Managing Utility Technology and Service Acquisitions in the Smart Grid Age
|
|
- Ralph Jackson
- 8 years ago
- Views:
Transcription
1 Managing Utility Technology and Service Acquisitions in the Smart Grid Age SGL Partners June 2012
2 A disciplined and comprehensive acquisition process is essential for utilities to get the most out of their Smart Grid investments. In the pre-smart Grid world, utilities and their regulators could presume that a technology decision would have a shelf life of years, or in the case of transformers, for example, years. But as disruptive Information and Communication Technologies (ICT) and innovative Smart Grid technologies are poised to enhance utility operations and service delivery, there are profound ramifications for product acquisition cycles. The ICT solutions embedded in the Smart Grid have lifecycles impacted by periodic hardware, firmware, and software upgrades and releases. Well-documented in the Technology S Curve of Innovation 1, it is a challenge that has been answered in the acquisition processes of other businesses, such as telecommunications, high tech, and financial services. This white paper describes a practical and flexible methodology proven in these industries that can assist utilities in the selection and acquisition of solutions that address current and future operating states to deliver immediate and long-term benefits. A proven and disciplined process helps guarantee that your investments of time and money in new technologies, services, and/or processes deliver the highest ROIs for all stakeholders. 1 The S-Curve elegantly sums up the innovation cycle of introduction, growth and maturation experienced in most industries. It has been studied and found to accurately model technology innovations in industries ranging from semiconductors to jet engines to telecommunications. It is a useful way to visualize innovation trends and technology cycles. Smart Grid Library Page 2
3 A Smart Acquisition Process Whether or not your utility has a formal product/service acquisition process in place, our proven methodology can help expedite timelines and clarify criteria for the selection of new Smart Grid technologies or services. Charles F. Kettering, a famous American inventor, put it best. A problem well stated is a problem half solved. Our disciplined process helps utilities future-proof their decisions by defining the future desired state of operations while addressing immediate pain points. Our process is structured on thorough knowledge of your utility s unique challenges and objectives, and uses a phased approach to create and evaluate Requests for Proposals and deliver documented, quantifiable decisions. An RFP is a customized document that states your problems. After all, if you are committed to reading through vendor responses, don t you want them to be relevant to your situation? Most importantly, our methodology helps you plan your technology decisions and investments to select the solutions that address your highest priorities and deliver the optimal ROI. Open and transparent acquisition processes result in the Discovery most informed decisions, the most aggressive vendor pricing, and the most balanced competitive vendor Content Development environment. An RFP must be customized to address your unique Distribution needs through a process that gathers feedback from Evaluation the stakeholders in your utility. Stakeholders often feel the pain due to technologies that are past their Negotiation prime or out-dated ways of doing business. Stakeholders may include other departments that can or will be impacted by adoptions of new technologies or services including changes in processes or employee skills. To ensure that you get solutions that support in your utility s objectives, and to help secure buy-in from all stakeholders needed to ensure deployment success, our acquisition methodology starts with a Discovery Phase that ensures that RFPs accurately and comprehensively state your problems and objectives now and in the future. Discovery Phase The Discovery phase is an objective, vendor-agnostic, and technology-agnostic analysis of your utility s needs. Utility needs are contingent upon the organizational strategy, which varies based on unique short and long-term goals for your investor-owned utility (IOU), municipal, or cooperative utility. The Discovery phase also has to account for the real pains that your Smart Grid Library Page 3
4 organization is experiencing today. For instance, aging infrastructure may cause increased outage frequencies or durations, which in turn puts pressure on your field resources to respond to service disruptions. What does this information mean to the Discovery phase? It will help identify and prioritize the types of solutions that your utility should consider for acquisition. It will identify criteria that offer immediate relief to the most impacted stakeholders and longterm benefits to other groups that feel less pain. Vendors are extremely happy to spend time with you to persuade you that their service or solution best answers your problems. They will supply you with RFP templates and documents that describe the benefits of their products and services. We understand that time-strapped utility resources often feel the lure of defaulting into letting vendors define their problems too. But the old adage is particularly appropriate to describe vendor motivations: if all you have is a hammer, everything looks like a nail. That is why it is critically important for utilities to objectively define pain points and align them with utility short and long term objectives. A very important stage of the Discovery phase focuses on budgets. Valuable information is revealed by asking questions about the sources of budget funding, and how project funds are allocated across technologies, people, and ongoing support. The RFP team should establish budget guidelines or limits before releasing an RFP. Knowing your not to exceed price for capital and/or operating expenditures is strongly recommended to ensure that your time is spent on serious evaluation of affordable solutions. Once the raw data is assembled, our methodology documents all findings to form a foundation for internal discussion and consensus-building. Not surprisingly, utilities are organizations made up of competing objectives and visions. Our Discovery phase ensures that all internal departments are aligned on the short term and long term objectives to be achieved with the acquisition of a technology. The Discovery phase also identifies the RFP team the key utility stakeholders responsible for development of the RFP and the evaluation of RFP responses. The team needs to be of a manageable size and breadth of organizational experience to make valid selections and support the consensus-driven decisions that lead to the most successful acquisition projects. Team composition also covers identification of who the ultimate decision-makers are for any big ticket purchase decisions. A problem well-stated is a problem half-solved. Charles F. Kettering, American Inventor Smart Grid Library Page 4
