# Patent

## Title
System and method for assessing a procurement and accounts payable system

## Abstract

A system for deploying to a client accounting installation a general procurement and accounts payable application specifically configured for the client by an enterprise includes a database server for (1) maintaining on a storage device a database of templates describing procedures for assessing, preparing, developing, deploying and supporting the application, and for (2) serving these templates to team members operating web-enabled terminals for coordinating, recording and tracking team activities with respect to the application while generating a description for adapting a front end server and an accounting system server to the requirements of the client.

## Background
CROSS REFERENCES TO RELATED APPLICATIONS
This application is a divisional of U.S. patent application Ser. No. 09/444,257 filed 22 Nov. 1999 now U.S. Pat. No. 6,684,191 by R. F. Barnard, et al. for System and Method for Assessing a Procurement and Accounts Payable System.
U.S. patent application Ser. No. 09/444,254, entitled “System and Method for Project Preparing a Procurement and Accounts Payable Process”, U.S. patent application Ser. No. 09/444,255, entitled “System and Method for Project Designing and Developing a Procurement and Accounts Payable Process”, U.S. patent application Ser. No. 09/444,253, entitled “System and Method for Deploying a Procurement and Accounts Payable Process”, and U.S. patent application Ser. No. 09/444,256, entitled “System and Method for Ongoing Supporting a Procurement and Accounts Payable Process” filed concurrently herewith, are assigned to the same assignee hereof and contain subject matter related, in certain respect, to the subject matter of the present application. The above-identified patent applications are incorporated herein by reference.


BACKGROUND OF THE INVENTION
1. Technical Field of the Invention
This invention pertains to the implementation of a procurement and accounts payable system or application. More particularly, it relates to a system and method for assessing, preparing, designing and developing, deploying, and supporting a general procurement and accounts payable system using electronic requisitions.
2. Background Art
A services company may be very good at implementing information technology (IT) solutions. However, as customer engagements increase, the ability of company to execute numerous engagements on time and within budget with quality becomes more difficult.
Today there exist many different software packages that perform project management and classes that teach methodologies for implementing solutions that involve information technology and services. However, there is no process that combines these activities along with an evaluation of a client's general procurement (GP) and accounts payable (AP) system, or application, into one package while providing detailed implementation instructions along with templates for completing the major deliverables required over the course of the project. Templates, may be used herein as an equivalent term for page, form, or document as used in connection with Lotus Notes. In Lotus Notes, a page is a database design element that displays information; a form, like a page, displays information and also can be used to collect information; and documents are the elements that store information in the database. A user is presented a form including fields for entering information. When the user fills out the information and saves it, the information is saved in the data base as a document. When a user opens the document, the document uses the form as a template to provide the structure for displaying the data or information. Fields store data of various types, including text, dialog list, rich text, and so forth.
Scalability of engagements is a known problem, the most common solution to which is to increase the number of persons involved. Experience has shown that this increase results in customer dissatisfaction due to inadequate gathering of requirements, poorly trained implementation teams, missed schedules, increased costs, and lower quality.
It is characteristic of general procurement and accounts payable systems that no two are identical, and may differ even within wholly owned subsidiaries of a single corporation.
Consequently, there is a need in the art for a system and method for evaluating a potential client system and for adapting a general procurement and accounts payable system to the requirements of each of many potential clients. Further, there is a need for a system and method for evaluating a potential client system and for adapting a general procurement and accounts payable system to the requirements of each of many potential clients which can be licensed to third party providers together with a system and method for monitoring and assuring the quality of services provided by those service providers.
There is a need in the art for an integrated system for assessing, preparing, designing and developing, deploying, and supporting a procurement and accounts payable system using electronic requisitions.
During project assessment, typically potential customers are contacted and evaluated by a marketing team that then recommends a product solution from their menu. There is no integration of Technical Team Leaders and Transition Management as key components of the installation. There is also limited to no flexibility to customize the product for the customer.
There is a large body of work on project planning in industry. While they are all more or less adequate, they do not provide the comprehensive integration of the client and supplier teams, Transition Management, and Quality required to accomplish a particular customer's goals.
Like project planning, project design and development processes are well known in industry. They usually consist of a project manager or team leader that manages the implementation of a project plan and interfaces with the client.
Deployment or implementation of a project is, again, a very standard operation. As the project plan steps are completed, they are usually held in queue until all necessary activities reach a point where the solution can be “turned on”.
All projects have close out functions that wrap up the end of the project. However, they do not provide for continuing support across the multitude of functions that have been used to provide the customer with a solution.
It is an objective of the invention to provide a system and method for evaluating a client's general procurement and accounts payable (GP/AP) system.
It is an object of the invention to provide an optimized solution for out-sourcing procurement of goods and services.
It is an object of the invention to provide a system and method for training service providers.
It is an object of the invention to provide a system and method for managing service providers to assure quality of service.
It is an object of the invention to provide a system and method for managing a project.
It is an object of the invention to provide an optimized general procurement and accounts payable system characterized by lower costs, a paperless process, and more comprehensive service with a shorter cycle time.
SUMMARY OF THE INVENTION
A system for assessing a general procurement and accounts payable application of a customer of an enterprise includes a server; a storage device connected to the server; a plurality of team terminals; and a communication link interconnecting the server and terminals. The server is operable for (1) maintaining a database of templates on the storage device describing procedures for assessing the application, and (2) serving the templates to a members of cross functional team operating the terminals for coordinating, recording and tracking team activities with respect to the application.
A method for assessing a general procurement and accounts payable application includes maintaining a database of templates describing procedures for assessing the general procurement and accounts payable application and operating a plurality of web-enabled user terminals to access via a server the database of templates for coordinating tasks by a plurality of enterprise teams implementing the procedures.
In accordance with an aspect of the invention, there is provided a computer program product configured to be operable to perform the method of the invention for assessing a general procurement and accounts payable application.
Other features and advantages of this invention will become apparent from the following detailed description of the presently preferred embodiment of the invention, taken in conjunction with the accompanying drawings.



BRIEF DESCRIPTION OF THE DRAWINGS
FIG. 1 is a high level block diagram of a general procurement and accounts payable development and implementation system in accordance with a preferred embodiment of the invention.
FIG. 2 is a block diagram illustrating team relationships within the general procurement and accounts payable (GP/AP) development and implementation system of a preferred embodiment of the invention.
FIGS. 3A through 3H and 3J through 3M, arranged as shown in FIG. 3, are a flow diagram of the assessment, preparation, development, deployment and support phases of the method of a preferred embodiment of the invention.
FIG. 4 represents a terminal display of a playbook summary view.
FIG. 5 illustrates a terminal display of the template presented by the server at a user terminal of FIG. 1 in response to selection by a user of “create a summary task” from the playbook summary view.
FIG. 6 illustrates a terminal display of the template presented by the server at a user terminal of FIG. 1 in response to selection by a user of “create a detailed task” from the playbook summary view.
FIGS. 5 and 6 also illustrate fields collected in the database and selectively displayed at user terminals of FIG. 1 for each summary and detail task, respectively, of a GP/AP system for a particular customer or project.



BEST MODE FOR CARRYING OUT THE INVENTION
Referring to FIG. 1, in accordance with the preferred embodiment of the invention, intranet communication facilities interconnect a plurality of team member terminals 64, zero or more service provider terminals 66, and client (also referred to as customer) terminals 68, and a server 62, preferably a Lotus Notes server.
Server 62 references and maintains playbook database 70. Database (also referred to as the playbook, or playbook database) 70 is provided for implementing procurement and accounts payable systems. This playbook 70 defines implementation steps and templates for creating the many required deliverables and project management functions. These functions include start and end dates, effort, duration, and so forth. This playbook also provides the steps and templates for training service providers 66 and serves as the repository for completed templates and as a source for auditing the performance of the service providers. As used herein, unless otherwise apparent from the context, system and applications are used to refer to hardware, software, procedures, instructional materials, and so forth, for implementing a general procurement and accounts payable process.
Also attached to intranet 60 are requisition and catalog (Req/Cat) servers 80. Server 80 functions as a front end server to accounting system server 82, and is connected to a file of vendor catalogs and contracts 72, to a client (customer) host system 74, and through a firewall to SAP servers 82. SAP server 82 is an accounting driver for the procurement and accounts payable (A/P) system of the customer. SAP servers 82 are connected to supplier systems 84, to a customer data warehouse 78, and to customer ledger and accounts payable systems 86, 88.
During the operational phase of a completed and functioning system, a customer (aka end user, or client) 98 enters requisitions via the intranet to server 80. Server 80 accesses client host system 74 for pricing, reports, etc., and vendor catalogs and contracts 72 to gather information needed by SAP servers 82 to generate purchase orders or requests for quotes (RFQs) to supplier 84, to update data warehouse 78, client ledger 86, and client accounts payable 88 systems. Warehouse 78 stores client data maintained by the supplier of the Req/Cat and general procurement system, which supplier may be the primary enterprise (a primary services organization, such as the IBM Corporation) with control of the design and implementation of the system, or a contractor of the enterprise qualified as a third party service provider.
In operation, during presales, assessment, preparation, development, deployment and support stages, team members 64, access database 70 via intranet 60 and server 62 to create a playbook including a detailed description of an accounts payable and Req/Cat system for a particular customer (aka client). This description is then used to personalize Req/Cat servers 80 and SAP servers 82 for the customer installation. During operation, a user 98 accesses Req/Cat server 80 via intranet 60 to enter a requisition or to query the status of previously entered requisition. When entering a requisition, Req/Cat responds to end user 98 with a form to complete. Req/Cat 80 accesses SAP server 82 through the firewall with the requisition or request for status. SAP server 82, responsive to a requisition, issues a purchase order or request for quote to supplier 84, and updates accounts payable 88 and ledger 86, as required through the normal procurement and accounting process implemented on behalf of the customer.
Referring to FIG. 2, various departments and individuals representing team members 64 include business office 120, architecture 122, education and training 124, project manager 126, Rea/Cat development 128, business process design 112, electronic data interchange (EDI) 114, application development 116, information technology 130, business controls 132, procurement process 134, transition management 136, SAP development 138, marketing 118, general procurement operations 98, and support management 96. Each of these departments and individuals perform various rolls and functions during the life of the project from assessment through deployment and use, as will be more fully described hereafter in connection with FIG. 3.
Referring to FIG. 3, in accordance with the preferred embodiment of the method of the invention, assessment 101, preparation 102, development 103, deployment 104 and support 105 stages are executed to design, implement, and use a general procurement and accounts payable (GP/AP) system for a customer. Through these stages 101–105, procedures and methods are provided for seamlessly integrating all aspects of a total GP/AP system, including creating an electronic purchase requisition for goods and services with flexible approval functions, through invoicing and payment.
Further in accordance with the preferred embodiment of the invention, there is provided a web enabled delivery system.
Further in accordance with the preferred embodiment of the invention, there is provided a system and method for auditing service provider activities without being on site.
High level summary tasks implemented by playbook 70 database include business controls, information technology, SAP, communication, process, testing, configuration, project management, transition management, education and training, requisition and catalog (Req/Cat). Each of these summary tasks, as well as the drill-down (aka subsidiary) tasks implementing the details of each, may be accessed by team members 64 and service provider 66s within the playbook database 70.
Referring to FIG. 4, the playbook summary view 400 is illustrated. View 400 includes a title bar 402; pull down menu tabs file 404, edit 406, view 408, create 410, actions 412, window 414, help 416; create a summary task selection button 420, create a detailed task button 422, a folders and views section 424, and a task title display and selection area 426 which also includes a by column 436 and a status column 438 with an entry for each task displayed in area 426. With by category button 430 and all tasks button 432 selected, all tasks 434 is highlighted and display 426 presents a listing of tasks organized by category.
Referring to FIG. 5, the summary task template 440 presented to the user upon selection of create a summary task 420 is illustrated. As will be described hereafter, there are two flavors of template 440, one for major operations, and one for major steps within each major operation. Referring to FIG. 6, the detail task template 520 presented to the user upon selection of create a detailed task 422 is illustrated.
Selection of create summary task 420 presents a first summary task template 440 that used to design and describe a high level summary task for one of the playbook operations. In a preferred embodiment of the invention, there are thirteen such high level summary tasks, including assessment, business controls, configuration, education, image, information technology (I/T), marketing, process, project management, requisition and catalog (req/cat), SAP, testing, and transition management. The summary and detail tasks within these high level summary tasks are further organized into five major processing segments: assessment 101, project preparation 102, project design and development 103, deployment 104, and ongoing support 105. A high level summary task provides a summary of the inputs to the task, and of the output (deliverables) after all detailed tasks are completed. There two levels, or templates for summary tasks: one for major operations, the second for major steps within each operation.
Activation of create a detail task 422 presents to the user a third template 520 which is used to summarize the detailed tasks for each major step of a summary task.
The first and second templates 440 are almost identical. They include the fields set forth in Tables 1 and 2. Third template 520 contents are summarized in Table 3.







