ref : IT Strategy and master plan
The client is a longstanding energy producer with a large number of applications covering a wide business scope:
- Procurement and purchase management
- Production and inventory management
- Geographical information and maintenance management
- Finances
Every new project suggested by the business lines undergoes a lengthy decision-making process, and it is difficult to find the budgets and resources needed to present, plan, and kick off projects.
Insyco proposed to assist the client in identifying and communicating its strengths:
Insyco’s first action involved determining how the IS department worked, the roles it fulfilled and its scope of work. At the same time, projects in the portfolios were audited as well as projects that were “unidentified” yet had a genuine impact on business. The analysis revealed a fresh understanding of the dependencies and coupling between various projects, and needs were mapped with the business lines. The company’s strategic directions give rise to an IT strategy that requires business, organizational, functional, technical, and application concerns to all be covered in the target architecture. Insyco drafted the target architecture and presented it to management. A gap analysis between the existing and target situations helped determine the information system path in different scenarios. For each scenario, resources and constraints were identified and compared to existing resources, particularly in terms of implementation costs. This led to the definition of a road map that integrates priority-setting for projects with forecasts, risk assessment and cost assessment. The client was able to roll out this road map with Insyco, preventing clashes between the different viewpoints, while effectively adapting the company strategy.
ref : ERP migration
The client is a world leader in secure communication systems for the transportation industry. After defining a new core model for all the group’s management applications, the pilot entity had less than one year to switch over to the target solution:
- SAP ECC 6
- Very broad functional coverage
- 7,000 company employees
- Integral migration of live data
Insyco supported the data migration team in making the switchover to the new ERP secure:
To guarantee that the data migration, a crucial component in this type of project, was successful, Insyco offered expertise grounded in the multi-disciplinary knowledge of its employees. The data migration programs in the source ERP were controlled for the entire Finance, Logistics, Manufacturing, and Business Management domains. The data map between the two systems â the most complex aspect â was determined in conjunction with the business owner and key users of each domain. Large volumes of data were handled and reconciled with an ETL and several accessory tools. Our fine-tuned analyses helped reduce data reconciliation gaps in the iterative process. By drawing on the full spectrum of technical, product, business, and relationship skills of our seasoned IT consultants, we helped bring the project to a successful conclusion.
Tool benchmarking
Our client, a leading consultant in auditing, accounting, taxation, and legal affairs, used an ERP that handled:
- Â time tracking and expense receipt entry
- Â general accounting, accounts receivable and payable, project accounting, purchasing and training
The existing ERP was not satisfactory to all users. The staff processes could be fastidious, particularly for smaller offices outside of Paris. The client was seeking to change the ERP and consulted off-the-shelf solutions.
Insyco offered its support to meet the following objectives:
To build the solution reliably, Insycoâs approach included redefining the specifications. This work determined:
Insyco wrote the specifications based on its interviews of the CIO and of managers from the various functional domains. With Insyco’s assistance, the client short- listed the best off-the-shelf solutions matching its specifications, drawing on:
After launching the call for tenders, the client and Insyco analyzed the bids against a scorecard ranking choices by importance (i.e. level of functional coverage, number of specifics, technologies proposed, budget, implementation methodology, expected involvement of resources, teams proposed, etc.). This methodology helped the client secure an arrangement in line with its operational and budget objectives for changing the ERP.
ref : Migration and version upgrade
The client manages purchasing, inventory and finance for around 500 subsidiaries in Europe with its ERP. With the current version about to become unsupported, the question arose whether it would be better to choose a standard upgrade or fresh implementation. The cost of migration had to be compared to the functional advantages of the new version. Finally, the client sought to keep the number of customized developments down to streamline maintenance.
The client asked Insyco to provide support throughout all phases of migration:
Scoping provided an estimate for the migration of ERP instances used by the client. The scoping study had to present all project phases, the skills needed for each phase, and the workload for each profile. It also presented different migration scenarios, showing the impacts on resources, costs and risks in relation to the time needed for deployment. After measuring the technical and functional impacts of the migration possibilities, Insyco identified and costed two migration scenarios with a comparable scope, and workshops with the client determined which one was the best. The project plan was refined, a plan was defined for the management of the project environments, and a project team was formed. Fresh implementation of the ERP was chosen. That implied the major challenge of converging the business line processes of all 500 subsidiaries and cleaning up data to be transferred. Another challenge was to streamline the ERP instances of the groupâs entities into a single application, while maintaining a SLA meeting international standards (i.e. available 24/7). Insyco set up and steered working groups on some key topics and processes:
The working groups participated in aligning the processes and drafting the specifications as well as acceptance testing and validating the data migration. Insyco provided support from the pilot phase through to deployment in the subsidiaries, including setting parameters and migration of specifics. This complex project was completed in one year and three months â a proud achievement not just for Insyco, but also for our client.
ref : Stratégie IT et Schéma directeur des outils
Le client est un producteur dâĂ©nergie historique qui dispose dâun grand nombre dâapplications, pour couvrir un large pĂ©rimĂštre mĂ©tier :
- Procurement et gestion des achats
- Gestion de la production et des stocks
- Informations géographiques et gestion de la maintenance
- Finances
Chaque nouveau projet Ă©voquĂ© par le mĂ©tier connait un cycle extrĂȘmement long de dĂ©cision et il est difficile de trouver les budgets et ressources pour dĂ©fendre, planifier et dĂ©marrer le projet.