5 RFP Content Development Phase We could elaborate on the many sins of commission and omission we ve seen in RFPs over the years but the bottom line is that no organization has time to waste. Utilities should produce RFPs that concisely identify their problems and deliver relevant information about business and technical requirements. Well-written RFPs encourage high-quality vendor responses, an important goal of the RFP Content Development Phase. Once all the information is gathered in the Discovery Phase, it must be converted into the business and technical requirements of your utility. It is very important to loosely define technical requirements to avoid the exclusion of leading vendors because of some detail of their architecture, standards or partners. The technical requirements (how something is done) must be more flexible than business requirements (what must be done). Your business requirements, as defined during the Discovery Phase, must be exact enough so that the selected solution(s) will meet your utility s short and long term objectives. RFPs should obtain comprehensive information about the Total Cost of Ownership (TCO) for any solution. While an initial purchase price may be attractive, a careful analysis of annual maintenance costs and resource training fees may spotlight a high TCO that doesn t meet your annual operating budget requirements. If you are undecided about key architectures, directions, or what your peers are doing, start with a Request for Information (RFI). RFIs provide a structured process to get educated by the vendors and gather information that helps frame your requirements for a later RFP. Vendors will of course attempt to influence your thoughts about platforms, standards, budgets, deployment efforts and general timing of your efforts, but the process is more relaxed because the RFI process generally means that you will not commit to purchase decisions. The Content Development Phase creates RFPs that deliver an apples to apples comparison of competing vendors solutions. We ve seen many RFP responses where vendors simply cut and paste vast amounts of text that danced around an answer without actually supplying one. Free-form responses may be preferred by vendors, but it increases the review time, sometimes fairly dramatically, on your time-constrained utility resources. Our acquisition methodology creates a customized RFP evaluation framework that expedites response review timelines. In addition, this evaluation framework sets the stage for the most quantifiable and objective review of responses that lends itself to utility procurement documentation and reporting requirements. Smart Grid Library Page 5
6 RFP Distribution Phase The published RFP should include an exact time frame for proposal delivery, vendor evaluation, customer reference checking and final selection. This time frame should be limited to ensure that your RFP team remains intact and retains knowledge of the solutions and decisions. An RFP process that lasts more than a couple of months risks losing team members, focus, and budget. Many utilities have strict guidelines for vendor relationships and some utilities may have stated preferences for vendors who conform to specific criteria. Be sure to include these guidelines in the RFP. The RFP should be distributed to vendors who can meet procurement criteria, rather than exclude vendor responses for lack of compliance on these grounds instead of the RFP s business and technical requirements. The RFP Distribution phase includes structured and documented processes for vendors to obtain the information they need for their responses. Determine the policies and processes for RFP questions and clarifications and if this information is openly available to all vendors or if each Q&A is treated as a closed one on one conversation. Vendors can hesitate to ask questions that they think may alert their competition to their bid strategy or product secrets. RFP Evaluation Phase Our proven methodology produces the essential RFP content that presents your utility s unique challenges and opportunities. It also sets the foundation for the most time-effective evaluation process of vendor alternatives. As part of our acquisition methodology, the RFP team must define evaluation criteria and how to score answers to make rational, unbiased, and quantifiable vendor selections. Our process ensures that the business and technical requirements shape the selection decision. Without this disciplined approach, you are left with price as the deciding factor instead of the real value a product/service delivers to your utility. An added benefit of defining the business, technical, and other criteria up front is that this information helps vendors propose and price the most relevant packages and options. The vendor responses will alert you to potential changes in internal resources roles and responsibilities. It is very important that the RFP team promptly addresses these situations with transparency and sensitivity. What will happen to current employees if their jobs no longer exist with the solutions being considered? Smart Grid Library Page 6
