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Organization - New Team Manager Structure Jacob Steen Jensen
New organization structure Aim / Goal To prepare our organization to become more task-delivery-oriented (On time delivery) To ensure, that the services we deliver are consistent (On quality delivery) To promote an organization where people share knowledge actively To create a working environment, where people develop their personal skills To track all customer interaction = Increase our invoicing potential To deliver more services and faster = less
New organization structure The Team Manager is responsible for: Allocation of tasks to his/her team Establish work plans for team members Follow Up on delivery and quality Internal training Plan and execute training plans for team members Develop Analysis & Implementation templates/rules Support team members in the field Ensure a continued development of team members skills Sub-project coordination Prepare Task/Assignment estimations for Sales / PM Project / Task reporting for Invoicing
New organization structure • How to co-op between departments? • We all have to help each other, now we just use the Team Manager as the decision maker on your task priorities. • What do you have to update/register? • Calendar (Outlook) • Task lists (Navision?) • Customer interaction (Navision?) • When do you have to update task list/customer interaction/calendar? • In real time – so you will not forget!
New organization structure • How to co-op between departments • What do you have to register (calendar/task lists/customer interaction) • When do you have to update task list/customer interaction/calendar • how to check up on your people • Reporting system (hours vs. tasks vs. combination) – what is your proposal? • what to deliver/fill in • Task lists • Registered appointments in Outlook (calendar) • Information for invoicing – Daily/Weekly reporting what is your opinion? • When information should be available to MF/JJ • Work Plan (calendar/task list), should be ready (updated) Friday afternoon/evening for next week • Invoicing information, should be delivered Monday Morning for previous week • Misc.
100% - Outlook for MBS Partners 2006/2007 Jacob Steen Jensen
New projects Estrada S.A. (Opole) Part of the NovoMatic Group ATT S.A. (Kraków) Schiedel (Opole) Part of the Lafarge Group STENA Metall Part of the Stena Group (Stena Lines and many more) Reisner & Wolf Small Finance implementation with interface to AT Core solution in Austria
Estrada S.A. (Opole) Short description Estrada mainly run Gaming Salons (machines) and an event bureau (concerts/shows) 5+ users Assignment Implementing Finance, AR/Sales, AP/Purchase and Cost Accounting solution from Austria Persons Andrzej Sobczak Gosia Mlodzinska Jacek Rozycki Finalization Feb/Mar 2007 Hours 350-500 hrs Other Automatic reading of gaming machines turnover – export to NAV CRM
ATT S.A. (Kraków) Short description The currently largest Dynamics NAV in Poland. 30 locations all over Poland 200+ users. Assignment Implementing Finance, AR/Sales, AP/Purchase, Inventory, light manufactoring and Cost Accounting solution from Austria Persons Andrzej Sobczak Gosia Mlodzinska Jacek Rozycki Finalization Jan/Feb 2007 Hours 500 – 800 hrs Other Potentially implementation of Service Solution and Contract Management solution
Schiedel Sp. z o. o. (Opole) Short description Re-implementation 2 locations 20+ users Assignment Implementing Finance, AR/Sales, AP/Purchase, Inventory, light manufactoring and Core Solution from Schiedel HQ in Austria Persons Grzegorz Grabowski Irena Szczepanska Andrzej Bielecki Pawel Lipinski Finalization Jan 2006 and Mar 2007 Hours 1000 hrs Other Potentially implementation services in 2007
STENA Metall Sp. z o. o. (Warsaw + PL) Short description The currently largest Dynamics NAV in Poland. 30 locations all over Poland 200+ users. Assignment Project Management Persons Andrzej Sobczak Finalization September 2007 Hours 700 – 1100 hrs of project management Other Potentially implementation services in 2007
AmerSport Status Der Schiedel Polska operation war schwer von ein misslungenes Dynamics NAV Implementierung “getroffen”. Die Angegebene Hand Over‘s sind nicht sind – nach der meinung von MBSP – nach „Best Practice“ erfüllt geworden. Nach Feststellungen von MBSP nach der erste InfoShop, war der Effektivität von der Dynamics NAV implementierung zwischen 10-30%. MBSP hat Schiedel Polska – sowie Schiedel HQ – vorgeschlagen dass man ein Kurzfristige und temporäre verbesserung um die Schiedel Polska Operation in der Hochsäson zu helfen.
Overview Estrada S.A. (Opole) 300 – 500 hrs ATT S.A. (Kraków) 450 – 800 hrs Schiedel (Opole) 1000 hrs STENA Metall 700 – 1100 hrs AmerSport 600 hrs Manhattan 120 hrs ? Vision Express SQL 400 hrs ? Valkea 140 hrs ?