TABLE 1





SUMMARY TASK TEMPLATES PART 1


















SECTION 1:
CREATION STATUS



Category 444:
Categories include education,




req/cat development, SAP




development, transformation




management, architecture,




procurement process.



Team 446:
Specific project team responsible




for this task.



Offering type 448:
Kind of product being brought to




client: req/cat only, SAP only, and




req/cat and SAP.



Stage 450:
The stages are assessment 101,




project preparation 102, project




development 103, deployment 104,




and support 105.



Doc owned by 452:
Team 140 owner of document, the




designer of this one template. The




teams 140 are those illustrated in




FIG. 2.



Doc created by 454:
Author of this one template.



Dev status 456:
Approval status: first draft, final




edit, final approval, etc. Only




owner 452 can change this status.




Only the owner 452 can approve the




content of this template (task).



SECTION 2:
IMPORTANCE BUTTONS



Education 462:
Represents a combination of things,




including (1) does someone need to




be taught how to do this task, (2)




is it something that should be




included in the education package




to the customer.



Certification 464:
Indicates whether or not an




implementer of this task (ie,




service provider) must be




certified.



Auditable 466:
Indicates whether or not it is a




task that Enterprise would be able




to or needs to audit performance by




the implementer/service provider



Milestone 468:
Indicates if this task is a




critical accomplishment in the path




of completing the implementation of




the offering type.



Critical path 470:
Indicates if this is a task that




must be completed in order to




advance to the next task in order




to complete the offering type, and




can change during the course of the




project as tasks are completed and




the overall environment changes.



SECTION 3:
IMPLEMENTATION



Task order 472:
A number assigned to a detailed




task that shows its order under the




summary task.



% complete 474:
An estimate of how complete is this




task document in its development




for a particular customer.



Executed by 458:
Name of service provider (eg.,




Enterprise, or some Enterprise




partner).



Performed by 460:
Technical team responsible for




doing this task.



Priority 476:
High, medium, low priority, based




on whether this task is in critical




path, and whether or not it needs




to be done in support of some




subsequent task.



Work effort 478:
Estimated time required to complete




this task.



Sequence 480:
A number assigned to a summary task




that shows its order under a higher




level task.



Task status 482:
Represents how far the service




provider has progressed in its




implementation of this task. This




is rolled up to Lotus Notes




database 70 to enable the owner to




track progress of the service




providers during the audit phase.










Table 2 sets forth the template 440 fields which may vary between templates, including those for major operations and major steps within an operation.







TABLE 2





SUMMARY TASK TEMPLATES PART 2


















SECTION 4:
SUMMARY TASK DETAILS



Description 490:
High level summary description




of major operations or steps.



Assumptions 492:
What if any assumptions apply.



Prerequisites 494:
Tasks that must be completed




before this task can complete.



Critical success factors 496:
Description of tools,




techniques, relationships,




understandings, technical and




relationship skills and




commitments, knowledge base of




team and customer, and so




forth, needed to accomplish




this task.



Deliverables 498:
Expected output of this task.



SECTION 5:
APPROVALS



Task approver 500:
Identity of approvers.



Notification date 502:
Date approvers notified.



Request approval 504:
Electronic signature of




approval.



SECTION 6:
PROJECT REFERENCE



Comments and dialog 506:
General comments (open




season).



Deliverable checklist 408:
Checklist of deliverables.



Approval status 510:
List of approvers of this




document and status of their




approval.



Edit history 512:
Listing of persons who have




modified this document during




its preparation (service




provider is not allowed to




change these task




descriptions.)

















TABLE 3





DETAIL TASK TEMPLATE


















SECTION 1:
CREATION STATUS



SECTION 2:
IMPORTANCE BUTTONS



SECTION 3:
IMPLEMENTATION









Sections 1, 2 and 3 are the same as for templates 440, with



the addition of:










Support resources 524:
People needed to support




completion of this task.



Assigned to 526:
Person executing this task.



SECTION 4:
DETAIL TASK DETAILS



Description 490:
Description of this task.



Prerequisites 494:
Tasks that must be completed




before this task can complete.



Task steps 528:
Specific detailed steps that




need to be accomplished to




complete the task.



Analysis 540:
A description of what needs to




be analyzed to come up with




the right answer for the




customer. (The resulting




output will vary depending




upon the results of the




analysis - but this document




doesn't change as a result of




the analysis).



Deliverables 530:
Expected output of the task.



Methodology attachments 532:
Potential attachments, may be




blank: anything from




presentation charts, to




questionnaires, to




architecture charts - depends




upon the task.



SECTION 5:
PROJECT REFERENCE AREA



Comments & Dialog 506:
Comments.



Deliverable Checklist 508:
Checklist, attachment listing




(other than method




attachments, supra).



Approval status 510
List of approvers and the




status of their approval (with




respect to approval of this




document, not of the




implementation of the task,




which is handled by the audit




process).



Edit history 512:
Listing of persons who have




modified this document during




its preparation (service




provider is not allowed to




change these task




descriptions.)










Database 70 at server 62 includes all summary and detail tasks templates which have been completed in a set for a particular customer. An initial set of the tasks listed in Table 4 is provided for each customer, but during project implementation phases 101–105, these are configured or personalized to the customer.
While many summary and detailed tasks of Table 4 do not appear in the flow chart of FIGS. 3A–3M, those selected illustrate a flow from start to finish across the five major stages—and form a representative, if not critical, path through them. As shown in FIGS. 3, and 3A–3M, the transitions between stages 100–105 are, in some instances, blurred and a particular task may be allocated to either or both of two of these stages.
In each stage, the key to success is the integration through the use of the templates of the groups (FIG. 2) and activities (Table 4, both summary tasks and detail tasks.) Also, an important aspect of the invention is the method provided across the five stages (FIG. 3) for effecting a transition from a legacy process, including hardware, software, work procedures and human resources, to a new process.
Table 4 is a chart of summary and detail tasks, pursuant to a particular embodiment of the invention, available for presentation in display area 426 of playbook summary view 400 upon selection of button 432. Selection by a user in display area 426 of a task designated with two or three alpha-numeric reference numerals P1, P11, P12, . . . , results in display of a template 440 personalized to the summary task, and selection of a task designated with four or more alpha-numeric reference numerals P111, P112, . . . , result in display of a template 520 personalized to the detail task. A user with appropriate authority may then view, correct, update, approve or otherwise modify the displayed task. The names of the detail tasks set forth broadly the functions or method steps performed in implementing the superior summary task. In Table 4, each summary task is identified in the first column by the stage 100–105 to which it pertains, in the second column by a task identifier P11, P12, . . . , and, for selected tasks, in the third column by the process step (150, . . . , 354 in FIGS. 3A–3M) to which it pertains. In general (with very few exceptions), a detail task pertains to the same stage 100–105 as its summary task.