7 In our disciplined acquisition methodology, we take the time to check the customer references. We have evaluated RFP responses where references aren t using the product or service discussed in the response or didn t like the product or implementation. References, even the positive ones, can share valuable information that assists in the evaluation process and sometimes even in contract negotiations, because we ve asked the right questions. Negotiations Phase There are basically two pricing and contract negotiation approaches that can be used once a selection has been made. If your company has a purchasing department then they will often handle the delivery details and negotiate the pricing. The other approach is that the selection team negotiates the contract for pricing, delivery and support. Regardless of which approach is used at your utility, here are some of the most important points about contract negotiations. You are not just selecting a vendor - you are choosing a partner in delivery and completion of a successful project. Therefore, it is very important to interview the vendor s project manager, technicians, and other project resources to ensure that you have the correct talent for your implementation. Reserve the right to reject anyone that does not meet your project requirements, and add contract language that gives your utility recourse if your project team is re-assigned while your implementation is underway. Ask the vendor to document the time and deliverables expectations of utility resources. This is extremely important to avoid situations where your utility resources spend their valuable time training the vendor resources, and it helps set expectations for cross-departmental projects. We use a comprehensive checklist of items that include confirmation of solution releases, timelines, and details about project plans. Careful attention to documenting expectations and commitments helps maintain clarity over the duration of the project implementation and maintains support beyond cutover dates. The goal is to wring ambiguity out of the project and ensure that expectations are understood and met. And when they are not, it s very important to have an exit strategy. Pricing is an important part of any contract negotiation, and we always like to see any initial purchase discounts carried over the first year after cutover to cover any additional products or services that were not itemized in the original purchase decision. Utilities have the most power to influence prices during contract negotiations so use this time wisely! Smart Grid Library Page 7
8 Conclusion There are many solid reasons for going through a rigorous and disciplined acquisition methodology when buying solutions and services as you build out your Smart Grid. First, you are able to obtain consensus and acceptance within your utility as to what is required and how the solution(s) will be selected. Second, a comprehensive RFP development and evaluation process delivers necessary knowledge about how various products and providers can support short and long term objectives and the pros and cons of each vendor alternative. Third, this approach rationalizes and expedites the RFP evaluation process. And finally, it is the best method to encourage a competitive environment among vendors and thus receive the best prices for products and services. For More Information SGL Partners, a division of the Smart Grid Library, offers a range of focused services and deliverables that include strategic insights, disruptive innovation and change management roadmaps, and technology/service acquisition guidance to help clients achieve maximum success in their Smart Grid initiatives. We can help your utility plan and manage Smart Grid acquisition projects. We can help you future-proof your technology and service acquisition decisions and achieve the maximum ROI based on your utility s unique requirements. Contact us for more information: Christine Hertzog, Managing Director: chertzog@smartgridlibrary.com Bill Maikranz, Consulting Director: billmaikranz@smartgridlibrary.com Smart Grid Library Page 8
Project Knowledge Areas
From Houston S: The Project Manager s Guide to Health Information Technology Implementation. Chicago: HIMSS; 2011; pp 27 39. This book is available on the HIMSS online bookstore at www. himss.org/store.
More informationGOING OUT TO BID FOR RELOCATION SERVICES
GOING OUT TO BID FOR RELOCATION SERVICES C reating and responding to RFPs is a major investment for both the client and the supplier. Establishing a method to manage a cost effective and time sensitive
More informationCritical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success
Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Table of Contents Abstract............................................ 3 CRM Drivers and Benefits............................. 4
More informationHow To Buy A Crm Solution
CRM Buying Guide: 7 Steps to Making a CRM Purchase Decision Updated - Winter 2006 PAGE TABLE OF CONTENTS 7 Steps to Making a CRM Purchase Decision 2 Introduction Step 1: Define Your CRM Requirements and
More informationCalifornia Community Clinics EHR Assessment and Readiness
How do you know if your clinic is ready for an electronic health record? Successful transition from paper-based charts to an electronic health record (EHR) requires organization-wide commitment, significant
More informationDobre praktyki zarządzania zakupami technologicznymi
Dobre praktyki zarządzania zakupami technologicznymi Leszek Maśniak Executive Partner, Gartner Poland Ministerstwo Administracji i Cyfryzacji, Warszawa 12-10-2014 Gartner at a Glance 6,100 associates 14,000+
More informationWHITE PAPER DEVELOPING A SUCCESSFUL WEBSITE RFP. Find the Right Web Development Partner through an Engaging and Informative RFP.
WHITE PAPER DEVELOPING A SUCCESSFUL WEBSITE RFP Find the Right Web Development Partner through an Engaging and Informative RFP By Devin Gauthier INTRODUCTION So you ve decided to undertake a new website
More informationFive Core Principles of Successful Business Architecture. STA Group, LLC Revised: May 2013
Five Core Principles of Successful Business Architecture STA Group, LLC Revised: May 2013 Executive Summary This whitepaper will provide readers with important principles and insights on business architecture
More informationVENDOR SELECTION: WHERE TO BEGIN?
