Infosys-Oracle Blog

More financial organizations are looking to BI to address their regulatory compliance needs. After the current recessionary trends, many organizations realize the immediate need for a BI infrastructure in compliance area to measure the overall compliance effectiveness of their organizations. In this blog, we will try to analyze if such a requirement can be handled in BI and what would be the way to handle this efficiently.

Expecting any financial organization to have readily available data for regulatory compliance reporting is unwise.  This data exists in the transactional systems of an organization. However, the data that we would be looking for would not be available at one place. So, before implementing any BI solution we would need to know what to measure.

In the compliance world, we would be measuring deviations. Any non-conformance with laws or rules observed in daily transactions need to be captured and maintained, which is good enough for reporting and finding trends over a period of time. Most of the organizations would have a crude way doing this currently, using excel sheets or ad-hoc queries.

Will BI work in such a scenario? Yes, BI will not only work but also be really useful for all management reporting which involves providing a high level idea of the number of such non-conformances being encountered.

As mentioned earlier, once there is enough data which is reportable, it can be used for trending as well. Daily or weekly data can be used to find the exact number of deviations that happened. Further analysis would be intended to check if the violations were real or not. Accounts which were a part of the violations could be noted and based on the analysis, actions initiated.

Monthly or yearly trends will help the organization analyze its effectiveness and understand if the checks it has put in place to prevent frauds or violations are working.

Though the immediate advantages of this setup are immense, it is the long term benefits that would interest any financial organization.

Daily work of compliance officers would be reduced greatly from trying to collate the data to suggesting and implementing better checks to avoid deviations. The organizations on the whole would be able to provide better quality of service to their customers. Constant improvement in efficiency of the transactional systems is another major advantage.

BI can also be effectively used by providing role based access to the compliance system where the head of compliance would have a global view of all the units under him. Such features can be easily implemented using BI. We will dwell on the implementation part later.

BI will not be a one stop solution for all regulatory compliance issues; it will definitely be the starting point. By leveraging the best practices and standard features in a BI tool, we will improve the overall efficiency and preparedness of any financial organization.

{ The content of this blog has been provided by Anand NPN , Who is a consultant with the Oracle Business Intelligence Practice at Infosys. His areas of interest include Packaged BI Applications.}

Posted by Neeraj Jha at 11:06 AM | Permalink | Comments ( 0 ) | TrackBacks ( 0 )

Today was the last opportunity to network at OOW 2009.

The next Open World is slated to be held at the same venue from September 19-23, 2010.

Posted by Sandeep Chatterjee at 12:55 AM | Permalink | Comments ( 0 ) | TrackBacks ( 0 )

This afternoon at Oracle Open World, over 10000 people packed into the large hall at the Mascone North convention centre witnessed two very different kind of Keynotes

Kris, our CEO talked about the trends that will shape the future while Larry Ellison did a great sales job of selling his company's products. The contrast was very visible.

Kris talked about the need for simplification of IT systems at corporate and Larry talked about product support process, Kris talked about the need for adaptive architecture in organizations and Larry talked about how we can buy a quarter box or half box or full box of his database machine. Kris talked about IT led revolution and how they shape the future while Larry talked about the fusion applications which will be released in near future!

One was a clear thought leadership and another was pure salesmanship, both were key notes! Kris demonstrated beyond doubt why he has been chosen as one of the top 20 influential management thinkers and Larry was no short in demonstrating why he is one of the top billionaires..!

Surprise element was the entry of Arnold Schwarzenegger, the governor of California state who talked passionately about impact of IT on his own life and how he likes Hi-Tech or bio-tech or clean-tech or green-tech.... anything that is linked to technology..! He did no nonsense selling of his state of California and appealed earnestly to the audience not to go back and keep spending in California..! He was honest and straight in his selling...!

The comfort that was conveyed to the audience in the third part of Larry's key note was that the existing applications such as PeopleSoft or Siebel and the Fusion application which are the next generation applications can coexist. It looked people were relieved that they will not be forced to upgrade or migrate to Fusion when they are not ready or when they do not need.

Kris clearly emerged stronger and left his influence on 10,000 strong crowd through his content rich, well thought out deserving key note.

Kakal

Posted by Chandra Shekar Kakal at 5:48 PM | Permalink | Comments ( 1 ) | TrackBacks ( 0 )

In his Keynote address, Kris mesmerized the audience with his thought provoking ideas on the 7 game changing trends surrounding IT led innovation.

The surprise package was Arnold Schwarzenegger, the governor of California, who spoke about how technology has changed so many lives and has the potential to do more. Also on stage was Roger Daltrey, the founder of the legendary rock band 'The Who', who will perform later in the day.

Finally, the audience got to see 'Fusion' and who else can be a better ambassador than Larry Ellison himself  Fusion is code complete and is slated to be released next year.

The Exhibition booths bore the customary look with the crowd running from booth to booth, some for knowledge while others to grab the goodies at stake.

One last day left at OOW 2009!

By the way, I still do not have the answer to 1 out of the top 50 Energy companies which has not used Oracle for improved performance!!!

