1 A Blueprint for: Microsoft Dynamics CRM Success An I.B.I.S., Inc. Whitepaper by Clinton Weldon VP, Professional Services Kevin Johnson VP, Professional Services I.B.I.S., Inc All Rights Reserved.
2 Table of Contents Executive Summary 1 Objectives 1 A Proven Road Map for Success 2 Blueprint 10 Step Process 3 Step 1: Outline Business Requirements 4 Step 2: Set Priorities and Key Objectives 4 Step 3: Identify Risk Factors 5 Step 4: Map Business Process Workflows 7 Step 5: Assess Business Impact 7 Step 6: Identify Resources and Capabilities 8 Step 7: Match Scope to Budget 8 Step 8: Define Specific and Measurable Success Criteria 9 Step 9: Identify Key Elements of an Effective Implementation Plan 10 Step 10: Determine Roles and Responsibilities 10 How to Get Started 11 About the Authors 12 About I.B.I.S., Inc. 13
3 1 Executive Summary Embarking on a new business or technology initiative can be a daunting and overwhelming experience. The I.B.I.S., Inc. Blueprint helps organizations minimize the risk involved with these initiatives and gain maximum value from their enterprise software investment whether it is Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), Supply Chain Management (SCM) or Business Intelligence (BI). Blueprint sessions are designed to help business leaders gain a clear understanding of their business challenges and the potential impact of a new Microsoft Dynamics CRM implementation on their strategic plans and business processes. During the Blueprint session, the Dynamics CRM experts will collaborate with your team to define business requirements, and help identify how Microsoft Dynamics CRM can be customized to fit your business processes not the other way around. But most importantly, the end result of a Blueprint is a set of recommendations that support optimal business growth and help to ensure you become more productive, collaborate better, and work smarter from day one of your implementation. Objectives The primary objectives of a Blueprint session are: Identify true business requirements to set priorities and critical success factors Develop recommendations for an implementation plan including scope, tasks, resources and budget Create a risk assessment and mitigation plan Find business process workflow improvements and recommending opportunities for process changes Clarify organizational roles and responsibilities within the new Dynamics CRM solution Create a unique set of Best Practices for you
4 2 A Proven Road Map for Success In Gartner Group s recent report, ERP Strategy: Ten Steps to Perfect ERP Plans, ERP strategy experts, Carol Hardcastle and Nigel Montgomery write: For business leaders to achieve and recognize value from ERP, a comprehensive well-defined and well-organized approach is necessary. This starts with the development of an ERP strategy that has identified the business need. Just as Gartner outlines in their ERP Life Cycle flow chart, the starting point of any successful IT initiative is outlining the strategy and developing a plan: Strategize and Plan Operate and Evolve Architect Deploy Select Figure 1 The ERP Life Cycle (Source: Gartner, March 2014) With the Blueprint process, Accelerated Implementation Methodology SM (AIM) is leveraged. AIM was built on Microsoft s Sure Step methodology and designed to provide the structure and precision required for implementation success. The remainder of this whitepaper outlines and explains Blueprint s 10 Step Process for successfully planning a Dynamics CRM implementation.
5 3 Blueprint 10 Step Process The 10-Step Blueprint process is: 1. Outline strategic business and technical requirements 2. Set priorities and key objectives for the organization based on strategic and economic impact 3. Identify potential risk factors / create a risk mitigation plan 4. Map out business process workflows and areas for improvement 5. Assess the potential business impact of the new system 6. Inventory available resources and capabilities 7. Match project scope to available budget 8. Define specific, measurable success criteria 9. Consult on the key elements of an effective implementation plan and map these elements to the organization 10. Recommend roles and responsibilities within the new Dynamics CRM solution We ll expand on each of these steps in the following sections.
