System and method for project designing and developing a procurement and accounts payable system

[0002] U.S. patent applications Ser. No. 09/444,257, entitled “System and Method for Assessing a Procurement and Accounts Payable System”, Ser. No. 09/444,254, entitled “System and Method for Project Preparing a Procurement and Accounts Payable Process”, Ser. No. 09/444,253, entitled “System and Method for Deploying a Procurement and Accounts Payable Process”, and 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.

[0003] 1. Technical Field of the Invention

[0004] 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.

[0005] 2. Background Art

[0006] 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.

[0007] 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.

[0008] 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.

[0009] 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.

[0010] 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.

[0011] 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.

[0012] 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.

[0013] 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.

[0014] 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.

[0015] 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”.

[0016] 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.

[0017] 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.

[0018] It is an object of the invention to provide an optimized solution for out-sourcing procurement of goods and services.

[0019] It is an object of the invention to provide a system and method for training service providers.

[0020] It is an object of the invention to provide a system and method for managing service providers to assure quality of service.

[0021] It is an object of the invention to provide a system and method for managing a project.

[0022] 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.

[0023] A system for developing a general procurement and accounts payable application 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 on the storage device of templates describing procedures for developing the application and (2) serving these templates to enterprise and customer team members operating the terminals for coordinating, recording and tracking team activities with respect to the application.

[0024] A method for developing a general procurement and accounts payable application includes the steps of maintaining a database of templates describing procedures for developing a general procurement and accounts payable system, and operating a plurality of web-enabled user terminals to access via a server database for coordinating tasks by a plurality of service provider and customer teams implementing the procedures.

[0025] In accordance with an aspect of the invention, there is provided a computer program product configured to be operable for developing a general procurement and accounts payable application.

[0026] 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.

[0027] 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.

[0028] 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.

[0029] FIGS. 3A through 3H, 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.

[0030] FIG. 4 represents a terminal display of a playbook summary view.

[0031] 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.

[0032] 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.

[0033] 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.

[0034] 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.

[0035] 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.

[0036] 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.

[0037] 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.

[0038] 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.

[0039] Referring to FIG. 2, the various departments and individuals representing team members 64 include business office 120, architecture 122, education and training 124, project manager 126, Req/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.

[0040] 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.

[0041] Further in accordance with the preferred embodiment of the invention, there is provided a web enabled delivery system.

[0042] 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.

[0043] 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 66swithin the playbook database 70.

[0044] 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.

[0045] 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.

[0046] 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.

[0047] 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.

[0048] 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.

[0049] Table 2 sets forth the template 440 fields which may vary between templates, including those for major operations and major steps within an operation.

[0050] 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.

[0051] 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.

[0052] 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.

[0053] 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.

[0054] 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.

[0055] 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.

[0056] 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.

[0057] 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:

[0058] (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.

[0059] (2) Collect area specific information and customer requirements on network process sourcing, procurement, accounts payable, and finance; and EDI, I/T, and transition management.

[0060] (3) Identify high level gaps in each such area.

[0061] (4) Identify additional high level requirements for new process support, and for conversion requirements, including requirements for commodity structure, account structure, vendor, and contracts.

[0062] (5) Identify interface requirements, including requirements for HR, cost center, catalogs, ledger, information warehouse.

[0063] (6) Validate accounting for project, appropriation, contract, job, tax reporting, currency, and check reconciliation.

[0064] (7) Identify requirements for network, EDI, testing, and application development including new reports, new interfaces, and new features.

[0065] (8) Assemble a high-level gap analysis.

[0066] (9) Create a high-level Customer Scope Document.

[0067] (10) Confirm the recommended solution.

[0068] 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.

[0069] 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.

[0070] 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.

[0071] 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).

[0072] 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:

[0073] (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.

[0074] (2) Develop and approve the detailed transition management and communication plan.

[0075] (3) Update the client specific transition management strategy.

[0076] (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.

[0077] 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:

[0078] (1) Confirm and refine quality assurance standards with the customer.

[0079] (2) Confirm that technical requirements can be met.

[0080] (3) Confirm that business and financial measurements can be met.

[0081] (4) Confirm that the proposal is complete and the required processes have been followed.

[0082] (5) Establish QA schedule for the project.