TABLE 4







CHART OF SUMMARY AND DETAIL TASKS















Summary Tasks



Stage
Task ID
Step
  Detail Tasks











1
FOLDERS AND VIEWS


2
BY CATEGORY









3

ALL TASKS











4

P1

ASSESSMENT


5
101
P11

Perform customer service offering


6



assessment


7
101
P111
174
  Perform customer business


8



  assessment


9
101
P112

  Perform customer business


10



  assessment e-Req/Cat


11
101
P113

  Develop workshop management plan


12
101
P114

  Develop workshop management plan e-


13



  Req/Cat


14
101
P115

  Review findings from marketing


15



  procurement consulting engagement


16
101
P116

  Review findings from marketing


17



  procurement consulting engagement


18



  e-Req/Cat


19
101
P117
176
  Formulate workshop approach


20
101
P118

  Formulate workshop approach e-


21



  Req/Cat


22
101
P119

  Prepare for workshop


23
101
P11A

  Prepare for workshop e-req/Cat


24
101
P12
178
Introduce recommend service offering to


25



customer


26
101
P121

  Present service offering to


27



  customer (perform workshop)


28
101
P122

  Present service offering to


29



  customer (perform workshop) e-


30



  Req/Cat


31
101
P123

  Formulate proposal approach


32
101
P124

  Formulate proposal approach e-


33



  Req/Cat


34
101
P13

Create proposal and contract


35
101
P131

  Develop and cost proposal


36
101
P132

  Develop and cost proposal e-Req/Cat


37
101
P133

  Draft and price customer contract


38
101
P134

  Draft and price customer contract


39



  e-Req/Cat










40

P2
BUSINESS CONTROLS











41
103
P21

Business control requirements


42
103
P211
290
  Confirm business controls


43



  requirements


44
103
P212

  Confirm separation of duties (SOD)


45



  requirements


46
104
P213
292
  Conduct ASCA self-assessment


47
104
P214

  Risk assessment


48
104
P215
224, 294
  Conduct ASCA/business controls


49



  review


50
102
P2151

  Confirm image production system


51



  management strategy










52

P3
CONFIGURATION











53
103
P31
320
Conduct Req/Cat functional detailed fit


54



gap analysis


55
103
P311

  Confirm Req/Cat organizational


56



  hierarchy


57
103
P312

  Define the Req/Cat functional


58



  detailed fit


59
103
P313

  Resolve functional gaps for Req/Cat


60
103
P32
324
Configure Req/Cat offering


61
103
P321

  Confirm and refine “Ives Team


62



  Studio” for code tracking


63
103
P322

  Confirm and refine Req/Cat initial


64



  settings and organizational


65



  structure


66
103
P323

  Confirm and refine Req/Cat


67



  authorizations


68
103
P324

  Refine and validate final Req/Cat


69



  configuration


70
103
P33

Customize Req/Cat offering


71
103
P331

  Validate and customize Req/Cat core


72



  application change request


73
103
P332

  Refine and validate final


74



  customization for Req/Cat


75
103
P34

Produce custom Req/Cat programs


76
103
P341
276
  Validate and code bridge change


77



  requests (SAP and Req/Cat)










78

P4
EDUCATION AND TRAINING











79
102
P41

Develop customer education and training


80



strategy


81
102
P411

  Validate customer education &


82



  training objectives


83
102
P412
190
  Define the training requirements


84



  and approach


85
102
P413

  Confirm the education & training


86



  strategy


87
102
P42

Define system management processes


88
102
P421

  Define SAP correction and transport


89



  process


90
102
P422

  Define and agree on service level


91



  agreement SLA


92
102
P423

  Define and administer SAP release


93



  control process


94
102
P424

  Define Req/Cat transport process


95
102
P425

  Define and administer version


96



  control process


97
103
P43
192
Define user documentation and training


98



requirements


99
103
P431

  Define customer user audiences and


100



  requirements


101
103
P432

  Confirm user documentation


102



  requirements and standards


103
103
P433

  Conduct detailed end-user task


104



  analysis


105
103
P434

  Assess user skills and training


106



  needs


107
103
P435

  Validate end-user courses and


108



  content


109
103
P436

  Identify users and course attendees


110
103
P437

  Define and notify training


111



  attendees


112
103
P44

Develop user training documentation


113
103
P441

  Produce customer specific end-user


114



  documentation


115
103
P442

  Confirm training evaluation


116



  materials/approach with customer


117
103
P443
194
  Setup training system environment


118
103
P444

  Validate training logistics


119
103
P445
198
  Conduct pilot training with super


120



  users


121
103
P446
196
  Arrange documentation and training


122



  material production


123
103
P45

Internal (Enterprise, service provider)


124



training requirements


125
103
P451

  Identify and organize appropriate


126



  internal training


127
104
P46

Conduct end-user training


128
104
P461

  Conduct train-the-trainer sessions


129
104
P462
214, 230
  Perform training


130
104
P463
212
  Conduct new buyer training










131

P5
IMAGE











132
103
P51

Conduct image functional detailed fit


133



gap analysis


134
103
P511

  Define the image functional


135



  detailed fit


136
103
P512

  Resolve image functional gaps


137
103
P52

Configure image offering


138
103
P521

  Refine and validate final image


139



  configuration


140
103
P522

  Confirm and refine image initial


141



  settings










142

P6
I/T











143
103
P61

Establish customer network/computing


144



infrastructure


145
103
P611

  Confirm component delivery


146
103
P612

  Establish network/computing


147



  hardware/software architecture


148



  infrastructure


149
103
P613

  Ready network/computing environment


150
103
P62

Establish EDI infrastructure


151
103
P621

  Establish EDI infrastructure


152
103
P622

  Conduct trading partner testing


153



  (IT)


154
102
P623

  Confirm EDI strategy


155
102
P6231

  Setup image system environments


156
103
P6232

  Establish cutover checklist and


157



  perform pre-cutover activities for


158



  image production environment


159
104
P6233

  Validate image production support


160



  for system management


161
103
P63

Develop reporting infrastructure


162
103
P631

  Develop reporting infrastructure


163



  (LIS/EIS)


164
103
P632

  Develop DataMart extracts


165
103
P633
232
  Develop additional reports


166



  (customer/operations)


167
102
P64

Perform bridge architecture assessment


168
102
P641

  Perform bridge architecture


169



  integration point interfaces work


170



  session


171
102
P642
158
  Define bridge architecture project


172



  objectives document


173
102
P65

Validate bridge, EDI, vendor reporting


174



requirements


175
102
P651
270
  Develop and manage bridge


176



  architecture implementation work


177



  plan


178
102
P652

  Analyze EDI requirements


179
102
P653

  Determine EDI communication


180



  environment


181
102
P654

  Analyze vendor master data load


182
102
P655

  Analyze operational reporting


183



  requirements


184
102
P656

  Analyze customer requirements for


185



  DataMart implementation


186
102
P657

  Schedule and conduct weekly


187



  interlock meeting


188
102
P658

  Vendor lead client analysis


189
102
P66

Set up development/integration


190



environment


191
102
P661

  Set up SAP development/integration


192



  environment


193
102
P662

  Set up Req/Cat system environments


194
103
P67

Set up consolidation/test environment


195
103
P671

  Set up SAP consolidation/test


196



  environment


197
104
P68
218
Set up production environment


198
104
P681

  Convert vendor master into


199



  production environment


200
104
P682

  Determine EDI tasks for production


201



  environment set up


202
104
P683

  Execute SAP cutover checklist


203
104
P684

  Set up SAP production environment


204
104
P685

  Establish SAP batch schedule


205
104
P686

  Set up trading partners in


206



  production environment


207
104
P687

  Vendor lead client deployment


208
103
P688

  Establish cutover checklist and


209



  perform pre-cutover activities for


210



  SAP production environment


211
103
P689

  Establish cutover checklist and


212



  perform pre-cutover activities for


213



  e-Req/Cat production environment


214
105
P69

Refine/execute production support for


215



system management


216
105
P691
234
  Perform on-going support activities


217



  for Req/Cat


218
105
P692

  Post deployment reporting support


219
105
P693

  Develop new bridges and application


220



  extensions post go live


221
105
P694
236
  Support new EDI transactions post


222



  go live


223
105
P695

  Execute system management security


224



  support procedures


225
105
P696

  Execute data management support


226



  procedures


227
105
P697
236
  Execute EDI support procedures


228
105
P698

  Execute system management


229



  operational support desk procedures


230
105
P699

  Execute system management batch


231



  support desk procedures


232
105
P69A

  Execute system management SAPBI


233



  support procedures


234
105
P69B

  Execute system management master


235



  data support procedures


236
105
P69C

  Execute production support for


237



  system management


238
103
P6A

  Establish vendor master environment


239
103
P6A1

  Establish vendor master


240
103
P6A2

  Confirm vendor master


241
103
P6A3

  ALE configuration for VLC


242
103
P6B

Establish bridge architecture


243



infrastructure environment


244
103
P6B1
272
  Develop detail architecture


245



  requirements definition


246
102
P6C
274
Validate system infrastructure


247



requirements


248
102
P6C1
280
  Analyze current network/computing


249



  infrastructure


250
102
P6C2

  Determine network/computing


251



  requirements for project


252
102
P6C3

  Confirm and begin network/computing


253



  component acquisition


254
102
P6C4

  Order and delivery of


255



  infrastructure components










256

P7
MARKETING











257
100
P71

Participate in marketing procurement


258



consulting engagement


259
100
P711
170
  Qualify potential client


260
100
P712

  Qualify potential client e-Req/Cat


261
100
P713

  Develop assessment statement of


262



  work (SOW) e-Req/Cat


263
100
P714

  Develop assessment statement of


264



  work (SOW)










265

P8
PROCESS











266






267
102
P81
156
Customer process introduction


268
102
P811

  Conduct customer introduction to


269



  Golden procurement and A/P


270



  processes


271
102
P82

Process reviews with customer -


272



procurement and A/P


273
102
P821
344
  Review procurement processes with


274



  customer


275
102
P822
342
  Review A/P processes with customer


276
102
P83

Assess customer impact on internal


277



Enterprise workload


278
102
P831

  Identify current and potential


279



  supplier catalogs for customer


280
102
P832
340
  Perform assessment of customer


281



  purchasing business


282
103
P84

Process alignment customer/Golden


283
103
P841

  Determine GAPs between customer and


284



  golden processes


285
103
P842

  Perform process GAP resolution


286
103
P85

BMP process and procedures management


287
103
P851

  Codes and procedures


288
103
P852
348
  Update and review process


289



  management & procedures manual


290
103
P86

Supplier readiness


291
103
P861
210
  General supplier introduction


292
103
P862

  Manage trading partner - EDI


293



  suppliers


294
103
P863
346
  Establish ASAP suppliers for


295



  customer (ASAP = a SAP supplier not


296



  requiring a buyer)