6 4 Step 1: Outline Business Requirements Before planning any successful implementation, it is imperative to have a strategic vision. The captain of a ship must know the desired destination before charting a course. The same is true when planning a Dynamics CRM implementation. Only after defining the strategy can you begin to gather the business and technical requirements for the project. When your team comes to agreement on the strategy, it is time to gather business and technical requirements. Requirements are a set of business needs that justify investing in Dynamics CRM and determine the scope of the project. Here are some key efforts of the requirements gathering process: Identifying key business drivers and the capabilities that will be critical for success in these areas Mapping the required capabilities to current business processes and identifying the gaps Surveying the managers responsible for each business area and discovering their key pain points Summarizing the gaps in the current workflows and defining the desired processes Iterating with senior management as the requirements list is compiled These efforts are just a few that typically occur at this step of the Blueprint session. We will have a much more thorough discussion about where your company is today, where you want it to be, and what you need to take it there. Step 2: Set Priorities and Key Objectives The next step is to set the priorities and key objectives. Setting priorities based on strategic or economic impact ensures that the system is optimized for the most important business processes and shortens the implementation time. There are many ways to evaluate the impact and value of business processes across the company. The chart below is just one example of how to structure the evaluation, provided by Gartner Group. During this step, experts collaborate with you to determine the approach that works best for your business.
7 5 Business Strategy ERP Strategy Inventory and Assess Describe Target Needs, Constraints and Accountabilities 1 Inventory As-Is 2 Opportunities and Risk 3 Target Business Model 4 Key Scenarios 5 Business Outcomes 6 Capabilities and Resources 7 Assess Budget 8 Establish Accountabilities 10 Cross Check 9 Develop Plans Figure 2 Business Process Evaluation (Source: Gartner, 2010) Step 3: Identify Risk Factors In this step, potential risk factors are identified that could have an impact on the success of the implementation. The experts will supplement this effort with a formal risk evaluation that is conducted in a number of ways. Rather than adhering to a one-size-fits-all approach, experts work with you to choose the method that works best for their business. Depending on a number of factors, here are some typical recommendations: Surveying functional or business unit managers regarding risks in their areas Conducting workshops with stakeholders to identify the broader company risk issues and how they may interact with the new system One-on-one interviews with various stakeholders.
8 6 Identify Respond Analyze Risk Management Monitor Plan Figure 3 Project Risk Management Process (Source: Project Management Professionals, 2012) When evaluating potential risks, it is important to consider the following: Functional areas with consistently poor performance, as these will require additional effort Challenges beyond the implementation, such as personnel changes or lack of oversight Organizational readiness and change management issues At the end this step, you will have a high-level risk mitigation plan and will be ready to move forward.
9 7 Step 4: Map Business Process Workflows The focus of this step is to help review the business process workflows currently in place and identify areas for improvement. Some of the key activities include: Mapping processes at a high level, rather than getting buried in the details Engaging all stakeholders involved in each process Thinking about how workflows play out across the entire organization, rather than focusing on individual departments Going through each process and sub-process step by step and comparing it to the stated business requirements Identifying specific process and technological opportunities for improvement When this step is complete, you will know which business process workflows will be improved and how those improvements will impact your organization. Step 5: Assess Business Impact While a majority of IT initiatives fail for a number of reasons, organizations that prepare for the change by assessing the potential impact before implementation achieve a much higher rate of success. This step is focused on anticipating the impact of a new system on the organization as a whole and sharing knowledge about what helps avoid common implementation pitfalls, including: Don t start too late! Prepare the company for change as early in the process as possible Invest in training to speed adoption of the new system Lock in executive sponsorship and involvement throughout the project life cycle Formalize and brand the project and identify a project team to promote team spirit Engage employees before the system is rolled out and make them part of the transformation Create a communication plan for the project to address the questions and concerns across the enterprise Put the What s in it for me? front and center, as this is the first question most employees have about any project With the business impact clear and everyone on board with the changes, the project is assured of far greater success.
10 8 Step 6: Identify Resources and Capabilities This step reveals where there are gaps in skills, experience, and resources needed to make the project successful. During this step, experts will work with you to systematically identify the capabilities within the organization and those that need to be developed, supplemented, or completely outsourced. Some of the key areas to be explored during this phase of the Blueprint process include: Understanding whether internal resources have the necessary domain expertise Learning whether team members have the required operational and process knowledge Discovering what technical capabilities are available internally and where there are skills that are more or less mature Finding out whether your team is familiar with the new software and whether their skills need to be further developed Identifying qualified candidates for key roles, such as executive sponsors, project managers, data analysts, technical leads, etc. Understanding what new capabilities you need within the new system and how to allocate the time for those individuals to get up to speed and work on the project At the end of this step, your team will have a far better idea of where resources are limited and can develop plans to fill in the gaps. Step 7: Match Scope to Budget When scoping an implementation project, it is important to understand the business operating budget so as to identify any potential constraints on capital and determine whether appropriate budget will be available during the project implementation. While the budget should never be the sole dictator of project scope, it is one of the most important factors for success. If the desired project scope is beyond what the budget can bear, experts will work with you to find ways to match the project plan to the available budget. There are many options for doing this, including developing a phased approach that allows high priority features to be rolled out over time. Another is to include all the desired features of the solution but launch them based on regions or functions over subsequent phases. Either way, working together, we create a Blueprint that is successful and works with the available budget.