[0083] 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:

[0084] Configuration Standards

[0085] CR/PTR Process

[0086] Testing Strategy

[0087] Production Support and Operations Strategy

[0088] SAP System Management Strategy

[0089] Req/Cat System Management Strategy

[0090] Network Computing Strategy

[0091] Vendor Conversion Strategy

[0092] 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.

[0093] 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:

[0094] (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.

[0095] (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.

[0096] (3) Sensitive programs: controls must be in place to prevent unauthorized modification and/or use of the application.

[0097] (4) Logical access control: while programs are generally controlled by a site procedure, application data has a formal access control mechanism.

[0098] (5) Logging (audit trail): a logging mechanism is established to ensure the audit trail is correct.

[0099] (6) Change control (tables): a change control system is put in place to evaluate, justify and control changes to tables.

[0100] (7) Change control (programs): a change control system is put in place to evaluate, justify and control changes to programs.

[0101] (8) System Testing: system testing procedures are effectively planned and carried out to ensure that controls are successfully tested and documented.

[0102] (9) Input controls: to insure accuracy and completeness of information entering an application.

[0103] (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.

[0104] (11) Error handling controls: controls for error handling and reprocessing of transactions.

[0105] (12) Output controls: output controls ensure the integrity of the output data from conclusion of computer processing to delivery to the user.

[0106] (13) Balancing and reconciliation: verifies that procedures to reconcile output to input are effective.

[0107] (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.

[0108] (15) Records management: verify that information is managed with sound business practices and controls.

[0109] (16) Reports: verify that reports are distributed properly.

[0110] (17) Local Area Network (LAN): Refer to ITCS 201, “Security Standards for Local Area Networks and Distributed Computing.”

[0111] (18) Country specifics: verifies that any questions particular to this specific country are completed.

[0112] 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.

[0113] 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.

[0114] 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:

[0115] Measurements (old and new)

[0116] Management system

[0117] Approval levels

[0118] Supplier contacts and contracts

[0119] Reward systems

[0120] Incentive Plans

[0121] Security

[0122] Employee and user changes

[0123] All of these areas require strategic and tactical planning that includes the following steps:

[0124] (1) Identify the current (legacy) system or process and compare it to the new process or system to be implemented to identify gaps.

[0125] (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.

[0126] (3) Determine the announcement and transition (or, cut over) date for each action identified.

[0127] (4) Design a communications plan to build the message and media for communicating the changes to affected parties.

[0128] (5) Design a process transition plan to ensure the elements of change are integrated into the overall plan for the process.

[0129] (6) Determine how the policies must be modified according to new standards and procedures

[0130] (7) Determine what new policies and procedures will be implemented as part of the process and system.

[0131] 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.

[0132] 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.

[0133] 1. Quality (ASCA)

[0134] 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:

[0135] (1) Create the project plan for ASCA Review preparation activities.

[0136] (2) Determine which Enterprise organization will conduct the ASCA and business controls review.

[0137] (3) Prepare all ASCA documentation required for the review.

[0138] (4) Prepare all sub-process overviews and descriptions of process flow.

[0139] (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.

[0140] (6) Create, update and complete all required documents of understanding (DOU's) & service level agreements (SLA's).

[0141] (7) Ensure the separation of duties matrix (SOD) is current at time of final review.

[0142] (8) Review all testing and obtain test approvals.

[0143] (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.

[0144] 2. Integrated Prolect Management

[0145] 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:

[0146] (1) No critical open issues exist in any area.

[0147] (2) All relevant aspects of readiness have been included in the status check.

[0148] (3) Network and computing performance testing is complete.

[0149] (4) System test is complete.

[0150] (5) User acceptance test is complete.

[0151] (6) System management production environment Go-live checklist is complete.

[0152] (7) Any needed CR's and PTR's have been generated.

[0153] (8) Production support is in place.

[0154] (9) Supplier readiness is reviewed and accepted.

[0155] (10) Service provider readiness is confirmed.

[0156] (11) Enterprise GP readiness is confirmed.

[0157] (12) Review of the compiled check information is completed.

[0158] (13) Customer sign-off on the Go-Live decision is obtained.

[0159] 3. Transition Management

[0160] 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.

[0161] (1) Organization: organizational changes for Go-Live, updated communications plans, feedback mechanism for persons displaced by changes in organization, and the new organization.

[0162] (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.

[0163] (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.