297
103
P864

  Manage customer supplier outline


298



  agreements


299
103
P865

  Customer freight procedures


300
104
P866

  Supplier memo mailing










301

P9
PROJECT MANAGEMENT











302
102
P91
180
Initiate project planning


303
102
P911
160
  Confirm project scope and


304



  implementation strategy


305
102
P912

  Confirm project organization and


306



  assign resources to roles


307
102
P913

  Prepare and validate project plan


308



  and procedures


309
102
P914

  Establish project team working


310



  environment


311
102
P915

  Orient project team


312
102
P92
150
Confirm and refine project management


313



standards and procedures


314
102
P921

  Confirm and refine issue management


315



  plan


316
102
P922

  Confirm and refine project


317



  documentation


318
102
P923
152
  Confirm and refine quality


319



  assurance standards


320
102
P924

  Create team building plan


321
102
P93

Confirm implementation strategies


322
102
P931

  Confirm system configuration


323



  standards


324
103
P9311

   Customize image offering


325
103
P9312

   Validate and customize image core


326



   application change request


327
103
P93121

    Refine and validate final


328



    customization for image


329
102
P932

  Confirm CR/PTR process


330
102
P933

  Confirm testing strategy


331
102
P934

  Confirm production support &


332



  operations strategy


333
102
P935

  Confirm SAP production system


334



  management strategy


335
102
P936

  Confirm e-Req/Cat production system


336



  management stategy


337
102
P937
282
  Confirm network/computing strategy


338
102
P938

  Confirm vendor conversion strategy


339
102
P94
162
Prepare project team


340
102
P941

  Conduct kick-off meeting


341
102
P942

  Conduct project team standards


342



  meeting


343
102
P943

  Conduct project team training


344
102
P95
352
Define production support plans


345
102
P951

  Define system management SAP


346



  resource requirements


347
102
P952

  Define system management e-Req/Cat


348



  resource requirements


349
102
P953

  Define production support accounts


350



  payable plan


351
102
P954

  Define production support CSC plan


352
102
P955

  Define production support general


353



  procurement plan


354
102
P956

  Confirm SAP system authorizations


355



  for project team


356
102
P957

  Confirm Req/Cat access control list


357



  (ACL)


358
102
P958

  Define system management image


359



  resource requirements


360
102
P96

Initial quality assurance review


361
102
P961

  Initial QA review


362
103


363
&104
P97

Review project status and refine project


364



plan


365
103,


366
&104
P971

  Conduct project team status


367



  meetings


368
103


369
&104
P972

  Conduct steering committee meetings


370
101
P98

Obtain customer approval


371
102
P981

  Won bid analysis/transition to


372



  implementation team


373
102
P982

  Won bid analysis/transition to


374



  implementation team e-Req/Cat


375
101
P983

  Conduct lost bid analysis


376
101
P984

  Conduct lost bid analysis e-Req/Cat


377
104
P99

Validate production support


378
104
P991

  Validate SAP production support for


379



  system management


380
104
P992

  Validate production support for


381



  accounts payable


382
104
P993

  Validate production support for CSC


383
104
P994

  Validate production support for


384



  general procurement


385
104
P995

  Validate Req/Cat production support


386



  for system managment


387
105
P996

  Validate education & training


388



  production support activities


389
104
P9A

Perform go live project office


390



activities


391
104
P9A1

  Ensure go live check lists


392



  activities


393
104
P9A2

  Go/no-go decision for go live


394
103


395
&104
P9B

Interim quality assurance reviews


396
103


397
&104
P9B1

  Interim QA reviews


398
105
P9C
244
Post-implementation quality assurance


399



review


400
105
P9C1

  Post-implementation QA review


401
105
P9D

Production support review


402
105
P9D1

  Confirm production environment










403

PA
REQ/CAT











404
102
PA1

Identify customer responsibilities for


405



Req/Cat


406
102
PA11

  Identify country/global


407



  administrators & neg. con person


408
102
PA12

  Perform country administrator


409



  education


410
103
PA2

Prepare and load Req/Cat catalog data


411
103
PA21

  Perform Req/Cat catalogue tasks


412
104
PA3

Req/Cat production readiness


413
104
PA31

  Confirm Req/Cat for production


414



  environment


415
104
PA32

  Set up Req/Cat tables in production


416
104
PA33

  Prepare Req/Cat production copy


417
104
PA34

  Execute Req/Cat go live checklist










418

PB
SAP











419
103
PB1
254
Conduct SAP functional detailed fit gap


420



analysis


421
103
PB11
250
  Confirm SAP organizational


422



  hierarchy


423
103
PB12

  Define the SAP functional detailed


424



  fit


425
103
PB13

  Resolve SAP functional gaps


426
103
PB2

Produce custom SAP programs


427
103
PB21

  Develop and validate SAP custom


428



  programs


429
103
PB3
252
Configure SAP offering


430
103
PB31

  Confirm and refine implementation


431



  guide


432
103
PB32

  Confirm and refine SAP initial


433



  settings and organizational


434



  structure


435
103
PB33

  Confirm and refine SAP end user


436



  authorization profiles


437
103
PB34

  Refine and validate final SAP


438



  configuration


439
103
PB4

Customize SAP offering


440
103
PB41

  Validate and customize SAP core


441



  application change request


442
103
PB42

  Refine and validate final


443



  customization for SAP










444

PC
TESTING











445
103
PC1
256, 260, 322
Perform preparation activities for


446



testing (both Req/Cat and SAP)


447
103
PC11

  Confirm and refine test case


448



  templates


449
103
PC12
258, 326
  Build comprehensive test plan


450
103
PC13

  Develop test environment plan


451
103
PC14

  Create test case specifications


452
103
PC15

  Build/reuse test cases


453
103
PC16

  Determine testing tools


454
103
PC17

  Review and validate comprehensive


455



  test plan


456
103
PC2
216
Perform comprehensive testing


457
103
PC21

  Perform unit test


458
103
PC22
262
  Perform component test


459
103
PC23
264, 328
  Perform integration test


460
103
PC24

  Administer network/computing


461



  performance monitoring


462
103
PC25
266, 330
  Perform system test


463
103
PC26
220
  Perform user acceptance test


464
103
PC27

  Perform other required testing


465
103
PC271

  Support comprehensive image testing


466
103
PC28

  Support comprehensive e-Req/Cat


467



  testing


468
103
PC29

  Support comprehensive SAP testing


469
103
PC2A

  Support comprehensive image testing










470

PD
TRANSITION MANAGEMENT











471
101
PD1
172
Introduce transition management


472



(assessment)


473
101
PD11
172
  Develop initial assessment of


474



  client


475
101
PD12

  Provide transition management


476



  workshop presentation


477
102
PD2
154
Model transition management (project


478



preparation)


479
102
PD21

  Provide transition management


480



  strategy


481
102
PD22

  Evaluate cultural impact of


482



  solution


483
102
PD23
300
  Develop/confirm transition


484



  management plan


485
102
PD3

Develop communication plan (project


486



preparation)


487
102
PD31
304
  Build/confirm campaign plan


488
102
PD32
302
  Update communications trategy


489
102
PD33

  Deliver announcement/kickoff


490



  communication


491
103
PD4

Initialize transition management (design


492



and development)


493
103
PD41

  Create incentive/reward program


494
103
PD42

  Assess supplier impacts related to


495



  transition management


496
103
PD43

  Assess Enterprise support impacts


497



  related to transition management


498
103
PD44

  Design detail go live


499



  material/activities


500
103
PD45
308
  Create policy changes


501
103
PD46

  Identify/plan for security


502
103
PD47

  Detail process transition plan


503
103
PD48
306
  Detail human resources plan


504
103
PD49

  Detail employee relations plan


505
104
PD5

Ensure transition management activities


506



(deploy)


507
104
PD51
350
  Ensure new process management


508



  system in place


509
104
PD52
222
  Perform client readiness assessment


510
104
PD53

  Perform transition management go


511



  live activities


512
104
PD54
240
  Manage human resources activities


513
105
PD6

Communication (support)


514
105
PD61

  Thanks to users/suppliers


515
105
PD7

Validate transition management (support)


516
105
PD71

  Monitor human resource issues


517
105
PD72

  Assess effectiveness of transition


518



  management program


519
105
PD8

Perform post implementation survey


520



(support)


521
105
PD81
242
  Administer post go live survey


522
105
PD82

  Present and act upon survey


523



  findings










524

PE
NOT CATEGORIZED











525
104
PE1
200
Perform go live process activities


526
104
PE11

  Allocate buyer codes to commodities


527
104
PE12

  Enter blanket orders


528
. . .
PE2

Table template document


529
. . .
PE21

  Table template document









Project Assessment 101
Referring to FIG. 3 in connection with FIG. 2, project assessment phase 101 follows pre-sales phase 100, during which marketing makes its initial contact with the prospective client, or customer.
After initial contact from marketing 118, the main thrust of Assessment Project 101 is to provide an integrated, cross-functional customer solution to the client. An assessment team is led by the Business Office 120, but requires input and participation from the project leaders of Architecture 122, Transformation Management 136, Business Process 112, EDI 114, and Application Development 116.
Assessment 101 begins with a complete review of the client's current general procurement and accounts payable processes. This includes debriefing the initial marketing team 118, instructing the project leaders 126, and accumulating all other relevant data available about the client's processes, tools, and organizational structures. The Assessment Team then defines an integrated customer solution that covers technical, educational, and Human Resource issues.
The delivery of the Workshop is intended to present an overview of the customer solution, initiate discussions on process analysis and strategic implementation, and confirmation of the solution fit. Specific goals of a workshop phase within assessment stage 101 include the following:

    (1) Prepare and deliver a presentation to the customer defining the service offering, including any essential documentation on the offering, and a demonstration of the end-user tool(s), as applicable.
    (2) Collect area specific information and customer requirements on network process sourcing, procurement, accounts payable, and finance; and EDI, I/T, and transition management.
    (3) Identify high level gaps in each such area.
    (4) Identify additional high level requirements for new process support, and for conversion requirements, including requirements for commodity structure, account structure, vendor, and contracts.
    (5) Identify interface requirements, including requirements for HR, cost center, catalogs, ledger, information warehouse.
    (6) Validate accounting for project, appropriation, contract, job, tax reporting, currency, and check reconciliation.
    (7) Identify requirements for network, EDI, testing, and application development including new reports, new interfaces, and new features.
    (8) Assemble a high-level gap analysis.
    (9) Create a high-level Customer Scope Document.
    (10) Confirm the recommended solution.


At the completion of the workshop phase, the assessment team 106 convenes to develop and cost the final customer solution and proposal. At this time, the members of assessment team 106 assemble, understand, and validate the collected data; review standard proposal options with assumptions and identify items that apply to this client; create a draft of the proposal including scope, risk, schedule, and resources; review the draft with team and other project members to obtain sizing and costing information for each area; compile costing information to add to the proposal; and perform QA review of the system integration, application development, managed operations (including service delivery center (SDC), application IT, and Process Operations) proposals, and of the overall proposal.
The resulting proposal is delivered or presented to the client. Final Assessment activities include follow up query responses and, should the proposal be declined, a loss analysis. This loss analysis feeds back into assessment process 101 to improve its overall effectiveness and efficiency.
Referring to Table 4, summary tasks pertaining to assessment stage 101 are listed, together with included detail tasks. For each task, a template 440 or 520 is maintained in data base 70, and accessed by team 108 members and others through summary view 400 to track progress (including viewing, updating, sharing, and approving) during this assessment stage 101.
Project Preparation 102
Referring further to FIG. 3, project preparation stage 102 sets up the project, initializes detail planning, and models the plan for making the transition from the client's legacy system and process to the new system and process (or, offering).
A critical element of this stage is to ensure resources are assigned to transition management 136, both from the project implementation team 126 as well as from the client. During this stage the transition activities required for a smooth migration from the old client process and system to the new service offering are modeled. The result is a detailed transition management plan that is specifically designed for the client. Stage 102 tasks and deliverables include the following:

    (1) Perform analysis on the client HR environment, including organization structure and relationships, labor relations, management, administration, and end user roles and responsibilities, and the general HR environment.
    (2) Develop and approve the detailed transition management and communication plan.
    (3) Update the client specific transition management strategy.
    (4) Define the quality assurance (QA) process required to assure that a project conforms to documented standards and meets documented requirements. The purpose of this task is to confirm the quality assurance standards between Enterprise and the client, and identifies the tasks that are to be audited by the Enterprise Technical Center.