11 9 Step 8: Define Specific and Measurable Success Criteria Like the well-known saying goes, what gets measured gets done. This is no less true for any IT initiative, including a Microsoft Dynamics CRM. At this point in the Blueprint process, the desired business outcomes have been identified, but those outcomes have to be quantifiably measurable. For example, if one of the desired outcomes is to streamline business processes, and the operational version of that outcome might be to reduce administrative effort by 10%. Other examples of converting desired business results into tangible, measurable goals include: Increasing sales by eliminating out of stocks and/or eliminating allocation errors Decreasing cost of goods sold through increased visibility into cost factors such as purchase cost, freight, storage costs, etc. Increasing cash flow through more efficient procedures, better inventory level management, and cash collections Reduce the days to close in accounting department by having completely integrated and operational general ledgers By automating a range of manual processes, and increasing employee efficiencies while providing the right information for effective business intelligence and reporting, your goals can be achieved.
12 10 Step 9: Identify Key Elements of an Effective Implementation Plan Just like an architect needs a blueprint to construct a house, this Blueprint is paramount to the success of any effective business implementation. The process of identifying the right elements to include in the implementation plan involves a number of factors, and these key questions should be asked: Is the implementation a complete or phased implementation? What is the amount of time employees can dedicate to the project? How much disruption can your business can tolerate? What is the composition and structure of the project team? Can the project can be managed in terms of a calendar timeline? What elements of the project are owned by the implementer vs. internally? At the end of this step, you will have recommendations for an implementation plan with minimal disruption to your business. Step 10: Determine Roles and Responsibilities By working with your teams to effectively determine their required job duties and assign responsibilities, we can quickly assess the required effort to help you through the change management needed for a successful Microsoft Dynamics CRM implementation. Dynamics CRM best practice workflows and job roles can be easily rolled out across an organization and the documentation provided to users ensures they can accurately perform their duties within the solution.
13 11 How to Get Started During the Blueprint session, Dynamics CRM experts collaborate with your teams to walk through all 10 Steps of the process and identify how the software can be implemented to best fit your business. The end result of a Blueprint is a set of recommendations that support optimal business growth and help to ensure implementation success. At the completion of the Blueprint, organizations can determine the correct evaluation method for their business. The two primary evaluation methods are: 1. Standard Assessment A standard assessment in the traditional way that organizations have selected an implementation partner. Organizations will generally identify two or three key providers that they believe will address their business requirements. Upon identifying these organizations they will have the Partners conduct service presentations on why their solution is a great fit. At the completion of this, an organization will make a partner and/or product selection. 2. Proof of Concept A new way to select a solution and partner is to conduct an organized Proof of Concept. In an effort to minimize the uncertainty surrounding this decision, many organizations have begun conducting a Proof of Concept (POC) process prior to making a final partner selection. The POC involves an investment of time, resources and capital to ensure it is conducted appropriately. Upon completion of the POC a business is in a position to make a much more informed decision. To get started: Call Now to Schedule Your Complimentary I.B.I.S., Inc. Blueprint Session!