[0164] (4) Support: support structure for both client and technical support.

[0165] (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.

[0166] 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.

[0167] 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.

[0168] 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.

[0169] 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.

[0170] 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:

[0171] (1) Customer accepts delivery of the EPS general procurement offering implementation and signs off.

[0172] (2) Action list on issues and CR/PTR's, if applicable.

[0173] (3) Formal transition of operational responsibility to operations 98 and support management 96.

[0174] (4) Preliminary business benefits evaluation.

[0175] 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.

[0176] 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.

[0177] It is the planned integration of these multi-functional teams that provides an innovative solution to the customer.

[0178] Referring to FIGS. 3C, and 3F-3M, a series of steps illustrating an exemplary path through project development stage 103 will be described.

[0179] While steps 190-198, and 250-354 represent a path through development stage 103, other summary and detail tasks designated in Table 4 as pertaining to stage 103 are typically included in the initial set of templates for this customer, and are also used as they are determined to be applicable. Some field entries are dynamic and changeable during the course of project development stage 103. The templates are also editable for a particular project, and do not necessarily continue during use to conform to the original format.

[0180] In step 190, the Education team accesses detail task template P412 in the course of defining training requirements and approach. Template P412, Table 12, 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 team through the steps for doing so, which include (1) customer E&T requirements defined, (2) customer specific process and training requirements defined and approved, (3) E&T approach defined and agreed to with the customer, (4) E&T deliverables defined and agreed to with the customer, (5) end-user documentation plan defined and approved, and (6) E&T strategy document completed and ready for customer review.

[0181] The methodology attachment provides a guide to developing the education and training strategy and plan necessary to implement the REQ/CAT—SAP system and process at the client location. It is expected this document will be used by service providers to guide the development and implementation of all training plans associated with a client engagement.

[0182] Critical to success is the validation of the client education and training objectives and the determination of specific training requirements and approach. Early in the client engagement it will be necessary to assess the readiness of the user community to accept the new system and process from an education perspective.

[0183] Clients have a wide range of options when it comes to developing and deploying an education plan. These range from simply providing access to a web based education program for sophisticated users to stand up lecture for the uninitiated users or users that are not computer literate. This strategy suggest that it is important to determine early in the stage what type of education delivery will be used by the client or whether or not multiple delivery methods will be used.

[0184] In order to define an effective education and training program for a client, the customer's objectives and goals are for training must be understood. This is key as the training level, commitment, and objectives will vary widely depending on the customer. Validating, up front, the customer's objectives, desired approach, commitment level, support structure, and time restrictions will enable the definition and creation of an effective training program that is appropriate for that customer.

[0185] In step 192, the education and training specialist accesses summary task template P43 and subsidiary detail tasks in the course of validating and defining the details around the customer's end-users, the courses, the documentation, and general training organization. The subsidiary tasks are accessed to define customer user audiences and requirements, confirm user documentation requirements and standards, conduct detailed end-user task analysis, assess user skills and training needs, validate end-user courses and content, identify users and course attendees, and define and notify training attendees. Templates P43-P437 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 education specialist through these steps.

[0186] In step 194, the education team accesses detail task template P443 in the course of setting up a system training environment specific to the system in preparation for the user training sessions. Template P443 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 education team through the steps for doing so, as illustrated in Table 13.

[0187] In step 196, the education team accesses detail task template P446 in the course of arranging for the production, reproduction, and packaging of end-user documentation and training material to deliver to the client. The deliverables were defined when the Education & Training Strategy was prepared. Deliverables could also include any on-line files, site accesses, file transfers, etc. that the customer will need to conduct the training courses. Template P446 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 education team.

[0188] In step 198, the education team accesses detail task template P445 in the course of validating that the user training meets the objectives by conducting, at a minimum, an abbreviated pilot training course with the customer super users. The pilot training covers the basics of the training course including: material layout and format, training structure and approach, class flow and objectives, and material usage (for training and reference). Template P445 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 education team through the steps for doing so, including (1) determining the scope of the pilot test, (2) determining what data to collect and how to collect it, (3) producing test level training courseware and materials, (4) conducing pilot training, and (5) analyzing results and revising training materials as appropriate.