VENDOR SELECTION: WHERE TO BEGIN? INTRODUCTION Selecting the right software for your organization, regardless if it s a best-of breed HR or Sales application or a full-fledged ERP system, can be a daunting
More informationHow To Consolidate A Data Center
Data Center Consolidation is fundamental to being prepared for the dramatic evolution in ICT technology, as well as fluctuating and unpredictable business demands. Avoiding the potential pitfalls is of
More informationWhite paper. Reverse e-auctions. A Recipe for Success
White paper s A Recipe for Success Executive Summary Enterprises and organizations whether small, medium or large have used s with varied degrees of success in the strategic sourcing cycle. While some
More informationCommercial Payment Solutions RFP Guide:
Commercial Payment Solutions RFP Guide: How to create an effective Request for Proposal for corporate T&E card, purchasing card and /or other automated commercial corporate payment solutions Designed for
More informationRequest for Expressions of Interest On a contract to perform: Renewal of Information Technology Strategic Plan 2013-2018
Request for Expressions of Interest On a contract to perform: Renewal of Information Technology Strategic Plan 2013-2018 for City of Pitt Meadows Table of Contents Table of Contents... 2 General Information...
More informationWhite Paper. Time for a New Time & Billing System? A Step-by-Step Guide to Selecting What s Best for Your Firm
White Paper Time for a New Time & Billing System? A Step-by-Step Guide to Selecting What s Best for Your Firm Omega 3875 N. 44 th St., Suite 200 Phoenix, AZ 85018 Phone: 800-356-1339 Fax: 602-952-5250
More informationRoadmap for Selecting a Contact Center Infrastructure Solution
Roadmap for Selecting a Contact Center Infrastructure Solution June 2012 Sponsored By: Table of Contents Getting Started with a Contact Center Infrastructure Selection Process... 1 The RFP Process... 2
More informationWorking with Vendors Finding the right partners and nurturing the relationship. by John Casey
The Expert Series is a collection of articles, papers and writings by PM Solutions associates and other industry experts that provides insight into the practice and value of project management. Working
More informationKent State University s Cloud Strategy
Kent State University s Cloud Strategy Table of Contents Item Page 1. From the CIO 3 2. Strategic Direction for Cloud Computing at Kent State 4 3. Cloud Computing at Kent State University 5 4. Methodology
More informationCloud Business Case G-Cloud 5 Framework
Cloud Business Case G-Cloud 5 Framework Cloud Business Case Service Definition Document April 2014 Warnford Court, 29 Throgmorton Street, London, EC2N 2AT T: +44 20 7947 4176 Table of contents 1 Cloud
More informationBuilding Your Strategic Business Case for HR Technology. Speaker: Kristie Evans Managing Principal HR Project Manager PM Instructor
Building Your Strategic Business Case for HR Technology Speaker: Kristie Evans Managing Principal HR Project Manager PM Instructor Agenda Today s Goals HR Value Outcomes Break 10 am Methodologies Business
More informationITIL by Test-king. Exam code: ITIL-F. Exam name: ITIL Foundation. Version 15.0
ITIL by Test-king Number: ITIL-F Passing Score: 800 Time Limit: 120 min File Version: 15.0 Sections 1. Service Management as a practice 2. The Service Lifecycle 3. Generic concepts and definitions 4. Key
More informationThe following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into
The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material,
More informationWhite Paper. Business Analysis meets Business Information Management
White Paper BABOK v2 & BiSL Business Analysis meets Business Information Management Business Analysis (BA) and Business Information Management (BIM) are two highly-interconnected fields that contribute
More informationBanking Application Modernization and Portfolio Management
Banking Application Modernization and Portfolio Management Key Challenges and Success Factors As part of their long-term strategic plans, banks are seeking to capitalize on their legacy applications. Acquired
More informationA Final Report for City of Chandler Strategic IT Plan Executive Summary
A Final Report for City of Chandler 6 January 2004 Table of Contents 1. Executive Summary... 1 1.1 Background... 2 1.2 Chandler Business and IT Context... 3 1.3 Chandler s IT Strategic Direction... 5 1.4
More informationHow U.S. Law Firms are Responding to RFPs June 2015. By Annie G. Berger
How U.S. Law Firms are Responding to RFPs June 2015 By Annie G. Berger (New York, NY June 29, 2015) Competition for new work remains high inside law firms, and with clients increasingly pressured by their
More informationCRM SUCCESS GUIDELINES
CRM SUCCESS GUIDELINES Provided to You By: Integrated Sales Management, Inc. Helping You Grow! CRM Success Guidelines Customer Relationship Management (CRM) has evolved dramatically recently as many companies
More informationA project management consultancy
A project management consultancy is a professional consulting firm with knowledge and experience in the specialized area of assisting organizations to improve their practice of project, program and/or
More informationA Privacy Officer s Guide to Providing Enterprise De-Identification Services. Phase I
IT Management Advisory A Privacy Officer s Guide to Providing Enterprise De-Identification Services Ki Consulting has helped several large healthcare organizations to establish de-identification services
More informationWHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)?
WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,
More informationBest Practices: Cloud Computing for Associations
Best Practices: Cloud Computing for Associations What You Should Expect from this Session A solid understanding of cloud computing and Software as a Service Best practices for how cloud computing is being
More informationProgram Lifecycle Methodology Version 1.7
Version 1.7 March 30, 2011 REVISION HISTORY VERSION NO. DATE DESCRIPTION AUTHOR 1.0 Initial Draft Hkelley 1.2 10/22/08 Updated with feedback Hkelley 1.3 1/7/2009 Copy edited Kevans 1.4 4/22/2010 Updated
More informationRelease Management: Effective practices for IT delivery
Release Management: Effective practices for IT delivery Introduction Today s health plans face a unique combination of technology challenges due to their complex IT environments. These environments serve
More informationChapter 11 IT Procurement Planning and Strategic Sourcing
Chapter 11 IT Procurement Planning and Strategic Sourcing Chapter highlights Purpose: This chapter discusses information technology (IT) procurement planning, which include efforts by all personnel responsible
More informationDiagram. Microsoft Dynamics Sure Step Methodology
Diagram Microsoft Dynamics Sure Step Methodology Designed to enable you to better serve your customers by helping reduce their Microsoft Dynamics total cost of ownership, the Sure Step Methodology can
More informationDriving Excellence in Implementation and Beyond The Underlying Quality Principles
SAP Thought Leadership Paper SAP Active Quality Management Driving Excellence in Implementation and Beyond The Underlying Quality Principles 2014 SAP AG or an SAP affiliate company. All rights reserved.
More informationSolution brief. HP solutions for IT service management. Integration, automation, and the power of self-service IT
Solution brief HP solutions for IT service management Integration, automation, and the power of self-service IT Make IT indispensable to the business. Turn IT staff into efficient, cost-cutting rock stars.
More informationBusiness Analysis Standardization & Maturity
Business Analysis Standardization & Maturity Contact Us: 210.399.4240 info@enfocussolutions.com Copyright 2014 Enfocus Solutions Inc. Enfocus Requirements Suite is a trademark of Enfocus Solutions Inc.
More informationHow To Design A Cloud Based Infrastructure For Spera
SAP Cloud Infrastructure Services Guiding you through your cloud journey Leveraging the cloud for your SAP environment offers an opportunity to fundamentally transform how your organization operates. If
More informationMaximizing enterprise resource planning ROI: A guide for midsize companies
IBM Global Business Services Thought Leadership White Paper April 2010 Maximizing enterprise resource planning ROI: A guide for midsize companies 2 Maximizing enterprise resource planning ROI: A guide
More informationORACLE SOURCING & SOURCING OPTIMIZATION
ORACLE SOURCING & SOURCING OPTIMIZATION KEY FEATURES Two Stage evaluation of RFP Support for Two Stage RFQ surrogate bids Automatic knockout of suppliers from shortlist Support for contracts with complex
More informationHow to Select a Financial Reporting Software Vendor
A Confluence Whitepaper Eight Points to Consider When Selecting Financial Reporting Software Executive Summary The trend toward data consolidation and automation is pervasive in fund administration today.
More informationCrosswalk Between Current and New PMP Task Classifications
Crosswalk Between Current and New PMP Task Classifications Domain 01 Initiating the Project Conduct project selection methods (e.g., cost benefit analysis, selection criteria) through meetings with the
More information1 Introduction. 2 What is Cloud Computing?
1 Introduction Table of Contents 1 Introduction 2 What is Cloud Computing? 3 Why is Cloud Computing important? 4 Why Cloud deployments fail? 5 Holistic Approach to cloud computing implementation 6 Conclusion
More informationIssue in Focus: Consolidating Design Software. Extending Value Beyond 3D CAD Consolidation
Issue in Focus: Consolidating Design Software Extending Value Beyond 3D CAD Consolidation Tech-Clarity, Inc. 2012 Table of Contents Introducing the Issue... 3 Consolidate Upstream from Detailed Design...
More information153rd SESSION OF THE EXECUTIVE COMMITTEE
PAN AMERICAN HEALTH ORGANIZATION WORLD HEALTH ORGANIZATION 153rd SESSION OF THE EXECUTIVE COMMITTEE Washington, D.C., USA, 4 October 2013 Provisional Agenda Item 5.2 CE153/5 (Eng.) 30 September 2013 ORIGINAL:
More informationData Center Consolidation
Data Center Consolidation With computers spread across the enterprise, and the number of networked databases and applications growing at an exponential rate, the challenges of efficient networking, data
More informationERP SYSTEM SELECTION SUPPORT
Helping you make the best investment ERP SYSTEM SELECTION SUPPORT BDC Consulting is ISO 9001: 2008 certified > Unbiased expert advice > Proven system selection methodology > Powerful selection tools Follow
More informationHow to Select the Right ERP System to Meet Your Business Requirements
How to Select the Right ERP System to Meet Your Business Requirements 13875 Cerritos Corporate Dr., #A Cerritos, CA 90703 Toll Free : (800) 969-APEX Tel : (562) 926-6820 E-mail : info@acsi2000.com Website
More informationTRACK BEYOND THE RACK MANAGING IT ASSETS ACROSS THE ENTERPRISE
TRACK BEYOND THE RACK ITAM Track Beyond the Rack The current buzz around ITAM (IT Asset Management) has solely focused on assets residing in the data center. However ITAM is more then servers and racks.