The QA review is a beneficial process for the project as it timely recognizes potential risk areas and reduces the possibility of project delays while achieving faster implementation, attaining low cost and increasing the customer's level of confidence. Deliverables of the QA review task include the following:

    (1) Confirm and refine quality assurance standards with the customer.
    (2) Confirm that technical requirements can be met.
    (3) Confirm that business and financial measurements can be met.
    (4) Confirm that the proposal is complete and the required processes have been followed.
    (5) Establish QA schedule for the project.


Integration of all critical Enterprise and client team members provides the glue to assure a smooth project. By completing the detailed tasks within project preparation stage 102, the recommended implementation standards, procedures and strategies for the project are shared with the technical and business functional members of the project team as well as with the customer. All team members have input in this process, and understand the basic procedures, once they have been agreed to. These procedures, documented in summary and detail task templates listed in Table 4, include the following:

    
    
        Configuration Standards
        CR/PTR Process
        Testing Strategy
        Production Support and Operations Strategy
        SAP System Management Strategy
        Req/Cat System Management Strategy
        Network Computing Strategy
        Vendor Conversion Strategy
    
    


Project Design and Development 103
Referring further to FIG. 3, project design and development phase 103 provides and documents in a database of templates referred to as a Playbook, the business controls, transformation management, and SAP and Req/Cat customization required for an integrated approach to a complete customer solution.
During this stage 103, business controls 132 provides a comprehensive process that identifies key control points and establishes detailed procedures to assure a quality installation. The deliverables include documentation, separation of duties, sensitive programs, logical access control, logging (audit trail), change control for tables, change control for programs, system testing, input controls, processing controls, error handling controls, output controls, balancing and reconciliation, vital records and disaster recovery, records management, reports, local area network (LAN), and country specifics, as described below:

    (1) Documentation: an assessment of the quality and completeness of existing program documentation and a determination of the degree to which programs could be efficiently reconstructed if they were destroyed.
    (2) Separation of duties: the duties of the programmer, computer operations, and user groups are reviewed to ensure that separation of duties problems do not exist. No one individual can control activities within a process (or any event in a string of events) in a way that permits errors of omission, or commission of fraud, theft, etc., to go undetected.
    (3) Sensitive programs: controls must be in place to prevent unauthorized modification and/or use of the application.
    (4) Logical access control: while programs are generally controlled by a site procedure, application data has a formal access control mechanism.
    (5) Logging (audit trail): a logging mechanism is established to ensure the audit trail is correct.
    (6) Change control (tables): a change control system is put in place to evaluate, justify and control changes to tables.
    (7) Change control (programs): a change control system is put in place to evaluate, justify and control changes to programs.
    (8) System Testing: system testing procedures are effectively planned and carried out to ensure that controls are successfully tested and documented.
    (9) Input controls: to insure accuracy and completeness of information entering an application.
    (10) Processing controls: controls are applied for entry of data into the computer application system that ensure accuracy and completeness of data during computer processing.
    (11) Error handling controls: controls for error handling and reprocessing of transactions.
    (12) Output controls: output controls ensure the integrity of the output data from conclusion of computer processing to delivery to the user.
    (13) Balancing and reconciliation: verifies that procedures to reconcile output to input are effective.
    (14) Vital records and disaster recovery: disaster recovery is designed to provide for the continuity or rapid system restoration of a business process immediately following a natural or man-made emergency or disaster.
    (15) Records management: verify that information is managed with sound business practices and controls.
    (16) Reports: verify that reports are distributed properly.
    (17) Local Area Network (LAN): Refer to ITCS 201, “Security Standards for Local Area Networks and Distributed Computing.”
    (18) Country specifics: verifies that any questions particular to this specific country are completed.


Req/Cat is a requisition and catalog product designed, developed, and maintained by Enterprise for use in systems such as those developed in this stage 103.
SAP is an financial and accounting package which an enterprise or company may license for its own use and for its customers. SAP configurators that customize package programs to fit the needs of the client are provided for use during design and development stage 103. All other installations of SAP are “off the shelf”, with the client changing its internal structures to fit SAP requirements.
Transition management is the most overlooked part of any implementation process. It is critical to address the corporate culture and personality at the earliest contact. Strategic and tactical plans may then be developed that guide the implementation through “Go Live” and for an agreed period thereafter. The purpose of transition management steps of the design and development stage 103 is to provide guidance to the development team members as they work with the client to institute policy changes that might be introduced as part of the implementation of the new process and system. Necessary changes to the legacy system are identified and a plan developed to announce and introduce changes in policy. Policy change includes key business rules that are part of the management system for purchasing and procurement. They may be associated with approval levels or procedural changes in the new system. The target is not the day to day operation but management decision and support systems that might be affected. The areas addressed include:

    
    
        Measurements (old and new)
        Management system
        Approval levels
        Supplier contacts and contracts
        Reward systems
        Incentive Plans
        Security
        Employee and user changes

All of these areas require strategic and tactical planning that includes the following steps:

    
    
    (1) Identify the current (legacy) system or process and compare it to the new process or system to be implemented to identify gaps.
    (2) Develop specific recommendations for gaps between the legacy and the new system or process, identifying the level of sensitivity and whether or not action is required as part of the transition.
    (3) Determine the announcement and transition (or, cut over) date for each action identified.
    (4) Design a communications plan to build the message and media for communicating the changes to affected parties.
    (5) Design a process transition plan to ensure the elements of change are integrated into the overall plan for the process.
    (6) Determine how the policies must be modified according to new standards and procedures
    (7) Determine what new policies and procedures will be implemented as part of the process and system.


Finally, integration of the above design and development stage 103 process steps along with the technical teams involved allow the delivery of a cross-functional solution under one unified and managed plan.
Project Deployment 104
Referring again to FIG. 3, project deployment phase 104 uses the Playbook to improve deployment of (1) quality, or application systems control and auditability (ASCA), (2) transition management, and (3) integrated project management systems and procedures.
1. Quality (ASCA)
A business controls team provides dedicated resources throughout the life cycle of the project. During the project development stage 103, this team has planned and executed an ASCA self-assessment that has covered an extensive list of technical, business, financial, and client issues. In this deployment stage 104, its members are responsible for managing an independent audit that will cover the same areas. The independent auditors then issue an acceptance position that is required before the client can “Go Live” with the new system and process. Deployment stage 104 activities include:

    (1) Create the project plan for ASCA Review preparation activities.
    (2) Determine which Enterprise organization will conduct the ASCA and business controls review.
    (3) Prepare all ASCA documentation required for the review.
    (4) Prepare all sub-process overviews and descriptions of process flow.
    (5) Ensure the test plan includes those elements of the ASCA checks required to ensure business controls, separation of duties, and authorization matrices, data integrity and security.
    (6) Create, update and complete all required documents of understanding (DOU's) & service level agreements (SLA's).
    (7) Ensure the separation of duties matrix (SOD) is current at time of final review.
    (8) Review all testing and obtain test approvals.
    (9) Ensure all approvals have been obtained and signed approval forms available for ASCA Review. These include approvals for process ownership, ASCA requirements, self-assessment and system cutover.

2. Integrated Project Management



During this deployment stage 104, project manager 126 has the task to validate and confirm that all checklists and status are acceptable prior to Go-live. This includes the readiness of all aspects of the project, and once satisfied, a review is conducted and the customer's formal sign-off for Go-live is obtained. Status transition management and client readiness assessment and confirmation activities include verification that:

    (1) No critical open issues exist in any area.
    (2) All relevant aspects of readiness have been included in the status check.
    (3) Network and computing performance testing is complete.
    (4) System test is complete.
    (5) User acceptance test is complete.
    (6) System management production environment Go-live checklist is complete.
    (7) Any needed CR's and PTR's have been generated.
    (8) Production support is in place.
    (9) Supplier readiness is reviewed and accepted.
    (10) Service provider readiness is confirmed.
    (11) Enterprise GP readiness is confirmed.
    (12) Review of the compiled check information is completed.
    (13) Customer sign-off on the Go-Live decision is obtained.

3. Transition Management



A transition management team prepares for the deployment, or “Go Live” of the client solution. During this deployment stage 104 in the project, virtually all technical problems are resolved and systems configured. The client is now ready to deploy and the human factors must be aggressively managed to assure a smooth transition from the legacy systems to the improved client solution. Transition management activities within deployment stage 104 ensure that organization, measurements, management, support, and labor relations functions are developed, explained, reviewed, understood, in place or on schedule, as appropriate.

    (1) Organization: organizational changes for Go-Live, updated communications plans, feedback mechanism for persons displaced by changes in organization, and the new organization.
    (2) Measurements: changes in measurement system, plan to cut over to the new measurements, and communications explaining the new measurements, including how they are derived, how they are used and their importance to the business.
    (3) Management: changes in management or management responsibilities, communications explaining the changes in management structure, and why it is important to the clients' organization, the management chain and path for escalation of issues, normal business reports and their use.
    (4) Support: support structure for both client and technical support.
    (5) Labor Relations: activities associated with the loss of a job role, plan to notify the affected people, communication plan for providing information to remaining employees on the reasons for the changes and for fostering support for the new process.