[0189] In step 250, the SAP team accesses summary task template PB1 in the course of applying the Offering package to the future business model, and identifying the level of fit and the level of gap, so that configuration design issues can be resolved. The functionality options from SAP that support the solution are chosen. In preparation for configuration activities, key package data elements (master data) to be loaded into the system are chosen and the SAP hierarchy structure to support the customer organization is determined. The offering's golden package is mapped to the client's target business processes at both a functional and data level of detail. The transactions, menu paths, tables, and standard reports from the golden package that are required to fulfill each functional and sub-functional requirement are identified. Requirements that the package cannot meet are identified and alternate solutions offered. Finally, the project plan is reviewed and updated. Knowledge gained regarding project requirements is likely to impact the project scope. Template PB1 and subsidiary detail tasks 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 SAP team.

[0190] In step 252, the SAP team accesses summary task template PB3. The purpose of this task is to configure SAP with specific items and information that are definable for each Customer. These changes represent the 20% of the SAP Solution which is defined and changed by the service provider. Although these are definable by the service provider and do not represent a change to the Golden configuration, they still require a change request (CR) to be created in order to document and track the customer configuration. Code changes to the Golden configuration represent the 80% of the SAP Solution and are standard defined. These changes are also referred to as customization changes, and require a change request.

[0191] Template PB3 and subsidiary detail 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 SAP team through the steps for configuring a SAP offering.

[0192] In step 254 SAP requirements definition, the menu and navigational paths, with reference to various templates including summary task PB1 and subsidiary detail tasks, the transactions and standard reports which will fulfill the business processes and functions as described in the future model are identified, as are key tables and configurations.

[0193] In step 256, the testing team accesses summary task template PC1 in the course of creating a comprehensive testing plan. Template PC1, Table 14, 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 team through the steps for doing so.

[0194] In step 258, the testing team accesses detail task template PC 12 in the course of building a comprehensive test plan. Template PC12, Table 15, which is also accessed during step 326, infra, 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 test manager through the steps for doing so, including (1) confirming and refining the test objectives, strategy, and scope for each level of testing, (2) defining the testing administration and control procedures for each level of testing, (3) reviewing and refining the test team organization component of the testing strategy, (4) detailing the testing schedules for each level of testing, (5) assembling all the comprehensive test plan components and verifying that the plan is complete and ready for verification.

[0195] In step 260, SAP customer review and transports, a user acceptance test, using summary task template PC1 and subsidiary detail tasks, is developed for demonstrating the newly developed system to the client's user community, validating its operability in actual application, and obtaining final approval. The acceptance testing is conducted in the client's operating environment, or one that closely simulates that environment, and verifies that the system meets user requirements as specified. After the client has accepted the results of the system test, SAP is transported to the production environment.

[0196] In step 262, the testing team accesses detail task template PC22 in the course of performing the component test. The purpose of Component Testing is to test the configured, customized SAP “Golden Configuration”, the customized e-Req/Cat configuration, the customized Image configuration and standard reports, as identified in the test plan. The end result of component test is to provide thoroughly tested system into which the bridges, gaps, and extensions, modifications, and/or custom reports can be integrated. At this stage, testing takes place on the QA system. A subset of test cases used for this component test will be used as part of the follow-on testing base for use in Integration, User Acceptance and/or System Test. Component testing uses mainly a black box method (data driven or input/output driven testing). Template PC22 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 testing team through the steps for doing so, including (1) executing component test cases by test team, (2) tracking and documenting component test results, including obtaining signoffs, (3) classifying and filing component test cases for reuse, (4) performing analysis on major errors of component test, and (5) reviewing signing off on component testing.

[0197] In step 264, the testing team accesses detail task template PC23 in the course of performing the integration test. Template PC23, which is also accessed in step 328, infra, 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 testing team through the steps for doing so as listed in Table 16.

[0198] In step 266, the testing team accesses detail task template PC25 in the course of performing the system test. The purpose of System Testing is to test the complete system for all Business Functions and Business Control Points to satisfy the acceptance criteria prior to production cutover. System test takes place on the QA System and uses mainly a black box method. Template PC25, which is also accessed in step 330, infra, 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 testing team, supported by Accounts Payable Analyst, Application Developer, Business Controls Analyst, Configurator, Customer, EDI Specialist, Image Admin, Ledger Expert, Procurement Analyst, SAP Admin, Vendor Group Specialist, and Req/Cat Admin, through the steps for doing so, including (1) executing system test cases, (2) running regression test, (3) identifying severity 3 & 4 errors, (4) documenting system test results, (5) reviewing system test results, and (6) obtaining sign off for system test.