More informationTitle: Contract Management Software Solutions (CMS) and Procurement Front-End System
Page 1 Universal Service Administrative Company (USAC) Request for Information (RFI) for Contract Management Software Solutions and Procurement Front-End System RFI Number: USAC-FI-2016-02-005-RFI Title:
More informationGlobal Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com
Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com E X C E R P T I D C M a r k e t S c a p e : U. S. B u s i n e s s C o n s u l t i n g S e r v i c
More informationA Practical Guide for Creating an Information Management Strategy and Strategic Information Management Roadmap
A Practical Guide for Creating an Information Management Strategy and Strategic Information Management Roadmap Principal Author Sam McCollum, CRM, MBA Director of End User Consulting Parity Research LLC
More informationSEVEN WAYS THAT BUSINESS PROCESS MANAGEMENT CAN IMPROVE YOUR ERP IMPLEMENTATION SPECIAL REPORT SERIES ERP IN 2014 AND BEYOND
SEVEN WAYS THAT BUSINESS PROCESS MANAGEMENT CAN IMPROVE YOUR ERP IMPLEMENTATION SPECIAL REPORT SERIES ERP IN 2014 AND BEYOND CONTENTS INTRODUCTION 3 EFFECTIVELY MANAGE THE SCOPE OF YOUR IMPLEMENTATION
More informationThe Road to Enterprise Data Governance: Applying the Data Management Maturity Model in a Financial Services Firm
The Road to Enterprise Data Governance: Applying the Data Management Maturity Model in a Financial Services Firm Patrick DeKenipp, SVP of Business Intelligence, Sterling National Bank events.techtarget.com
More informationREQUEST FOR INFORMATION. Hosted Website Solution and Services RFI #E15-037. Closing: March 24, 2015 at 2:00 pm local time.
REQUEST FOR INFORMATION Hosted Website Solution and Services RFI #E15-037 Closing: March 24, 2015 at 2:00 pm local time. Halifax Regional Municipality Procurement Section Suite 103, 1 st Floor, 40 Alderney
More informationSoftware as a Service: Guiding Principles
Software as a Service: Guiding Principles As the Office of Information Technology (OIT) works in partnership with colleges and business units across the University, its common goals are to: substantially
More informationHow To Get Started With Customer Success Management
A Forrester Consulting Thought Leadership Paper Commissioned By Gainsight April 2014 How To Get Started With Customer Success Management Table Of Contents Four Actionable Steps To Setting Up Your Customer
More informationCisco Unified Communications and Collaboration technology is changing the way we go about the business of the University.
Data Sheet Cisco Optimization s Optimize Your Solution using Cisco Expertise and Leading Practices Optimizing Your Business Architecture Today, enabling business innovation and agility is about being able
More informationNetwork Essentials for Superintendents
Network Essentials for Superintendents Upgrade your network for digital learning UNDERSTAND. How can I improve my network? As a district leader, you can help most in the planning and implementation of
More informationHow to Select and Implement an ERP System
How to Select and Implement an ERP System Prepared by 180 Systems Written by Michael Burns 180 Systems WHAT IS ERP?... 3 ANALYSIS... 4 VENDOR SELECTION... 6 VENDOR DEMONSTRATIONS... 8 REFERENCE CALLS...
More informationDELIVERING SOFTWARE WITH AGILITY, WITHOUT AGILE FIVE REAL-WORLD LESSONS
Table of Contents SUMMARY AND CONTEXT... i UNIQUE CHALLENGES OF LARGE ORGANIZATIONS... 1 BECOMING AGILE (NOT AGILE)... 3 Lesson #1: It s the people, not the process... 3 Lesson #2: Partner developers with
More informationCisco Network Optimization Service
Service Data Sheet Cisco Network Optimization Service Optimize your network for borderless business evolution and innovation using Cisco expertise and leading practices. New Expanded Smart Analytics Offerings
More informationHOW TO USE THE DGI DATA GOVERNANCE FRAMEWORK TO CONFIGURE YOUR PROGRAM
HOW TO USE THE DGI DATA GOVERNANCE FRAMEWORK TO CONFIGURE YOUR PROGRAM Prepared by Gwen Thomas of the Data Governance Institute Contents Why Data Governance?... 3 Why the DGI Data Governance Framework
More information7 things to ask when upgrading your ERP solution
Industrial Manufacturing 7 things to ask when upgrading your ERP solution The capabilities gap between older versions of ERP designs and current designs can create a problem that many organizations are
More informationHow to Build a Business Case for Automated E-procurement
How to Build a Business Case for Automated E-procurement Introduction Any time an organization needs to make change, start a new program or implement new technologies, the first step in the process is
More informationBest Practices for Implementing Software Asset Management
Best Practices for Implementing Software Asset Management Table of Contents I. The Case for Software Asset Management (SAM)............................ 2 II. Laying the Groundwork for SAM............................................