14 12 About the Authors Clinton Weldon Clinton Weldon is Vice President of Professional Services for I.B.I.S., Inc. focusing on Microsoft Dynamics GP and CRM Practices. Clinton has led the services teams since His experience includes implementing and architecting Dynamics solutions for clients in multiple industries including manufacturing, distribution, healthcare, property management, real estate, retail, government, not-for-profit, heavy and residential construction, and mortgage and investment banking. He has first-hand conversion experience with SAP, Oracle, PeopleSoft, Sage, SalesForce.com, Sugar CRM, and other systems. Clinton has served on advisory boards at Microsoft for Dynamics products and implementation methodologies. As Managing Partner of BT Consulting and later as President of his own Microsoft Business Solutions firm, Freestyle Tech, LLC, Clinton has implemented ERP and CRM solutions since With a B.S. in Accounting from Auburn University, he worked as an auditor at Atlanta s Bennett-Thrasher P.C. Clinton is a veteran of the United States Marine Corps, with services in Operations Desert Shield and Desert Storm, where he received eight service awards, including the Naval Achievement Medal. Kevin Johnson Kevin Johnson is the Vice President of Professional Services for I.B.I.S., Inc. focusing on the Microsoft Dynamics AX Practice. Kevin comes to I.B.I.S., Inc. with over twenty years of experience, including consulting management, enterprise resource planning and supply chain strategy development. Kevin also brings a depth of experience leading Dynamics AX implementations across multiple industries including Distribution, Manufacturing, Food and Beverage, and Pharmaceuticals. Over the years, Kevin has served in various consulting and leadership roles, including Practice Director, Project Manager, and Financial Consultant. Over the past 10 years, he has focused exclusively on leading Dynamics AX practices within the United States and Canada and has managed a broad range of projects encompassing Financials, Customer Service, Supply Chain Planning, Production, Purchasing and Warehousing. He also holds several Microsoft AX2012 certifications as well as a CPA certificate from the state of Virginia.
15 13 About I.B.I.S., Inc. I.B.I.S., Inc. is a premier Microsoft Dynamics Partner with over 25 years of experience implementing Microsoft Dynamics AX, GP, and CRM solutions along with Advanced Supply Chain Software for distributors and manufacturers. With four Microsoft Gold Competencies, including enterprise resource management (ERP), customer relationship management (CRM), business intelligence (BI), and application development, I.B.I.S., Inc. has the expertise to implement, customize, and support a wide range of Dynamics business applications. I.B.I.S. is a two-time winner of Microsoft Dynamics Outstanding Partner of the Year Award, the winner of Worldwide Partner of the Year Award for Microsoft Dynamics GP, a Worldwide Finalist for the Microsoft Dynamics AX Partner of the Year, a Microsoft Global Independent Software Vendor Certified for Microsoft Dynamics, and a ten-time Microsoft Dynamics Inner Circle Partner. I.B.I.S. is AMR Research Industry Certified in Distribution and Discrete Manufacturing.
Increasing People Productivity The Profound Indicator of Distributor Profitability An I.B.I.S., Inc. Executive Brief by Brent R. Grover Research Fellow NAW Institute for Distribution Excellence www.ibisinc.com
Sales Force Automation Optimize your sales efforts with the familiar and intelligent features of Microsoft Dynamics CRM. Take advantage of a highly intuitive interface and embedded Microsoft Office capabilities
A Distributor s Guide to Navigating Industry Consolidation An I.B.I.S., Inc. Whitepaper by Brent R. Grover Research Fellow NAW Institute for Distribution Excellence www.ibisinc.com Table of Contents Executive
Guideline to purchase a CRM Solution esphere Whitepaper Content list Introduction... 3 Challenges... 3 Overview... 4 Define Your CRM Requirements and Business Objectives and start gather information...
About ERP Software Whitepaper Many people have heard the term ERP used in a conversation but don t fully understand what it means. This whitepaper will provide information about the processes and advantages
Begin Your BI Journey As part of long-term strategy, healthcare entities seek opportunities for continuous improvement in order to meet the changing needs of their patients while also maintaining compliance
Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Table of Contents Abstract............................................ 3 CRM Drivers and Benefits............................. 4
Tax Technology TAX TECHNOLOGY RYAN HAS PROVIDED BASF OUTSTANDING VALUE BY RECOVERING OVERPAID TAXES WHILE IDENTIFYING AND IMPLEMENTING TAX AUTOMATION SOLUTIONS, STREAMLINING TAX DECISION PROCESSES, AND
Avanade Point of View Getting it right with a project and portfolio management solution Better control, higher value Orchestrating a portfolio of projects, and the resources for execution, challenges leaders
Quantifying ROI: Building the Business Case for IT and Software Asset Management Benefits of IT and Software Asset Management In today s increasingly competitive business environment, companies are realizing
Eric.email@example.com Twitter Tag: #briefr 8/14/12 ! Reveal the essential characteristics of enterprise software, good and bad! Provide a forum for detailed analysis of today s innovative technologies!