[0199] In step 270, shown in FIG. 3G as part of stage 103, but which may as well be included in stage 102, the architecture team 122 accesses detail task template P651 in the course of developing and managing a bridge architecture implementation work plan. Template P651, Table 17, 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 architecture team through the steps of this task.

[0200] In step 272, the architecture team accesses detail task template P6B1 in the course of developing a detail architecture requirements definition. In this task all process flows and architecture diagrams for all new bridges and application extensions and the control point matrix are completed. A detail architecture package is compiled, validated and handed off to the appropriate teams to enable development of changes and extensions and configuration actions required for the selected service offering. Template P6B1 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 architecture team through the steps of this task. Links are provided to the following documents required to perform this task:

[0201] Perform Bridge Architecture Integration Point Interfaces Work Session detail task

[0202] Define Bridge Architecture Project Objectives Document detail task

[0203] Develop & Manage Bridge Architecture Implementation Work Plan detail task

[0204] Schedule and Conduct Weekly Interlock Meeting detail task

[0205] In step 274, the service delivery team accesses summary task template P6C in the course of validating system infrastructure requirements. This task also may pertain to stage 2, and is thus indicated in Table 18. Template P6C 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 service delivery team through the steps of this task, as set forth in Table 18.

[0206] In step 276, the SAP and Req/Cat teams access detail task template P341 in the course of application development. The purpose of this task is to develop Custom Programs (interfaces, conversion programs, and additional custom functionality) required to produce a fully configured, operational system, meeting all the Client's Business Requirements. Template P341 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 these teams.

[0207] In step 280, the network team accesses detail task template P6C1 during stage 102 in one embodiment, and during stage 103 in another, in the course of analyzing current network and computing infrastructures. Template P6C1, Table 20, 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 network team through the task.

[0208] In step 282, the network team accesses detail task template P937 in the course of confirming the network and computing strategy. This detail task is necessary to share the recommended implementation strategy with the customer for the Network/Computing Infrastructure for the selected service offering. The Network/Computing team will discuss the strategy, ensure the customer understands what is expected of them, make any changes to the strategy and obtain customers concurrence. Template P937 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 network team through the steps for doing so, including (1) reviewing and confirming the network/computing strategy with the customer, (2) updating the network/computing strategy, and (3) obtaining the customer approval.

[0209] In step 290, the business controls and audit teams accesses detail task template P211 in the course of confirming business controls requirements. Template P211 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 teams through the steps for doing so, including (1) obtaining current control points matrix for the process, (2) obtain current control points matrix for bridges, (3) obtaining or developing requirements documents, (4) building client specific control points documents, (5) reviewing requirements and control points document with process owners, (6) obtaining feedback from the general purchasing/accounts payable team and customer to identify any missing control points, (7) obtaining GP/AP desk procedure name to attach to matrix for review and approval, (8) updating matrices with any changes or new additions agreed upon with the client, (9) submitting via a change request (CR) any control point or business control variances that require system changes, (10) assessing business control risk requirements, (11) obtaining process owner approvals (GP/AP and customer), and (12) interlocking with test team on control points prior to the start of integration test.

[0210] In step 292, the business controls and audit teams access detail task template P213 the course of conducting the ASCA self-assessment. Template P213 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 team.

[0211] In step 294, the business controls and audit teams accesses detail task template P215 in the course of conducting the ASCA/business controls review. This task is designed to provide the necessary guidelines to prepare for the ASCA review. The Business Controls team will provide dedicated resources throughout the life cycle of the project. The team will also be available for counsel and advice as well as confirming certification readiness through validation of the controls and approaches within the project. Template P215, which is also accessed in step 224 during stage 104, infra, 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 team through the task, including the steps set forth in Table 21.

[0212] In step 300, the transition management team accesses detail task template PD23 in the course of developing and confirming the transition management plan. Template PD23 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, including the following:

[0213] 1. Gather all input from previous steps in this project stage.

[0214] 2. Synthesize the information and prepare all supporting documentation related to previous analysis assessments

[0215] 3. Complete the development of the transition plan. This step is primarily concerned with completing the steps identified in the sample transition management plan. With the information gathered as part of the workshop, the subject specific assessments, and the general view of the client environment, the TM coordinator will complete the plan and suit it to the client. Those elements that are not applicable to the client should be omitted, deleted from the plan.