More informationBank Selection & Relationship Management From RFPs to Scorecards
Bank Selection & Relationship Management From RFPs to Scorecards Mark K. Webster, CPA, CCM, Partner Daniel L. Blumen, CTP, Partner Treasury Alliance Group LLC Agenda Overview Bank Selection The RFP Process
More informationBUYING AN ERP SYSTEM. How to avoid common pitfalls and maximize your ROI SHARE THIS EBOOK
BUYING AN ERP SYSTEM How to avoid common pitfalls and maximize your ROI SHARE THIS EBOOK THE GROWING POPULARITY OF ERP SYSTEMS Market competition has transformed the modern business environment. Companies
More informationAnalytics Strategy Information Architecture Data Management Analytics Value and Governance Realization
1/22 As a part of Qlik Consulting, works with Customers to assist in shaping strategic elements related to analytics to ensure adoption and success throughout their analytics journey. Qlik Advisory 2/22
More informationGartner delivers the technology-related insight necessary for our clients to make the right decisions, every day.
Gartner s Value for Higher Education Clients Georgia Institute of Technology Gartner delivers the technology-related insight necessary for our clients to make the right decisions, every day. Allison Weil,
More informationpg. pg. pg. pg. pg. pg. Rationalizing Supplier Increases What is Predictive Analytics? Reducing Business Risk
What is Predictive Analytics? 3 Why is Predictive Analytics Important to Sourcing? 4 Rationalizing Supplier Increases 5 Better Control of Sourcing and Costs 6 Reducing Business Risk 7 How do you implement
More informationACESS A Comprehensive Enterprise Social Services System
State of Louisiana Department of Social Services ACESS A Comprehensive Enterprise Social Services System Scope and Change Management Plan Deliverable AC07 APRIL 27, 2005 VERSION 2.0 State of Louisiana
More informationIntegrating Project Management and Service Management
Integrating Project and Integrating Project and By Reg Lo with contributions from Michael Robinson. 1 Introduction Project has become a well recognized management discipline within IT. is also becoming
More informationAlliance Scorecarding and Performance Management at TechCo. A Vantage Partners Case Study
Alliance Scorecarding and Performance Management at TechCo A Vantage Partners Case Study With the assistance of Vantage Partners, TechCo, a microelectronics company based in California, developed and implemented
More informationInfrastructure consulting. Global Infrastructure
Infrastructure consulting Global Infrastructure Services Operational costs systems availability compliance and security energy and power usage disaster recovery all contribute to today s increasingly complex
More information5 Signs You Might Need a Service Management Framework (SMF) Assessment
5 Signs You Might Need a Service Management Framework (SMF) Assessment White Paper Terry Daffin Visionary Integration Professionals (1) To say running a large IT shop is challenging is an understatement.
More informationThe Request for Proposal Process
The Request for Proposal Process Mark K. Webster, CPA, CCM, Partner Daniel L. Blumen, CTP, Partner Treasury Alliance Group LLC Agenda Background Bank Relationship Management Changing banks The RFP Process
More informationCustomer-Supplier Partnerships. Presented by: Sherry R. Gordon, President Value Chain Group LLC
Customer-Supplier Partnerships Presented by: Sherry R. Gordon, President Value Chain Group LLC 4/10/2015 Agenda The business case for customersupplier partnerships Are you ready to partner? The business
More informationUser and Customer Interviews How XSOL has assisted ERP implementations. Survey
User and Customer Interviews How XSOL has assisted ERP implementations Survey Summary I can honestly say I have worked with a lot of technology companies and this is the first time I ve had the same resounding
More informationAbstract. Keywords: Program map, project management, knowledge transition, resource disposition
Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 1 How to Prepare a Program Roadmap Kevin Byrne, Robert Keys, Cynthia Schaffer, Andrew N. Solic Drexel University,
More informationInformation Technology Governance Overview and Charter
Information Technology Governance Overview and Charter Prepared by: Project #: Date submitted Document version: IT Governance Charter v03.05.2012 1.0 48.0 - Page 1 of 34 Document History Version Date Author
More informationA New Foundation For Customer Management
The Customer Data Platform: A New Foundation For Customer Management 730 Yale Avenue Swarthmore, PA 19081 info@raabassociatesinc.com The Marketing Technology Treadmill Marketing automation. Inbound marketing.