ref : Benchmark des outils
Notre client, acteur de rĂ©fĂ©rence de lâaudit, du conseil, et des services comptables, fiscaux et juridiques, utilise un ERP couvrant les domaines de :
- La saisie des temps et des notes de frais
- La comptabilité fournisseurs, clients, générale, la comptabilité projet, les achats et la formation
LâERP actuel nâapporte pas entiĂšre satisfaction aux diffĂ©rentes populations dâutilisateurs : Les processus opĂ©rationnels sont parfois fastidieux, notamment pour les activitĂ©s des bureaux en rĂ©gions. Face Ă cette situation le client souhaite changer dâERP et consulter les solutions du marchĂ©.
Insyco propose un accompagnement qui répond aux objectifs suivants :
Afin de fiabiliser la construction de la solution, Insyco opte pour une approche de redéfinition du cahier des charges. Ce travail restitue :
Insyco rĂ©dige le cahier des charges Ă partir dâinterviews des responsables des diffĂ©rents domaines fonctionnels et du responsable des systĂšmes dâinformation. A lâaide dâInsyco, le client dresse une short list des meilleures solutions du marchĂ© au regard du cahier des charges en sâappuyant sur :
AprĂšs lancement de la consultation, le client et Insyco analysent les offres à lâaide dâune grille de scoring valorisant les critĂšres de choix pondĂ©rĂ©s (niveau de couverture fonctionnelle, nombre de spĂ©cifiques, technologies proposĂ©es, budget, mĂ©thodologie dâimplĂ©mentation et implication attendue des ressources, Ă©quipes proposĂ©es, etcâŠ). Cette mĂ©thodologie permet au client de sĂ©curiser une dĂ©marche en ligne avec ses objectifs opĂ©rationnels et budgĂ©taires dans le cadre dâun changement dâoutil.
ref : Bascule dâERP
Le client est un leader mondial dans les systĂšmes de communication sĂ©curisĂ©e pour les transports. AprĂšs dĂ©finition dâun nouveau core model pour lâensemble des applications de gestion du groupe, lâentitĂ© « pilote » doit basculer en moins dâun an vers la solution cible :
- SAP ECC 6
- Couverture fonctionnelle trĂšs large
- 7000 collaborateurs dans lâentitĂ©
- Reprise intégrale des données vivantes
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ref : Migration et changements de versions
Le client gÚre les achats, les stocks et la finance pour environ 500 filiales en Europe avec son ERP, lequel arrive en fin de support dans sa version actuelle. La question du chemin de migration par ré-implémentation ou upgrade standard se pose. Par ailleurs le coût de la migration est à mettre en regard des apports fonctionnels de la nouvelle version. Enfin, le client aimerait réduire le nombre de développements spécifiques pour rationaliser son activité de maintenance.
Le client a demandĂ© Ă Insyco de lâaccompagner sur les diffĂ©rentes phases de son projet de migration :
Le but de l’Ă©tude de cadrage est de fournir une estimation pour la migration des instances de l’ERP utilisĂ©es par le client. LâĂ©tude doit prĂ©senter les diffĂ©rentes phases du projet, les compĂ©tences nĂ©cessaires aux diffĂ©rentes phases du projet et les charges par profil. LâĂ©tude prĂ©sente diffĂ©rents scĂ©narios pour la migration, permettant de voir les impacts sur les ressources, les coĂ»ts et les risques en fonction de la durĂ©e de dĂ©ploiement.
AprĂšs avoir mesurĂ© les impacts techniques et fonctionnels des options possibles de migration, Insyco a identifiĂ© et chiffrĂ© 2 scĂ©narios de migration Ă isopĂ©rimĂštre. Des ateliers de travail avec le client ont permis de se forger une conviction sur le meilleur scĂ©nario de migration. Le plan projet a Ă©tĂ© affinĂ©, un plan de gestion des environnements projet dĂ©fini, une Ă©quipe projet constituĂ©e. Le choix a Ă©tĂ© de procĂ©der Ă une rĂ©-implĂ©mentation de lâERP, avec un fort enjeu de convergence des processus mĂ©tiers dans les 500 filiales et de nettoyage des donnĂ©es Ă reprendre.
Un autre enjeu Ă©tait de rationaliser les instances des diffĂ©rentes entitĂ©s du groupe en une seule application, tout en conservant un SLA dans les standards internationaux (dispo. 24h/24h – 7j/7). Insyco est intervenu pour mettre en place et piloter des groupes de travail sur certains thĂšmes ou processus clefs comme :
Les groupes de travail ont participĂ© Ă lâalignement des processus, Ă la rĂ©daction des spĂ©cifications, Ă la recette ainsi quâĂ la validation de la reprise des donnĂ©es. Insyco a accompagnĂ© le projet depuis la phase pilote jusquâaux dĂ©ploiements de la solution dans les filiales en passant par le paramĂ©trage de la solution et la migration des spĂ©cifiques. Ce projet complexe a abouti en 1 an et 3 mois, ce qui constitue une belle rĂ©ussite pour Insyco mais surtout pour notre client.