[0216] 4. Review the plan with Enterprise/Service Provider project management

[0217] 5. Make changes that might result from internal reviews

[0218] 6. Review plan with Client Management/Client Project Transition Leadership and gain approval

[0219] In step 302, the transition management team accesses detail task template PD32 in the course of updating, the communications strategy. The objective here is to ensure the sample communications strategy is updated to reflect the specific needs of a client. The strategy will be used to guide communications activities during the course of the project. The specific communication plan will be developed from the strategy. This task is done in cooperation with the Transition Manager, who is responsible for developing and deploying a communication Plan. This task is also designed to keep the 3 parties (Enterprise, Service Provider, Customer) informed of the processes and procedures as the project continues. It is also in keeping with the communications plan to schedule certain reviews with management and process constituents to ensure all questions are being addressed and the implementation is proceeding as planned. Some of these reviews will be a normal part of project management. It is the intent of this section to ensure these reviews are taking place and that communication is continuing to flow from the project to those affected by the changes. A vision statement is prepared to provide a set of guidelines and expectations for the project team at a high level. It is a brief, concise document created by the management team that outlines basic goals and projected outcomes of the project. This statement will be the core of the communication plan and should reflect the culture of the client as much as possible. This vision statement will be used in various communiques during the course of the implementation. Template PD32 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 task.

[0220] In step 304, the transition management team accesses detail task template PD31 in the course of building and confirming the campaign plan. The purpose of this task is to develop and gain approval for the detailed communications campaign that will be used in conjunction with the implementation of the new process and system. This is an important step in that it brings together all the communications steps that will be required and outlines the target audiences, content, media, and timing for communications to the affected constituents at the client location. A “Communications Matrix” will be completed that gives all the relevant information on communications to project leadership and acts as a guide for managing communications throughout the project life cycle. Template PD31 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, including

[0221] (1) Acquiring the sample communication plan.

[0222] (2) Identifying the various audiences at the client location that will be affected by the coming changes.

[0223] (3) Determining how each audience will be affected by the implementation.

[0224] (4) Determining what messages (by audience) that need to be developed to ensure a smooth transition

[0225] (5) Developing sample messages.

[0226] (6) Determining what media will be used for each message.

[0227] (7) Determining the timing for each message.

[0228] (8) Completing a communications matrix that compiles and displays the information from the previous steps.

[0229] In step 306, the transition management team accesses detail task template PD48 in the course of defining a detailed human resources plan. The purpose of this step is to ensure the smooth transition of the process change from an HR perspective. This will focus on the change in job roles and responsibilities by those affected by the new process/system. Template PD48 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, including (1) determining which jobs will be affected by the implementation of the new process, (2) determining “how” each job will be affected, (3) ensuring a plan is in place to deal with the situation, and (4) determining if other HR considerations may include changes in work location or measurements.

[0230] In step 308, the transition management team accesses detail task template PD45 in the course of creating policy changes. The purpose of this step is to provide guidance to the team as they work with the client to institute policy changes that might be introduced as part of the implementation of the new process/system. The objective is to identify those changes necessary and devise a plan to announce/introduce changes in policy. Policy change is defined as those 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. Day to day, operational transition will be managed by the process transition steps. Within this task, the details of the new procedures and policies will be formulated as to how they will be communicated to those affected by the policy change and to the client “public” at large. The announcement must include the procedures necessary for effective communication between the Customer and the Service Provider and Enterprise. Template PD45 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 this task.

[0231] In step 320, the Req/Cat team accesses summary task template P31 in the course of conducting the Req/Cat functional detailed fit gap analysis. Template P31 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 Req/Cat team through the steps for doing so, including:

[0232] (1) Applying the Offering package to the future business model, and identify the level of fit and the level of gap, so that configuration design issues can be resolved. Choose the functionality options from Req/Cat that support the solution.

[0233] (2) In preparation for configuration activities, identifying key package data elements (master data) to be loaded into the system and determine the SAP and Req/Cat hierarchy structure to support the customer organization.

[0234] (3) Mapping the Offering's Golden package to the client's target business processes at both a functional and data level of detail.