Business Value Guide SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE INTRODUCTION What if it were possible to tightly link sales, marketing, supply chain, manufacturing and finance, so that
A Computer Generated Solutions, Inc. White Paper Why Professional Services Firms Need an Integrated ERP Solution Microsoft Dynamics Case Study 2011 Table of Contents ERP Landscape... 3-4 A More Focused
White Paper November 2012 Smart-Edge: Next Generation Sales & Operations Planning State-of-the-Art Application White Paper - 2012 2 Smart-Edge: Next Generation Sales & Operations Planning (S&OP) Introduction:
Partner with Our Business Intelligence Group: Experience business advantage from information.» Helping Organizations Envision and Build Dashboarding, Reporting and Warehouse Solutions. The world is a global
How to Lead a CRM Planning Workshop APracticalGuideforLaunchingaSuccessfulCRMInitiative www.ismsystems.com 2008IntegratedSalesManagement Page1 Why Hold a CRM Planning Workshop? Challenge: You are buying
iapps Consulting DWC LLC Fixed Scope Offering (FSO) For Taleo Recruit and On-Boarding Drive Transformation Create Value 18-05-2015 1 About Us We are a technology and business consulting firm, focused on
Current Challenges in Managing Lifecycle Management s are the bloodline of your business. Due to increased pressure in volume, complexity and regulatory compliance, contracts have evolved from a simple
Agenda Executive Summary This presentation provides an overview of the fixed scope offering of Oracle s Fusion HCM Cloud solution from METSCON IT Systems METSCON is a key partner of Oracle in the HCM space
Qlik UKI Consulting Services Catalogue The key to a successful Qlik project lies in the right people, the right skills, and the right activities in the right order www.qlik.co.uk Table of Contents Introduction
IBM Global Business Services Navigating the Road to Growth and Success Bringing innovation and affordable solutions to the midmarket Midsize Business Table of contents Defining the midmarket........................................................................
Applying Cloud Computing: An Executive Workshop March 11, 2013 Joseph Pucciarelli VP & IT Executive Advisor The 3 rd Platform Shift: From IT Productivity to Business Productivity Innovation Information
Revealing the Big Picture Using Business Process Management Page 1 of 20 Page 2 of 20 Introduction In today s business environment, change is inevitable. Changes in technology, organizational structure,
A P P L I C A T I O N S A WHITE PAPER SERIES COMPANIES ARE SEEKING NEW WAYS TO STREAMLINE PROCESSES, REALIZE FURTHER COST REDUCTIONS AND INCREASE TIME-TO-MARKET. MANY ORGANIZATIONS ARE CONSIDERING BUSINESS
ebook 4 Key Tools for Managing Shortened Customer Lead Times & Demand Volatility 4 Key Tools for Managing Shortened Customer Lead Times & Demand Volatility S U P P L Y C H A I N Content Introduction Tool
Seattle Office: 2211 Elliott Avenue Suite 200 Seattle, Washington, 98121 firstname.lastname@example.org www.avanade.com Avanade is a global IT consultancy dedicated to using the Microsoft platform to help enterprises
CASE-IN-POINT: AVAYA'S SUPPLY CHAIN TRANSFORMATION - ENABLED BY A VISION FOR PEOPLE, PROCESS, AND TECHNOLOGY April, 2015 Bryan Ball, Vice President and Group Director, Supply Chain, Retail and Operations
White Paper March 2009 Government performance management Set goals, drive accountability and improve outcomes 2 Contents 3 Business problems Why performance management? 4 Business drivers 6 The solution
GRAND & TOY 2012 SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND? Research conducted by TABLE OF CONTENTS Overview... 3 Procurement Tactically Focused but Evolving...4 Communication
MORE INFORMATION: To learn more about the EMA Service Catalog, please contact the EMA Business Development team at +1.303.543.9500 or email@example.com The IT Service Catalog Aligning
ITIL Primer [ITIL understanding and implementing - A guide] ITIL - The Framework ITIL is the IT Infrastructure Library, a set of publications providing descriptive (i.e., what to do, for what purpose and
Business Trends in Location Analytics Exploring the Impact of Geographic Context On Business Processes Research Report Executive Summary Copyright Ventana Research 2013 Do Not Redistribute Without Permission
Information Governance Workshop David Zanotta, Ph.D. Vice President, Global Data Management & Governance - PMO Recognition of Information Governance in Industry Research firms have begun to recognize the
1 BI STRATEGY 3 04 Executive Summary 08 What is a BI Strategy 10 BI Strategy Overview 24 Getting Started 28 How SAP Can Help 33 More Information 5 EXECUTIVE SUMMARY EXECUTIVE SUMMARY TOP 10 BUSINESS PRIORITIES
Mothernode CRM ENTERPRISE (ERP) EDITION Everything you need to run your business from sales to order fulfillment, inventory management to invoicing, and much more. Mothernode CRM The easiest way to run
OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)
A Knowledge-Driven Consulting White Paper 2009 Corporation Six Key Trends Changing Supply Chain Management Today Choosing the optimal strategy for your business Contents Demand Planning.........................................