More informationRequest for Proposals. For. Advertising Consulting Services. For the. Minnesota State Lottery. Answers to Potential Consultant Questions
Request for Proposals For Advertising Consulting Services For the Minnesota State Lottery Answers to Potential Consultant Questions Date: August 28, 2015 The Lottery would like to thank the potential respondents
More informationGuidelines For A Successful CRM
Guidelines For A Successful CRM Salesboom.com Many organizations look to CRM software solutions to address sales or maybe customer service deficiencies or to respond to pressures from outside sources in
More informationTECHNOLOGY IT ROADMAP SERVICE CORE
BE FREE BE FREE OF TECHNOLOGY IT ROADMAP SERVICE CORE TALK TO OUR EXPERTS 1.877.222.8615 www.bestit.com WHY GET AN IT ROADMAP? Enterprise competitive performance is a critical differentiator in today s
More informationVendor Relations and Changing Software
Vendor Relations and Changing Software Presenters Lindsey Stillman, State of Georgia Department of Community Affairs Fran Ledger, Canavan Associates Learning Objectives To become familiar with important
More informationMARKETING AUTOMATION & YOUR CRM THE DYNAMIC DUO. Everything you need to know to create the ultimate sales and marketing tool.
MARKETING AUTOMATION & YOUR CRM THE DYNAMIC DUO Everything you need to know to create the ultimate sales and marketing tool. Table of Contents Introduction...3 Chapter 1: What Is Marketing Automation?...4
More informationAgile, Secure, Reliable: World-Class Customer Service in the Cloud
Agile, Secure, Reliable: World-Class Customer Service in the Cloud Contents 2 Introduction 4 Business Benefits 6 IT Benefits 8 RightNow Product Focus 2 Why Deliver Customer Service in the Cloud? In a volatile
More informationSummary of GAO Cost Estimate Development Best Practices and GAO Cost Estimate Audit Criteria
Characteristic Best Practice Estimate Package Component / GAO Audit Criteria Comprehensive Step 2: Develop the estimating plan Documented in BOE or Separate Appendix to BOE. An analytic approach to cost
More informationBest Practices Statement Project Management. Best Practices for Managing State Information Technology Projects
State of Arkansas Office of Information Technology 124 W. Capitol Ave. Suite 990 Little Rock, AR 72201 501.682.4300 Voice 501.682.4020 Fax http://www.cio.arkansas.gov/techarch Best Practices Statement
More informationProgram Management Professional (PgMP) Examination Content Outline
Program Management Professional (PgMP) Examination Content Outline Project Management Institute Program Management Professional (PgMP ) Examination Content Outline April 2011 Published by: Project Management
More informationSuccessful Digital Marketing Requires a True Enterprise Technology Purchasing Process. Written by Michael Greene
Successful Digital Marketing Requires a True Enterprise Technology Purchasing Process Written by Michael Greene Now that global digital ad spending has grown to 21% of the average marketer s total advertising
More informationHOW SMALL AND MEDIUM- SIZED BUSINESSES CAN PLAN FOR ERP IMPLEMENTATION
HOW SMALL AND MEDIUM- SIZED BUSINESSES CAN PLAN FOR ERP IMPLEMENTATION Jonathan Gross, Pemeco Inc. November, 2009 The following article is the second in a series of four articles aimed at Small and Medium-sized
More informationSpecialist Cloud Services Lot 4 Cloud EDRM Consultancy Services
Specialist Cloud Services Lot 4 Cloud EDRM Consultancy Services Page 1 1 Contents 1 Contents... 2 2 Transcend360 Introduction... 3 3 Service overview... 4 3.1 Service introduction... 4 3.2 Service description...
More informationProcurement Resource Abstract
Procurement Resource Abstract Title Sponsoring Organization(s) Author Publication Date Synopsis Pursuit of Painless Procurement Secrets From the Other Side National Association of State Procurement Officers
More informationLeave IT to the Experts
EXECUTIVE BRIEF: Leave IT to the Experts When should your organization consider outsourcing its IT support? With the growing reliance on big data and IT, selecting the right IT partner is mission critical.
More informationMarketing Automation Request for Proposal
Marketing Automation Request for Proposal Choosing the right marketing automation system isn t easy. This is why we created this sample RFP, consisting entirely of actual questions from real RFPs submitted
More informationDriving Project Success with Organizational Change Management
Driving Project Success with Organizational Change Management Agenda Introductions & Objectives OCM Defined Driving Project Success with OCM Building an OCM Capability Case Study: OPRS ERM Program Speakers
More informationTechnical Management Strategic Capabilities Statement. Business Solutions for the Future
Technical Management Strategic Capabilities Statement Business Solutions for the Future When your business survival is at stake, you can t afford chances. So Don t. Think partnership think MTT Associates.
More informationStrategic Planning. Strategic Planning
4 Strategic Planning Strategic Planning 1 4 TABLE OF CONTENTS Strategic Planning 3... What is Strategic Planning? 3... Why do Strategic Planning? 4... Assessing Your Strategic Planning 5... Developing
More information