[0235] (4) Identifying the table requirements and standard reports from the Golden package that are required to fulfill each functional and sub-functional requirement.

[0236] (5) Identifying requirements that the package cannot meet and offer alternate solutions.

[0237] (6) Finally, reviewing and updating the project plan.

[0238] Knowledge gained regarding project requirements is likely to impact the project scope.

[0239] For test step 322, see step 256. This is a unit test of the Req/Cat designs to assure that all of the basic programs work properly.

[0240] In step 324, the Req/Cat team accesses summary task template P32 and subsidiary detail tasks in the course of configuring the Req/Cat offering. The purpose of this task is to configure Req/Cat with specific items and information that are definable for each Customer. These include such issues as: Country Languages, Currencies, Units of measures, Calendars, Reporting cycles, End-of-Quarter and End-of-Year processing dates, Organizational Structure, Initial system userid's and profiles. These changes represent the 80% of the Req/Cat Solution which is defined and changed by the Service Provider. Although these are definable by the service provider and do not represent a change to the Golden configuration, they still require a Change Request (CR) to be created in order to document and track the customer configuration. Code changes to the Golden configuration represent the 20% of the Req/Cat Solution and are standard defined. These changes are also referred to as Customization changes, and require a Change Request. Template P32 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 Req/Cat team through the steps of this task. “Ive's Team Studio” is a Lotus Notes code-control tool specifically designed for use with Lotus Notes database development. This tool is used in conjunction with Playbook document databases and attachments that have been created for use during Req/Cat implementations. This task also confirms and validates that Ive's Team Studio is being used to track the customer specific code changes (customization) to the “Golden” code. Ive's Team Studio is used to track all code changes that are made to the Req/Cat Lotus Notes Offering to meet the Customer requirements This tool is used to ease the Customizing process and enable multiple people to be to coding and working on the Notes Design at the same time and ensure standards and formats are still being met.

[0241] For step 326, see step 258, supra.

[0242] For step 328, see step 264, supra.

[0243] For step 330, see step 266, supra.

[0244] In step 340, the process (AP/GP/CSC) team accesses detail task template P832 in the course of performing an assessment of the customer purchasing business in order to assess the customer impact on the internal operations of the enterprise. The purpose of this task is to establish impact of the additional purchasing activity on the GP and A/P organization of the enterprise by adding the business of the customer. The impact is estimated based on the customer's past and current purchasing business volume by commodity groups and suppliers. The result is used for estimating requirements for Procurement and Accounts Payable staffing and provides input to T/C regarding anticipated additional transactional traffic. Template P832 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 process team through the steps for doing so, including (1) obtaining transactions or statistics related to current customer purchasing business volume, (2) obtaining a list of current customer suppliers and compare it to the general purchasing suppliers of the enterprise, (3) obtaining historical transactions or statistics on customer purchases sorted by commodity group and supplier, (4) documenting current customer procurement and accounts payable (A/P) process per commodity group, (5) evaluating the additional workload on the enterprise GP and A/P functions by adding the customer purchasing business, and (6) forwarding statistics to appropriate T/C team for evaluating the additional transaction volume.

[0245] In step 342, the process team accesses detail task template P822 in the course of reviewing accounts payable processes with the customer. This task leads the process team through the steps of providing the customer A/P team members and managers with detailed walk through and review of the A/P processes in the EPS offering. This is intended to provide the customer team members and process responsible with the necessary insight in the detailed EPS A/P processes to evaluate the impact of applying them to the customer business. It is required for the later assessment of GAP resolutions in customer A/P by applying EPS to the business. The customer team members should be selected so expertise is represented from each of the different processes and commodity groups currently handled by the customer in order to provide a basis for evaluating the EPS offering. Also, in the case of a combination of Req/Cat, SAP and Image, the fact that the purchase order activities of the A/P process will be handled by the enterprise GP group as opposed to the customer needs to be taken into consideration when reviewing the processes. Template P822 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 process team through the steps of this task.