Integration of the cross-functional teams to accomplish the deployment of the customer solution is facilitated by use of the system and data base structure of the preferred embodiment of the invention.
Ongoing Project Support 105
Referring further to FIG. 3, project support stage 105 enables project teams, all of which have continuing responsibilities with the client after “Go Live”, to provide the required ongoing support. As with all other stages, integration of the teams through the use of the systems and methods provided by the invention, including transition management systems and methods, is greatly facilitated. It is a characteristic of the preferred embodiment that each of these areas has specific predetermined plans, actions and responsibilities, and these are audited and tracked through a GP/AP development and deployment system.
During support stage 105, transition management 136 delivers an approved detailed questionnaire with quality questions in a logical format that allows end-users to express their opinion and provide information that meets the survey objective. Support stage 105 includes a plan for communicating the survey results to the participants and taking action in response to the survey results. This stage also incorporates a continuing education plan for training new employees as well as continually updating the material so that reflects the latest version of the application.
The survey in stage 105 is structured to determine the end users' perception of the new system, system ease of use, response time from both the system and CSC (Customer Service Center), and customer knowledge level of processes and product. Results of the survey are compiled and presented to the client and Enterprise Management Teams along with action plans, time tables, expected results for approval, and implementation. A Lessons Learned document is reviewed with the project team and appropriate adjustments made for future engagements.
Project Manager 126 provides a quality function task after “Go Live”. This task aims at checking the implementation of the EPS Offering to determine if anything needs special attention or focus. It is also the formal sign-off on the final delivery of the implementation by the customer. Its deliverables include:

    (1) Customer accepts delivery of the EPS general procurement offering implementation and signs off.
    (2) Action list on issues and CR/PTR's, if applicable.
    (3) Formal transition of operational responsibility to operations 98 and support management 96.
    (4) Preliminary business benefits evaluation.


The Req/Cat and SAP technical teams 128, 138 provide ongoing reviews and improvements to the client's process through the CR and PTR processes. These are formalized, documented processes with management controls to attain cost, schedule, and customer objectives.
As part of the new business process, support center 94 is established to provide long term assistance in any area of the application solution. This includes communication of feedback, real time application assistance, and special requests for problems concerning data.
It is the planned integration of these multi-functional teams that provides an innovative solution to the customer.
Representative Path Implementation of Assessment Stage 101
Referring to FIG. 3A, a series of steps illustrating an exemplary critical path through assessment stage 101 will be described. Qualify potential client step 170, which actually pertains to pre-sales stage 100, is based on use of the detail task template P711, selected portions of which are set forth in Table 5. In step 172, using detail task template PD11, a customer transition assessment is performed. In step 174, using detail task template P111, a customer business assessment is performed. In step 176, using detail task template P117, the workshop approach is formulated. In step 178, using summary task template P12, the recommended service offering is introduced to the customer. In step 180, using summary task template P91, project planning is initiated and the project manager assigned.
While these steps 170–180 represent a path through the assessment stage 101, other summary and detail tasks designated in Table 4 as pertaining to stage 101 are typically included in the initial set of templates for this customer, and are also used as they are determined to be applicable. Selected fields of the template P711 for stage 100 step 170 are represented in the detail task template of Table 5. Some field entries are dynamic and changeable during the course of assessment stage 101. The templates are also editable for a particular project, and do not necessarily continue during use to conform to the original format.
Referring to step 170, once a potential client is identified, this client must be qualified for an offering(s) before continuing further. Information is gathered from the client or other sources about the client to determine if they are generally a match for one of the offerings. Telephone conferences or meetings may be held to gather/confirm this information and to confirm that the potential client wishes to progress towards an engagement. In step 170, the marketing team accesses template P711 in the course of qualifying a prospective customer for the assessment stage. Template 170 provides, either directly or by way of links, other documents, instructions, flow charts, and checklists for guiding and documenting the work of the marketing team through the steps for doing so. Those steps are performed by multiple people within the team and are as follows:

    1. Offering interest is communicated to BPM Opportunity Manager by Sales/Client.
    2. Client information is gathered (from sources; client phone calls, etc.) by BPM Opportunity Manager.
    
        Marketing Materials—Offering Information
        Client Qualification Questions/Tool
        Pre Assessment Data Collection
        Pre Assessment Questions
        Pre Assessment Spend, Tax, and Budgets
    
    
    3. Opportunity Manager completes initial qualification form.
    4. Opportunity Manager forwards ‘qualified’ client interest to S&P Marketing Rep.
    5. S&P Marketing Rep makes client contact to pursue assessment SOW, capture assessment scope details.
    6. S&P Marketing Rep confirms client interest and forwards client assessment scope information to process, IT, and consulting reps.

The deliverables resulting from step 170 include the following:
    
        Qualified client
        Client background information
        Marketing Materials—Offering Information
        Client Qualification Questions/Tool
        Pre Assessment Data Collection
        Pre Assessment Questions
        Pre Assessment Spend, Tax, and Budgets
        Initial Qualification Form
        Request for Assessment SOW (provides Assessment scope)

An attachment including either a blank template or an example from a previous offering is linked to template P711 for each of the above deliverables for use by members of the team executing this step 170.

    
    









TABLE 5





DETAIL TASK: QUALIFY POTENTIAL CLIENT
















CREATION STATUS



Category:
Project Management


Team:
Marketing


Offering type:
Req/Cat, SAP, Req/Cat&SAP


Stage:
0. Pre-Sales


Doc owned by:
J. M.


Doc created by:
J. M.


Dev status:
Edit 2


IMPORTANCE BUTTONS


Education:
Yes


Certification:
Yes


Auditable:
Yes


Critical path:
Yes


IMPLEMENTATION


Task order:
1


% complete:
80%


Executed by:
Enterprise


Performed by:
Marketer


Priority:
High


Work effort:
Days


Sequence:


Support Resources:
Accounts Payable Analyst, Assessment



Team, Customer, Procurement Analyst,



Project Manager


DETAIL TASK DETAILS


Prerequisites:







Client expresses interest in an offering; or an Enterprise client


rep/exec indicates their client may have an interest.


Request is routed to the Opportunity Manager for initial


qualification.


Task steps:








1.
Offering interest is communicated to BPM Opportunity Manager


2.
BPM Opportunity Manager gathers additional client



information (from sources; client phone calls, etc.) using


3.
Opportunity Manager completes Initial Qualification Form.


4.
If the opportunity is not qualified, transfer interest/



client potential to alternate offering or respond to



Enterprise Client rep that client doesn't suit any



Enterprise offering.


5.
Opportunity Manager forwards ‘qualified’ client interest to



S&P Marketing Rep together with completed forms.


6.
S&P Marketing Rep makes client contact to pursue Assessment



SOW, capture Assessment scope details


7.
S&P Marketing Rep confirms client interest and forwards



client/Assessment scope information to Process, IT, and



Consulting reps. At this time, the S&P Rep will request an



Assessment SOW be built.







Methodology attachments:


Opportunity Management Process Flow ->


Marketing Materials - Offering Information ->


Client Qualification Questions/Tool ->


Pre Assessment Data Collection ->


Pre Assessment Questions ->


Pre Assessment Spend, Tax, and Budgets ->









Referring to step 172, a transition management team accesses template PD11 in the course of performing a customer transition assessment, the objective of which is to obtain understanding of the prospective client's business and HR operation and infrastructure. A transition management questionnaire is linked from template PD11 and is used to target specific areas to provide insights to the client's operation in the following key areas:

    Business Organization/Structure
    Business Processes
    Measurements
    Management Systems
    HR Considerations.


Template PD11, a sample of which is provided in Table 6, provides, either directly or by way of links to other documents, instructions, flow charts, sample questionnaires, report models and checklists for guiding, coordinating and documenting the work of the transition management team through the steps for doing so.







TABLE 6





DETAIL TASK: DEVELOP INITIAL ASSESSMENT OF CLIENT
















CREATION STATUS



Category:
Transition Management


Team:
Transition Management


Offering type:
Req/Cat, SAP, Req/Cat&SAP


Stage:
1. Engagement Assessment


Doc owned by:
C. L.


Doc created by:
O. F.


Dev status:
Approved


IMPORTANCE BUTTONS


Education:
Yes


Certification:
Yes


Auditable:
No


Critical path:
No


IMPLEMENTATION


Task order:
1


% complete:
100%


Executed by:
Service Provider


Performed by:
Communications Manager


Support Resources
Customer, Project Manager


Priority:
High


Work effort:
Days







DETAIL TASK DETAILS


Description:


Initial Assessment:


Within the Assessment stage, the prospective client will be asked


to complete questionnaires from different disciplines These


completed questionnaires will allow the Enterprise TC to obtain


understanding of the prospective clients business and HR


operation and infrastructure. The transition management


questionnaire will target specific areas and is intended to


provide insights to the clients operation in the following key


areas:


Business Organization/Structure


Business Processes


Measurements


Management Systems


HR Considerations


Note: Please see the recommended “Transition Management


Questionnaire” included as an attachment.


Analysis:


Once the prospective client has completed the questionnaire,


analysis activities must take place. It is imperative that the


responsible team member participates in this activity to gain a


better understanding of the complexity and customization required


in the transition plans and programs as well as customizing the


Transition Management presentation for the workshop.


Consideration must be given to each aspect of the workshop


presentation. Adjustments should be made to the workshop


presentation based on the prospective client's unique situation


and will include:.


Human resources changes


Changes in roles and responsibilities


Organized Labor/Union activities


Organizational impacts


Supplier relationships


Changes in individual roles and responsibilities


Management System/Measurement System Changes


The objective is to get an early identification of those key


areas where change will take place and make sure they are


recognized with an action plan through the strategy and


transition management plan.


Prerequisites:


The prospect has been qualified by marketing and the decision is


made to pursue this as an opportunity for EPS services offering.


Client Questionnaire (Transition Management)


During this period the client will be asked to participate and


respond to questions from several disciplines From a transition


management perspective, this same process will be used to gather


initial information to help frame the first view of the client


transition management needs. The questionnaire is intended to


assist with the customization of the TM presentation at the


client workshop. In addition it will help update the strategy


for the client and frame the specific transition management plan


for the client.


The process for managing the client questionnaire is as follows:


Contact the project manager or workshop coordinator to ensure the


transition management questionnaire is included in any


consolidated client questionnaire package that is being used.


If the assessment is being managed by the Enterprise Consulting


Group (ICG), contact the engagement manager and ensure the


transition management questionnaire is part of their engagement


material. You should require that they have the document


completed as part of their deliverables.


Work with the project manager or workshop coordinator to


determine who in the client account is responsible for HR and


ensure that person will respond to the questionnaire. The client


HR person responsible for responding to the questionnaire will


respond with the client view of changes that will impact the


various populations affected by the implementation. This will


primarily be process users, administration, direct management of


the process at the client location. The HR representative from


the client must be able to properly reflect the roles and


responsibilities of the affected areas within the client as well


as respond to questions relative to client culture, behavior, and


management system.