Posted by Sandeep Chatterjee at 4:19 AM | Permalink | Comments ( 0 ) | TrackBacks ( 0 )

The rain played spoilsport but this did not dampen the spirits of the crowd. Officially it is Day 2 (starting with Day 0) but I prefer calling it Day 3.

In his Key Note address, Thomas Kurian unveiled how Oracle is committed to a better user experience. There were live demos of how a customer can have one web interface to talk to multiple disparate systems in areas covering Order Entry, Customer Service and Governance.

Infosys and its clients participated in 5 sessions today which drew a huge audience. The Infosys booth was au usual bubbling with activity.

Some of the highlights of this year's OOW are Online Sreaming, Green Initiative, more emphasis on social networking through twitter, facebook.

Awaiting our very own Kris for the Key Note address tomorrow with Larry.

Posted by Sandeep Chatterjee at 4:18 AM | Permalink | Comments ( 2 ) | TrackBacks ( 0 )

Charles Phillip was at his usual best and reiterated the Enterprise Roadmap for Oracle: Complete (End to End Solution), Open (Standards), Integrated (Buy any software we have the standard integrations).

If Day 1 was focussed on Hardware, Day 2 revolved primarily around Application Integration Architecture (AIA). Oracle unveiled some of the integrations on AIA framework namely Siebel-Demantra for Trade Promotion, Primavera-Enterprise Budgeting and Oracle Retail-Oracle E-Biz.

Infosys,being the diamond sponsor, had a spectacular booth in the Exhibit Hall and was one of the prime attractions. There were 8 General sessions today where Infosys participated with its clients. The sessions were well appreciated by the audience.

Time for some quizzing? 49 of the 50 Energy companies have improved performance with Oracle. Which is the company which is left out in the list? Have an answer? Login to twitter to submit your entry and you can be a lucky winner. Well, this quiz is being conducted at OOW by Oracle.

Over and Out to Thomas Kurian for Day 3 Key Note address.

Posted by Sandeep Chatterjee at 4:35 AM | Permalink | Comments ( 0 ) | TrackBacks ( 0 )

In the Keynote address, Larry and Scott unveil how Oracle Sun combo is going to challenge IBM in the hardware business.

Every year at this time the city of San Francisco comes to a standstill, the reason being Oracle Open World. As usual, Oracle Open World had a spectacular opening. But the key takeway on Day 1 was Larry and Scott talking about the Oracle-Sun combo and the commitment to invest in and challenge the hardware business.

Earlier in the day, Infosys was awarded the Titan Award in a glittering North America Alliances and Channels Titan Awards Ceremony for its Price Protection Solution.

Awaiting tomorrow's Key Note address by Charles Phillip for major updates.

Posted by Sandeep Chatterjee at 3:43 PM | Permalink | Comments ( 0 ) | TrackBacks ( 0 )

My last few blogs have been around lean principles as applicable to businesses. This blog is a little different and dwells on using lean thinking to see if some improvements in our day to day processes and transactions can be obtained. Lean philosophy advocates improving process by removing the non- value adding activities and if we take a few examples, we can see how we can apply lean in our daily lives and improve some of the processes.

To give an example, a few years back, I had read somewhere on the Internet about a guy who explained how he reduced mistakes in his bill payment process. This guy had an utility bill amounting to certain dollars and some cents. He had to pay something like $23.1. He was making an online payment, and instead of entering 23.1, he mistakenly missed the decimal and entered 231. So he ended up paying about $200 more than what he had to pay for that month. So he ofcourse followed up and the extra amount was credited back but he made a decision to never pay another bill in decimals. So if he had to pay $23.1 he would either pay 23 or 24 and the few cents would automatically be adjusted by the provider in the next month’s bill anyways. By doing this simple thing, this guy reduced his chances of making mistakes.

A personal example- there is a guy who delivers us bottled drinking water for household consumption. Now this guy does not deliver at fixed intervals, nor always a certain number of bottles, instead, when needed, we give him a call and he delivers. This guy collects his money erratically- sometimes at the end of a month, sometimes in two months etc.. So we need to keep a track of how many bottles of water we need to pay for. Earlier, everytime this guy delivered bottles, we used to make a mark with a pencil in the wall calendar- circling the date and writing the number of bottles delivered that day, and when he would come for payment, we would go look up the calendar, flip to the last month, find out the marking when the last payment was made, and then count the total number of bottles from that date and make the payment. The process was pretty much workable, but not very easy. So one day, we thought, why not collect the disposable caps of the bottles in a box, when the guy comes for payments, just count the total number of caps and once the payment is done, throw the caps away (or build something useful with them J ) . That way, we do not need to use a pencil to record the date, number of bottles, and not have to keep flipping the calendar to the past month. So we started doing that and it has been working fine so far for us.

In both the above examples, simple changes have lead to improved and easy transactions, still achieving the desired result. Though these examples do not use the lean framework to achieve the improvements, the thinking to improve the process using simpler methods lead to simpler ways of achieving the intended result- making the process lean. I am sure there are several such examples the readers can share from their everyday lives. Looking forward to learning about some of these.