[0246] In step 344, the process team accesses detail task template P821 in the course of reviewing the procurement processes with the customer. By this task, customer procurement team members and managers are provided with a detailed walk through and review of the Procurement processes in the EPS offering. This is intended to provide the customer team members and process responsible with the necessary insight in the detailed EPS procurement processes to evaluate the impact of applying them to the customer business. It is required for the later assessment of GAP resolutions in customer procurement by applying EPS to the business. The customer team members should be selected so expertise is represented from each of the different processes and commodity groups currently handled by the customer in order to provide a basis for evaluating the EPS offering. Also, in the case of a combination of Req/Cat, SAP and Image, the fact that the purchase order activities of the procurement process will be handled by enterprise GP as opposed to the customer needs to be taken into consideration when reviewing the processes. Template 344 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 process team through the steps for doing so, including a list of Procurement processes that should be reviewed via the attachment ‘Procurement Process Descriptions and flows’.

[0247] In step 346, the process team accesses template P863 in the course of establishing ASAP suppliers for the customer. The purpose of ASAP applications is to automate the process of creating purchase orders and outputting those purchase orders to vendors. ASAP applications automatically evaluate purchase requisitions, create purchase orders, and process requester alterations and vendor acknowledgments without buyer intervention. The purpose of this task is to prepare catalog suppliers that will do business via the GP automated ASAP process. The potential ASAP suppliers need to be identified starting with the initial ASAP supplier listing. The addition of the customer needs to be communicated to the ASAP suppliers together with any additional requirements originating from adding the customer. This task requires a comparison between current customer supplier listing and current GP ASAP suppliers to determine which ASAP suppliers will initially apply to the customer. These suppliers will then be contacted and informed of the addition of the customer to the enterprise GP and the impact this may have in terms of customer specific requirements. Template P863 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 process team through the steps for doing so, including (1) determining any requirements that the customer may have that will impact the current ASAP process, (2) reviewing and matching customer supplier listing against existing GP ASAP suppliers, and (3) communicating the addition of the new customer and any additional requirements originating from adding the customer to ASAP suppliers.

[0248] In step 348, the process team accesses detail task template P852 in the course of updating and reviewing the process management and procedures manual. The purpose of this task is to determine updates that need to be incorporated in Process Manuals and commodity specific Procedure Manuals for enterprise GP and A/P to accommodate the customers business including validation against enterprise policies. It also includes updates of customer external manuals and review with customer of Customer Manual, Customer Satisfaction Process & Requirements, Application Architecture Flow and Management Proposal Flow. Any changes to the standard EPS processes or applications that are applied based on customer specific requirements will trigger an update of both internal and external processes and procedures. The updates should be based on the GAP resolution documentation generated under process GAP resolution. Template P852 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 process team through the steps for doing so, including (1) determining and applying updates required to enterprise GP and A/P internal process manuals, (2) determining and applying updates required to enterprise GP & A/P internal procedure manuals by commodity, (3) validating updates against enterprise policies, (4) determining and applying updates required to customer external manual, (5) reviewing the customer external manual with the customer, (6) reviewing the application architecture flow with the customer, and (7) reviewing the management proposal flow with the customer.

[0249] In step 350, the transition management team accesses detail task template PD51 in the course of ensuring the new process management system is in place. Template PD51 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 task steps for doing so, as illustrated in Table 22.

[0250] In step 352, the project office accesses summary task template P95 in the course of defining the production support system management plan. The purpose of this task is to define the extent of support required for ongoing operation after cut-over. This includes both support for the initial configuration including system platforms and networks, the involved business processes and procedures as well as ongoing enhancements aimed at improving the effectiveness and performance of the initial implemented EPS Offering. Depending on the Offering Type and the individual agreement between the involved parties, the supporting entities can be both Customer, Service Provider and enterprise CSC. Template P95 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 project office through the steps for doing so.

[0251] In step 354 the cutover plan is determined. The purpose of this step is to complete the detailed transition plan and gain approval for the plan from the client executive and transition management. This is a cross functional plan that requires input from the business process, transition management, project management, and client support teams. Included is an agreement that the plan will be executed at the client site.

[0252] 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.

[0253] It is an advantage of the invention that there is provided an optimized solution for out-sourcing procurement of goods and services.

[0254] It is an advantage of the invention that there is provided a system and method for training service providers.

[0255] It is an advantage of the invention that there is provided a system and method for managing service providers to assure quality of service.

[0256] It is an advantage of the invention that there is provided a system and method for managing a project.

[0257] 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.

[0258] 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.

[0259] 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.

[0260] Accordingly, the scope of protection of this invention is limited only by the following claims and their equivalents.