Review the questionnaire to ensure all questions are applicable


to this client. If any questions are not applicable, they may be


deleted prior to deliver to the client.


Provide the questionnaire to the client and be prepared to


respond to any inquiries for clarification. It should take only


a few days for the client to complete this questionnaire and


return to you. Set a target date of three working days for


return of the questionnaire.


Analysis:


Receive the completed questionnaire from the client and review


for omissions. It may be necessary to visit with the client to


ensure understanding.


Document any unique circumstances that might be identified by the


client. If there are activities within the client account that


will make the transition more difficult, it should be noted here.


These might be things like, recent plant/location closing,


downsizing, layoffs, re-organizations, labor issues, recent job


role changes, etc.


It will be useful to use the workshop presentation as a reference


guide when analyzing the questions. Since the workshop


presentation will be customized to reflect the client


environment, it will serve as a checklist to ensure the analysis


covers all affected areas. This will ensure all aspects of the


client transition management issues are addressed and a plan in


place to manage..


Deliverables:


Updated Workshop Presentation on Transition Management


Methodology attachments:


Sample Initial Client Questionnaire ->


Sample Workshop Presentation ->


Step Checklist:


Use the following to track completion of each step:


Client Questionnaire (Performed by Comm. Mgr.)








Step Status
Description


1.
Contact the project manager or workshop



coordinator to ensure the transition



management questionnaire is included in any



consolidated client questionnaire package



that is being used.


2.
If the assessment is being managed by the



Enterprise Consulting Group (ICG), contact



the engagement manager and ensure the



transition management questionnaire is part



of their engagement material.


3.
Work with the project manager or workshop



coordinator to determine who in the client



account is responsible for HR and ensure



that person will respond to the



questionnaire.


4.
Review the questionnaire to ensure all



questions are applicable to this client.


5.
Provide the questionnaire to the client and



be prepared to respond to any inquiries for



clarification.







Analysis (by Communications Manager)








1.
Receive the completed questionnaire from



the client and review for omissions


2.
Document any unique circumstances that



might be identified by the client.









The Initial Client Questionnaire presents a spread sheet to be completed which asks for the following for each of several categories of expenditures: total spent, total spent via purchase order, total spent via blanket purchase order, total spent with core suppliers, total number of invoices, number of manual invoices, number of automated invoices (EDI), total number of suppliers, number of invoices paid via electronic funds transfer (EFT). The categories include marketing and advertising, information technology, third party maintenance, telecom equipment, facilities, human resources, business resources, with each of these including several more detailed line items.
Also, a link is provided to a human resources questionnaire to be completed. A sample questionnaire is set forth in Table 7.







TABLE 7





SAMPLE HUMAN RESOURCES QUESTIONNAIRE

















Human Resources



The following questions should be answered and the results used



to determine specific actions. These actions may include changes/



actions for inclusion in the communications plan, the



transition management plan or both.



The firm's human resources department must play a critical role



in the development of this document and the actions that are



developed as a result of this analysis. HR must be in agreement



with any action taken.



Affected Individuals



How many users (requesters/approved) will be affected by the



implementation



Identify numbers affected by:



 Department



 Function



 Responsibility (requestor/approver)



Identify the key roles that will be affected by the



implementation:



 By Department



 By Function



To what degree will the role change for those individuals



affected by the implementation?



To what degree will the responsibilities change for those



affected by the implementation?



 By Department



 By Function



 By Requestor



 By Approver



What jobs/tasks (if any) will be eliminated as a result of the



implementation?



What has been the business response to job eliminations in the



past?



What jobs/tasks (if any) will be added as a result of the



implementation?



Organization



What changes in organization structure will occur due to the



implementation?



 Illustrate a “before and after” picture.



 Provide details of all changes and include new roles/



 responsibilities.



What changes in reporting structure will occur due to the



implementation?



 Illustrate a “before and after” picture.



 Provide details of all changes and include new roles/



 responsibilities.



Management Systems



What changes will be implemented in the management system as a



result of the implementation?



What changed in measurements will be implemented as a result of



the implementation?



Labor structure



Is there an active labor organization within the business?



If the answer to this is yes, the local management labor



relations team must be involved in the development of the



assessment. They should take the lead on any activity/changes



that might affect their relationship with the labor union. As



the representative of the firm, the management labor relations



team will be addressing the following areas and are responsible



to develop a plan to deal with any/all labor relations issues



that might arise as a result of the implementation.



Are the workers affected by the above changed represented by a



labor organization?



What is the schedule for contract negotiation?



What affect (if any) will the implementation have of current work



rules?



What affect (if any) will the implementation have on roles/



titles/responsibilities covered under the current collective



bargaining agreement?



What actions are needed to manage any required changed in the



current collective bargaining agreements?



Supplier Relationships



How many suppliers will be affected by the implementation?



What changes will occur to the supplier base as a result of the



implementations?



Identify those suppliers that will no longer be engaged after the



implementation



Identify any contractual relationship with supplier that must be



altered/severed.



Ensure the business legal department is engaged with any case of



having to break a contract. The (the legal department) will



manage any elements that might potentially be litigious.



Identify any changes in roles/responsibilities or suppliers as



a result of the implementations



Is the relationship with the suppliers more on a personal basis



rather than a business (arms length) basis?



How will be process change relative to the supplier/buyer



interaction?



What buyers will be affected by the implementation and how will



their roles/responsibilities differ from before the



implementation?










In step 174, the assessment team accesses template P111 in the course of performing a customer business assessment, the objective of which is to assess the client's commodity profile, pricing and process flow and allow the service provider or Enterprise to determine the best course of action relative to the structure of the offering and better understand the client's buying profile and inputs and outputs. Template P111 provides, either directly or by way of links to other documents, instructions, flow charts, sample questionnaires, report models and checklists for guiding, coordinating and documenting the work of the assessment team through the steps for doing so. Table 8 illustrates selected fields from template P111 Perform Customer Business Assessment.







TABLE 8





DETAIL TASK: PERFORM CUSTOMER BUSINESS ASSESSMENT
















CREATION STATUS



Category:
Process


Team:
Assessment


Offering type:
Req/Cat Implementation Only, e-Req/Cat



Implementation Only, SAP



Implementation Only, Req/Cat&SAP



Implementation, Assessments


Stage:
1. Engagement Assessment


IMPORTANCE BUTTONS


Education:
Yes


Certification:
Yes


Auditable:
Yes


IMPLEMENTATION


Executed by:
Service Provider


Performed by:
Assessment Team


Support Resources:
Accounts Payable Analyst, Customer,



Network Specialist, Marketer,



Procurement Analyst, Project Manager







DETAIL TASK DETAILS


Description:


This set of steps will assist with analysis and assessment of the


clients commodity profile, pricing and process flow. It will also


allow the service provider/Enterprise to determine the best


course of action relative to the structure of the offering and


better understand the client's buying profile and inputs and


outputs.


This set of activities results in gathering client information,


analyzing the data and documenting recommendations to improve the


client's sourcing & procurement business practices. An


additional deliverable is input to development of a proposal to


provide this client with S&P BPM outsourcing


In one alternative for performing the assessment, the prospective


client will be asked to complete questionnaires from different


disciplines. These completed questionnaires will allow the


Enterprise TC (Assessment Team) to obtain understanding of the


prospective client's business, operations and infrastructure.


The objective is to get an early identification of those key


areas where change will take place and make sure they are


recognized as a gap - either to current client practice or to the


standard offering.


Prerequisites:


The prospect has been qualified by marketing and the decision is


made to pursue this as an opportunity for EPS services offering.


Acceptance by client of Assessment SOW (optional, not fee-based


if answering an RFP)


Task steps:


Conduct a non-production buy analysis


Purchase order file data collection (corporate sources)


AP file data collection


Validation of findings


If the process or IT personnel are not directly supporting (not


on the assessment team): Participate in weekly teleconference


with assessment team to determine the path the engagement is


heading and provide guidance and respond to questions from the


assessment team


Conduct Site Visits as required to gain first hand knowledge and


assist with analysis


interviews


process review


data collection


Contract/Service Review - detailed data collection specific to


contract composition/standards, process to establish and current


‘special/extended’ agreements with supplier


Perform a strategic commodity assessment on the specified subset


of commodities (from the SOW scope)


Review universal market basket


Review inputs, outputs and process flow to determine


applicability of replacing paper invoices with images


Review and perform operational/cost analysis


sourcing and procurement process review - includes Obtain client


team roles/responsibility matrix for understanding and analysis


of how the client uses their resources for procurement and look


for opportunities to improve efficiency at the client location.


AP process review-


procurement cost data collection - budget & full-time


Equivalents (FTEs)


AP cost data collection - budget & full-time Equivalents (FTEs)


ensure cost data includes IT support, software licenses,


hardware, storage cost etc


validation of findings


Analyze completed questionnaires < if the send questionnaire;


receive client provided data alternative is used. this is an


alternate method to working hand-in-hand with a client core team


to compile information in the same areas. the questionnaires


here would be the general set of questions -->


profile2.doc/profile2.1wp and busass.123>


Document any unique circumstances that might be identified by the


client. If there are activities within the client account that


will make the transition more difficult, it should be noted here.


System Application Support - Obtain support information - 


resources, annual expense (in-house, subcontracted, outsourced).


Where possible, gather the following information for elements of


I/T that will affect Req/Cat, SAP or Image. These should be


reported separately for easier use by specific teams.


Enterprise Architecture


Vendor master base


Network infrastructure


Current desktop footprint standard(s)


Human Resources Application


Ledger Application


Accounting Application


Information Warehouse or operational data repository


Approval mechanisms for Requisitions and POs


Account to commodity relationships


Source of info for tax rates


EDI


Deliverables:


Current Process Model


A hierarchical representation of the existing activities of the


enterprise, or a portion of it, showing the interactions among


those activities, including the movement of data between them.


The model is both a textual and graphical representation of those


functions and processes within the boundary of the project. The


textual portion consists of the process names and descriptions,


descriptions of the activities that make up each process, and any


related comments. The textual portion also describes the


information and physical things flowing in and out of each


process. The graphical representation consists of diagrams of


the flows entering and leaving each process.


Current Information Technology Architecture


A graphical representation of the existing


applications/datastores and platforms that support the


enterprise, or a portion of it, showing the interactions among


those applications, including the movement of data between them.


