1 / 7

NASC Conference – March 2007

National Aeronautics and Space Administration (NASA) National Association of State Comptrollers March 21, 2007. NASC Conference – March 2007. Agenda Accenture & NASA Relationship Stage I : Prime Integrator Role Stage II : Initial Stabilization Support Role

kaye-wright
Download Presentation

NASC Conference – March 2007

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. National Aeronautics and Space Administration (NASA)National Associationof State ComptrollersMarch 21, 2007

  2. NASC Conference – March 2007 Agenda • Accenture & NASA Relationship • Stage I: Prime Integrator Role • Stage II: Initial Stabilization Support Role • Stage III: Accenture as Operations Support • ERP Critical Success Factors

  3. Accenture / NASA Relationship • 6+ year relationship, beginning in November 2000 with the Core Financial Project • Partnered with NASA through software implementation cycles, ongoing support, financial and system audits • Badge-less approach • Accenture works side-by-side with NASA counterparts to do what is best for the Agency • Success measured by NASA results

  4. Go-Live & Support Preparation Realization Blueprint Cutover Planning Stage I: Prime Integrator Role Core Financial Project • Scope included SGL, AR, AP, Cost Management, Budget Execution and Procurement (no Inventory/Warehousing) • Accenture responsible for: • Project management • Change management, including training, communications, and organizational alignment • Process design and configuration of application • Design, build, and test of conversions, interfaces, reports • Deployment of solution across NASA HQ and its 10 field centers • Successful Go-Live in 2003 • 3 Wave rollout starting in October 2002 • Approximately 150 FTE’s at peak

  5. Stage II: Initial Stabilization Support Role Post Go-Live Stabilization Support (30 days) • First-level response to user issues through Center “War Rooms” • Application support for high priority issues Center Stabilization Support • Follow-on support thru FY04 & into FY05 with multiple NASA centers • Ranged from 5 to 10 Accenture consultants • Provided additional support to Center help desk and user community • Served as liaison back to central team at Competency Center • Delivered additional focused support for Center finance teams • Helped establish several center IEM Program Offices • Assisted in targeted projects • Center audit reconciliation and management • Center reporting • Additional Center training

  6. Stage III: Accenture as Operations Support Ongoing operations support at NASA Competency Center • Audit Support • Government Accounting Office & External audit inquiries • Develop internal controls within SAP • Project Support • Project Information Improvement (PMI²) Project (2004/2005) • Redefinition and implementation of the FCS (Financial Coding Structure) Work Breakdown System (WBS) with a product-oriented or technical WBS structure in SAP and NASA's budget structure • Integrated Asset Management (IAM) Project (2004/2005) • Analysis and Blueprint design to incorporate NASA asset accounting and management activities within SAP • SAP Version Update (SVU) Project (2005/2006) • SAP system update from 4.6c to mySAP ERP 2005, including business transformational change • Ongoing Project & Production Support (2006 – current) • SAP Data Archiving • Production Service Request backlog & Operational stability

  7. ERP Critical Success Factors • Governance Structure • Requires a strong, committed Governance structure to make tough project decisions and manage competing project priorities (e.g. ongoing business priorities requiring project members’ time) • Knowledgeable Team Members • The best project members are the ones the business does not offer to the project • A successful project requires the best of the best from each functional team, dedicated to the project effort • Consultants should not do all of the implementation – client team members are critical team members that learn by doing to gain buy-in and serve as champions • Data Conversion • Don’t underestimate effort • Proactive, methodical plan and management of data cleanup effort • Test using as much (preferably all) production data as soon as possible • Process Redesign • Establish a benefits realization plan early to demonstrate value against the business case • Incorporate requirements traceability throughout the implementation • Re-engineer around the ERP solution • Do not modify the core system to “fit” existing processes • Transition to Production Operations • Go live is just the beginning • Plan for ongoing operations and support efforts early in the implementation • Become involved in User Groups – network with other agencies

More Related