JOB ANNOUNCEMENT Chief Security Officer, Cheniere Energy, Inc. Position Overview The Vice President and Chief Security Risk Officer (CSRO) reports to the Chairman, Chief Executive Officer and President
W H I T E P A P E R Top 10 Trends In Business Intelligence for 2007 HP s New Information Management Practice Table of contents Trend #1: BI Governance: Ensuring the Effectiveness of Programs and Investments
Solution Data quality visibility in 5 days for improving corporate performance. Purpose of this white paper This white paper describes the BackOffice Associates engagement and the increasing importance
Jeff Woods Research Managing Vice President This overview provides a high-level description of the ERP Key Initiative. IT leaders can use this overview to better understand what they need to do to prepare
I White Paper Intelligence Reporting: Straight Talk About Replacing FRx Table of Contents Introduction... 3 12 Things You Need to Know About Intelligence Reporting... 3 Summary... 5 Intelligence Reporting:
RESEARCH NOTE ROI ANALYSIS YOU CAN TRUST TM The Real ROI from SAP THE BOTTOM LINE Fifty-seven percent of SAP customers interviewed did not believe that they had achieved a positive ROI, after having used
Essentials to Building a Winning Business Case for Tax Technology The complexity of the tax function continues to evolve beyond manual and time-consuming processes. Technology has been essential in managing
SOLUTION PROFILE Big Data Services From Hitachi Data Systems Create Strategy, Implement and Manage a Solution for Big Data for Your Organization Big Data Consulting Services and Big Data Transition Services
SUPPLY CHAIN AND LOGISTICS SERVICES OUR FOCUS YOUR GROWTH The global supply chain execution market is expected to reach approximately $3.8 billion by 2016, according to a Gartner report. However, growing
Answers to Vendor Questions Questions are in black, Answers are in red 1. Who is the Executive Sponsor(s) for this project Information not available at this time 2. Will PCC provide the selected consultant
It s only your entire enterprise. What s the problem? Contents You go. No, you go.... 3 Breathe easier... 4 Pivot or perish... 5 There is no try... 7 Lower your risk... 8 No fear: choose your approach...