Recommended improvement actions


Methodology attachments:


Sample Initial Client Questionaire ->


Profile2 (for details to answer question 9) ->


Sample Workshop Presentations->









In step 176, the assessment team and project manager access template P117 in the course of formulating a workshop approach, the objective of which is to provide guidance in developing the business case associated with this engagement and assist with the preparation of different-business options based on the results of the assessment. Template P117 provides, either directly or by way of links to other documents, instructions, flow charts, sample questionnaires, report models and checklists for guiding, coordinating and documenting the work of the assessment team through the steps for doing so. These steps include (1) assembling a Customer Business Assessment Information and review, (2) determining the most appropriate offering to be developed for the client, (3) confirming business processes high level fit to recommended offering, (4) validating and documenting business reasons for investing in workshop, (5) reviewing with project management for critique and approval to proceed, and (6) validating Recommended Service Offering during workshop. The deliverable is a business CAS standard documentation template.
In step 178, the assessment team, accesses summary template P12 in the course of introducing a recommended service offering to the customer. The tasks described in this segment guide the service provider to present the final offering to the prospective client and guide the development of the business case for the project office and team. Template 178 and its subsidiary detailed templates provide, either directly or by way of links to other documents, instructions, flow charts, sample questionnaires, report models and checklists for guiding, coordinating and documenting the work of the assessment team through the steps for briefing the customer on the suggested offering, identifying and confirming client gaps to the standard offering, providing a high level customer scope document, completing the business case document, and drafting a document of understanding (DOU). Guidelines for the approver of this step, as for others, include the following:
(1) Is the process documented as it is currently being performed? (2) Are the SAP actions and steps documented correctly? (3) Is the document complete? (4) Has the standard process been communicated or is there a plan to communicate it? (5) Are the metrics identified from the customer's point of view? (6) Are users trained or is there a plan to train them?
In step 180, which may positioned as a final step in the assessment stage or as an initial step in the project preparation stage, the project office accesses template P91 and its subsidiary detailed templates in the course of initiating project planning, including assigning a project manager. After the Engagement Assessment stage has been concluded, actual detailed planning for the realization of the project can be initiated. Based on the findings in the Assessment, the scope and general size and effort required for implementing the EPS offering for the customer is known and can be broken down into a manageable project and resource plan including budgets. Once the plan has been developed and the resource requirements are known, the project team member qualifications can be determined both from the Customer and the service provider organizations. Once the team members have been identified and the project plan mapped out in detail and the project infrastructure has been validated, the project is introduced to the assembled project team prior to conducting the official kick-off meeting for the project. Summary task template P91 and its subsidiary detailed task templates provide, either directly or by way of links to other documents, instructions, flow charts, sample questionnaires, report models and checklists for guiding, coordinating and documenting the work of the project manager and assessment team through the steps for doing so, including (1) confirming the project scope and implementation strategy, (2) confirming project organization and assigning resources to roles, (3) preparing and validating project plan and procedures, (4) establishing project team working environment, and (5) orienting the project team. A check list is provided listing the deliverables and their status for tracking of these steps, including a realistic project plan and budget is signed off by the customer based on the assessment, the project team members are identified and committed based on requirements for qualifications, the project infrastructure, all inclusive, is agreed upon and established, and the project is communicated and bought into by project team members from both the service provider and the customer.
ADVAMTAGES OVER THE PRIOR ART
It is an advantage of the invention that there is provided a system and method for evaluating a client's general procurement and accounts payable (GP/AP) system.
It is an advantage of the invention that there is provided an optimized solution for out-sourcing procurement of goods and services.
It is an advantage of the invention that there is provided a system and method for training service providers.
It is an advantage of the invention that there is provided a system and method for managing service providers to assure quality of service.
It is an advantage of the invention that there is provided a system and method for managing a project.
It is an advantage of the invention that there is provided an optimized general procurement and accounts payable system characterized by lower costs, a paperless process, and more comprehensive service with a shorter cycle time.
ALTERNATIVE EMBODIMENTS
It will be appreciated that, although specific embodiments of the invention have been described herein for purposes of illustration, various modifications may be made without departing from the spirit and scope of the invention. In particular, it is within the scope of the invention to provide a computer program product or program element, or a program storage or memory device such as a solid or fluid transmission medium, magnetic or optical wire, tape or disc, or the like, for storing signals readable by a machine, for controlling the operation of a computer according to the method of the invention and/or to structure its components in accordance with the system of the invention.
Further, each step of the method may be executed on any general computer, such as an IBM System 390, AS/400, PC or the like and pursuant to one or more, or a part of one or more, program elements, modules or objects generated from any programming language, such as C++, Java, Pl/1, Fortran or the like. And still further, each said step, or a file or object or the like implementing each said step, may be executed by special purpose hardware or a circuit module designed for that purpose.
Accordingly, the scope of protection of this invention is limited only by the following claims and their equivalents.

## Claims

1. A web-enabled, enterprise team integrated process for assessing a general procurement and accounts payable system for a client, including:
maintaining a database of templates describing procedures for assessing said general procurement and accounts payable system;
serving said templates to enterprise team members operating terminals for coordinating, recording and tracking team activities with respect to assessing said system, said serving including:
generating a summary view from said database;
displaying said summary view, said summary view comprising a folders and views section, a task title display and selection area, a task creation button, wherein said folders and views section, said task title display and selection area, and said task creation button, visually appear together in a single contiguous display area within said summary view;
said folders and views section including category buttons relating to categories of tasks for assessing said general procurement and accounts payable application,
said task title display and selection area adapted to include buttons for selecting tasks pertinent to said categories of tasks,
said buttons for selecting tasks identifying said tasks which may be so selected,
said buttons for selecting tasks adapted to be displayed in said task title display and selection area in response to a selection of a button of said category buttons;


operating a plurality of web-enabled user terminals to access via a server said database for coordinating tasks by a plurality of enterprise teams implementing said procedures, said teams executing procedures defined by tasks described by said database of templates and presented in a task description view responsive to user selection of a task selection button comprising at least each of procedures for:
qualifying said client;
accumulating data to said database via said task description view describing existing processes, tools, and organizational structure of said client;
defining in said database via said task description view an integrated client solution incorporating technical, educational, and human resources aspects; and
delivering a workshop presentation to said client of a service offering including said data and said solution.

2. The process of claim 1, said teams further with reference to said templates executing procedures comprising at least each of:
determining client requirements with respect to system parameters, said determining client requirements comprising at least determining requirements pertinent to network process sourcing, procurement, accounts payable, finance, electronic data interchange, information technology, and transition management;
determining gaps between said service offering and said requirements;
determining requirements for new process support, monetary conversion, commodity structure, account structure, vendor, and contracts;
determining interface requirements for human relations, cost center, catalogs, ledger, information warehouse;
determining client network, EDI, testing, reporting, interfaces and features requirements; and
preparing and presenting a solution proposal including said service offering adapted by solutions for said gaps and for said requirements to said customer.

3. A program storage device readable by a machine, tangibly embodying a program of instructions executable by a machine to perform a method for assessing a general procurement and accounts payable system for a client, said method comprising:
maintaining a database of templates describing procedures for assessing said general procurement and accounts payable system;
serving said templates to enterprise team members operating terminals for coordinating, recording and tracking team activities with respect to assessing said system, said serving including:
generating a summary view from said database;
displaying said summary view, said summary view comprising a folders and views section, a task title display and selection area, a task creation button, wherein said folders and views section, said task title display and selection area, and said task creation button, visually appear together in a single contiguous display area within said summary view;
said folders and views section including category buttons relating to categories of tasks for assessing said general procurement and accounts payable application,
said task title display and selection area adapted to include buttons for selecting tasks pertinent to said categories of tasks,
said buttons for selecting tasks identifying said tasks which may be so selected,
said buttons for selecting tasks adapted to be displayed in said task title display and selection area in response to a selection of a button of said category bottoms;


operating a plurality of web-enabled user terminals to access via a server said database for coordinating tasks by a plurality of enterprise teams implementing said procedures, responsive to task definitions defined by said templates said teams executing procedures comprising at least each of:
qualifying said client;
accumulating data describing the existing processes, tools, and organizational structure of said client;
defining an integrated client solution incorporating technical, educational, and human resources aspects; and

delivering a workshop presentation to said client of a service offering.

4. The program storage device of claim 3, said teams, further responsive to task definitions defined by said templates, executing procedures comprising at least each of:
determining client requirements with respect to system parameters, said determining including determining requirements for each of network process sourcing, procurement, accounts payable, finance, electronic data interchange, information technology, and transition management;
determining gaps between said service offering and said requirements;
determining requirements for new process support, monetary conversion, commodity structure, account structure, vendor, and contracts;
determining interface requirements for human relations, cost center, catalogs, ledger, and information, warehouse;
determining client network, EDI, testing, reporting, interfaces and features requirements;
preparing and presenting a solution proposal including said service offering adapted by solutions for said gaps and for said requirements to said customer.

5. A web-enabled, enterprise team integrated system for assessing a general procurement and accounts payable system for a client, including:
means for maintaining a database of templates describing procedures for assessing said general procurement and accounts payable system;
means for serving said templates to enterprise team members operating terminals for coordinating, recording and tracking team activities with respect to assessing said system, said serving including:
generating a summary view from said database;
displaying said summary view, said summary view comprising a folders and views section, a task title display and selection areas a task creation button, wherein said folders and views section, said task title display and selection area, and said task creation button, visually appear together in a single contiguous display area within said summary view;
said folders and views section including category buttons relating to categories of tasks for assessing said general procurement and accounts payable application,
said task title display and selection area adapted to include buttons for selecting tasks pertinent to said categories of tasks,
said buttons for selecting tasks identifying said tasks which may be so selected,
said buttons for selecting tasks adapted to be displayed in said task title display and selection area in response to a selection of a button of said category buttons;


means for operating a plurality of web-enabled user terminals to access via a server said database for coordinating tasks by a plurality of enterprise teams implementing said procedures, said enterprise teams executing each procedure described by said database of templates, said procedures including at least procedures for:
qualifying said client;
accumulating data describing existing processes, tools, and organizational structure of said client;
defining an integrated client solution incorporating technical, educational, and human resources aspects; and
delivering a workshop presentation to said client of a service offering.

6. The system of claim 5, said procedures further including:
determining client requirements with respect to system parameters, including requirements for each of network process sourcing, procurement, accounts payable, finance, electronic data interchange, information technology, and transition management;
determining gaps between said service offering and said requirements;
determining additional requirements for new process support, monetary conversion, commodity structure, account structure, vendor, and contracts;
determining interface requirements for human relations, cost center, catalogs, ledger, information warehouse;
determining client network, EDI, testing, reporting, interfaces and features requirements;
preparing and presenting a solution proposal including said service offering for said requirements adapted by solutions for said gaps to said customer.