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National Aeronautics and Space Administration (NASA) National Association of State Comptrollers March 21, 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

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National Aeronautics and Space Administration (NASA) National Association of State Comptrollers March 21, 2007

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  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

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