NCOG FINAL 19-11-04.PPT

  45. Order-to-Cash 19 November 2004 Sub-stream Lead Hamid Radjy (consultant: Thomas Gaudry) Status: • Accomplishments • Mr Radjy agreed to proceed with interviews, and to document process maps • Three synthesis documents have been prepared by Mr Radjy’s team (online subscriptions, electronic bookshop, publications orders) • Next steps have been agreed upon • Issues • Initial discussions for inclusion in scope or not slightly delayed the work to be performed • Planned Activities • Finalize High level Process Map • Assess need to include Telecom and Satellites in scope • Agree on Process selection • Perform end-to-end workshops • Comments • Based on the agreement found with Mr Radjy on next steps, we are confident that this stream is now on good track. We will have to monitor progress to make sure that deadlines are met. • Scope • Areas of focus still need to be defined • Dependencies • Interfaces with Finance to Manage, Document management, Conferences, Publication to Dispatch ITU_NCOG FINAL 19-11-04.PPT

  46. Purchase-to-Pay 19 November 2004 Sub-stream Lead Alassane Ba (consultant: Thomas Gaudry) Status: • Scope • Focus on: • Purchase (top priority) • Inventory & Valuation (second priority) • Invoice verification (second priority) and payment (third priority) • Dependencies • Interfaces with Finance to Manage, Document management, Hire to Retire • Accomplishments • Focus interviews done • High level process map done • Process selection done • Issues • Initial workshop cancelled due to sickness (slight time slippage) • Planned Activities • Perform end-to-end workshops • Specify opportunities • Comments • n/a ITU_NCOG FINAL 19-11-04.PPT

  47. Trip-to-Reimbursement 19 November 2004 Sub-stream Lead Christine Maréchal (consultant: Xavier Pastureau) Status: • Scope • Focus on: • Travel authorization (top priority) • Expense claim (secondary priority) • Dependencies • Interfaces with Finance to Manage, Hire to Retire, Conferences • Accomplishments • Process selection done • End-to-end workshops performed • Efficiency improvements identified • Issues • n/a • Planned Activities • Document process maps • Specify opportunities • Comments • n/a ITU_NCOG FINAL 19-11-04.PPT

  48. Hire-to-Retire 19 November 2004 Sub-stream Lead Michel Rolland (consultant: Xavier Pastureau) Status: • Scope • Focus on: • Organizational development (top priority) • Entitlements management • Recruitment • Administer workforce • (to be confirmed on Nov. 19th) • Dependencies • Interfaces with Finance to Manage, Trip to Reimbursement, Conferences • Accomplishments • Process selection done • End-to-end workshops partially performed • Efficiency improvements identified • Issues • Very broad scope • Planned Activities • Finalize end-to-end workshops • Document process maps • Specify opportunities • Comments • n/a ITU_NCOG FINAL 19-11-04.PPT

  49. IT Demand-to-Supply 19 November 2004 Sub-stream Lead Reinhard Scholl (consultant: René Steiner) Status: • Scope • Focus on: • Change request management • SLA management • Project initiation • Provisioning of standard IT equipment • Dependencies • Interfaces with Finance to Manage and Purchase to Pay • Accomplishments • Process selection done • Process mapping for Change management done • Process mapping for SLA management done • Process mapping for Desktop provisioning done • Issues • n/a • Planned Activities • Workshop on Project Management scheduled on November 25th (after Governance session planned on 18th) • Specify opportunities • Comments • n/a ITU_NCOG FINAL 19-11-04.PPT

  50. Workstream 3Thank you for your kind attention!

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