10 Fundamental Strategies and Best Practices of Supply Chain Organizations Robert J. Engel, C.P.M. National Director of Client Service Resources Global Professionals - SCM Practice 713-403-1979: Bob.Engel@Resources-us.com
SOLUTIONS Microsoft Dynamics Business Management Solutions Integrated, adaptable business management solutions that work like and with familiar Microsoft software, helping you drive business success. ENABLE
Industry specific EAM problem Asset intensive Companies, whether in the Downstream or Upstream business, are under ever increasing pressure to optimize the Life Cycle Performance of their asset base in
E-Guide A strategic approach to enabling mobile business applications Today s successful enterprises are discovering that granting mobile access to critical business applications can increase productivity
Make Global Recruiting a Winning Strategy A ManpowerGroup TM Solutions White Paper Make Global Recruiting a Winning Strategy Today s global workforce is on the move like never before. Macro-economic forces,
Improving Java Migration Outcomes with Rapid Assessment Proven Strategies for Making Java 8 or JDK 8 Migrations Timely, Cost-Effective, and Predictable By G Venkat, Rajneesh Kumar, Sheenam Maheshwari Nagarro
Focus Experts Briefing: Five Ways Modern ERP November 16, 2011 topics: Information Technology Operations Enterprise Resource Planning ERP Business Agility Mobility Cloud Computing Business Intelligence
ACS-1803 Introduction to Information Systems Instructor: Kerry Augustine Enterprise Information Systems Lecture Outline 6 ACS-1803 Introduction to Information Systems Learning Objectives 1. Explain how
Cognos Analytic Applications Sales THE KEY TO CLOSING MORE AND LARGER DEALS FASTER IS UNDOUBTEDLY BUILDING STRONG CUSTOMER RELATIONSHIPS. WHEN A SALES ORGANIZATION HAS THE RIGHT INFORMATION ABOUT CUSTOMER
Fastpath Audit Compliance and Internal Audit Analysis for Dynamics: Better Audit Results with a Reliable, Repeatable Process using Fastpath Fastpath 11107 Aurora Ave. Urbandale, IA 50322 (515) 276-1779
Planning an ERP Implementation Project @ Small and Medium Enterprises 27 th Regional WIRC Conference 31 August 2012 Table of Contents What is an SME and ERP Why an ERP for the SME segment Assessing the
Maximising supply chain throughput with existing infrastructure Improve customer service without capital outlay 1 the CHALLENGE SUPPLY CHAIN AND LOGISTICS Increasing global complexity and uncertainty is
Best practices in open source governance Managing the selection and proliferation of open source software across your enterprise Table of contents The importance of open source governance... 2 Executive
A Custom Technology Adoption Profile Commissioned by Trillium Software November, 2011 Introduction Enterprise organizations indicate that they place significant importance on data quality and make a strong
Fixed Scope Offering for Implementation of Oracle ERP Financials in Cloud Oracle ERP Finacials Cloud Offerings 1 Executive Summary Hexaware is pleased to present to you this fixed scope offering for implementation
Building Successful Master Data Management Teams The role and importance of partnerships between business and IT in MDM strategy White Paper sponsored by Aligning Business and IT to Improve Performance
Ray Wagner Research Managing Vice President This overview provides a high-level description of the Identity and Access Management Key Initiative. IT leaders can use this guide to understand what they need
Agile Master Data Management A Better Approach than Trial and Error A whitepaper by First San Francisco Partners First San Francisco Partners Whitepaper Executive Summary Market leading corporations are
An American Partners White Paper February 2011 Abstract In the second decade of the 21 st century, packaged BI applications manifest the second wave of must-have IT for businesses of any significant size.
SAP PRACTICE AT INFOSYS Are you ready for tomorrow? Let s step back and evaluate some of your business challenges: Your customers want to be served on mobile devices. Your extended enterprise and mobile
IT advisory SERVICES Driving Business Value A closer look at ERP consolidations and upgrades KPMG LLP Meaningful business decisions that help accomplish business goals and growth objectives may call for
Scott D. Nelson Research Managing Vice President This overview provides a high-level description of the Application Overhaul Key Initiative. IT leaders can use this guide to understand how to develop an
Everything You Need To Know About SAP Business One General Knowledge 1. What is SAP? SAP stands for Systems, Applications, and Products in Data Processing. SAP is a world-wide market and technology leader
New InfoSec Leader The First 90 Days John Bruce CEO Agenda Introduction Co3 Systems Role of the CISO Three critical changes Suggestions Page 2 of 39 The next challenge in security PRODUCTS PREVENTION DETECTION
David Aron Research Vice President This overview provides a high-level description of the Strategic Planning Key Initiative. IT leaders can use it to create strategies that help the business win, and change
Technology Success Accelerate Harness the Power of Partnership Everything is possible when you have the right partner. Avnet Technology Solutions, Americas Intelligent Collaboration Disruptive technologies
WHITE PAPER SERVER VIRTUALIZATION.. ROADMAP REPORT.. CDW Small Business What Is Server Virtualization, and Why Should I Know About It? Businesses are managing more data than ever before. And, while network
Performance Audit Concurrent Review: ERP Pre-Solicitation April 2002 City Auditor s Office City of Kansas City, Missouri 24-2001 April 10, 2002 Honorable Mayor and Members of the City Council: We conducted