Posted by Rupam Das at 5:03 AM | Permalink | Comments ( 1 ) | TrackBacks ( 0 )

The Indian Transfer Pricing Regulations require tax payers to maintain extensive information on Transfer Pricing in cases where the aggregate value of cross-border related party transactions exceeds INR 10 million in a tax year.

Oracle provides India Localization Patch Tool (INDPATCH) for applying India Localization Patches.

Meet us at Oracle Open World 2009 for the Session 'Cisco International - Constructing a Commerce Back-end to Support the Next Decade of Growth'

Schedule: Thursday, October 15, 10:30-11:30 PST

Venue:  InterContinental Hotel-Telegraph Hill

Posted by Sandeep Chatterjee at 5:51 PM | Permalink | Comments ( 0 ) | TrackBacks ( 0 )

Getting business from existing customers is always easier and cheaper than acquiring a new customer. The extent of  repeat business also acts as a metric to acquire a new customer.

Also,there is a constant pressure to reduce costs. All boils down to explore opportunities to get more business from your existing customer. The organization needs to know about the customers completely to achieve this. Unfortunately most of the organizations lack complete information about their customers. Different lines of business have customer data as silos.

Master Data Management (MDM) tools helps organizations to consolidate all their customer data into one data base and this customer master gives 3600 view of customers. Having one complete view of your customer across various lines of business and channels, will make new opportunities of business apparent. By knowing you customer organization well, you can offer new goods and services which are not part of your current relationship. Proactively knowing your customer needs and offering them products/solutions will also help you to achieve customer delight, more retention rate and more business.

MDM does not limit you to the master data captured by your organization with respect to a customer. There are seamless integrations available to Data pools which can be used to enrich your master data. You can also safeguard your organization using master data. You can get information about the credit worthiness of the customers and limit or increase your exposure to the customers appropriately.

MDM tools immense opportunities to up-sell and cross-sell with your existing customers. In fact now organizations that are into complementing businesses have a tie up between them to cross-sell the products between their customers. Having a consolidated customer master can help your organization to have a better bargain with your partner.
Implement MDM and Happy selling!

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Krithivasan S

Learn More - http://www.infosys.com/oracle/oracle-openworld-california09/default.asp

Meet us at Booth# 411, Moscone South at OOW'09

Follow us at Twitter -  http://twitter.com/infyatoow

Posted by Guest Author at 5:38 AM | Permalink | Comments ( 0 ) | TrackBacks ( 0 )

There are no second thoughts in implementing a data governance program to manage your master data. Though there are various definitions for data governance – they boil down to defining processes and policies for accessing data and adhering to them using technology and orchestration of people involved.

This also involves monitoring the adherence. Having defined data governance one key issue to be addressed is ‘Can you define an organization-wide data governance strategy for all master data?’
The basis for the above the question comes from the following key road blocks:
1. Lack of commitment to adhere to data governance policies
2. Data existing in the organization as silos. Defining cross-silo governance policies becomes difficult.
The first issue is essentially a mind-block which could be overcome by sensitizing the stakeholders on the importance of data governance.
Master Data Management (MDM) addresses the second issue. MDM tools consolidates your master data (be it product, customer etc.) in one single location and policies are defined for data in the master data base. This removes problems associated with silos of data.
Even after implementing a MDM program, organization could face inter-departmental issues. The best approach to handle this is:
• Take a horizontal perspective of organization while defining data governance policies – have representation from all departments in the governance council. This will help the organization to define process and policies acceptable to all departments and the department wise issues could be discussed and sorted out.
• Be proactive in defining process and rules, be reactive to any data issues and continuously support the stakeholders to ensure success of the program.

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Krithivasan S

Learn More - http://www.infosys.com/oracle/oracle-openworld-california09/default.asp

Meet us at Booth# 411, Moscone South at OOW'09

Follow us at Twitter -  http://twitter.com/infyatoow

Posted by Guest Author at 5:19 AM | Permalink | Comments ( 0 ) | TrackBacks ( 0 )

During tough economic times, even the mightiest of them fall and especially in oil and gas industry we have seen that happening when crude plummeted to $32 after hitting a record of $147 a barrel at a point of time

Though prices are now hovering around the $70 per barrel range, there would be tremendous pressure on the majors to go slow on production and this would have a direct impact on the service companies. In this blog, we are trying to analyze how the macroeconomics trickles down to a microeconomic level – we would be focusing on oil field services companies and how recession forces these companies to revisit some of their processes – Warranty for example and how an ERP solution ( Oracle EBS in this case) can be leveraged to achieve business objectives.
What the economic slow down did to oil field service providers is a drastic reduction in their bargaining power with the majors. This directly hit their margins and left them with no choice but to look internally to reduce costs but at the same time not to loose focus on customer service. 
Warranty is a term that attracts customers with a commitment to maintain sustainability over a period of time and often bear the repair/replacement costs in cases of failure. While a responsive warranty system guarantees customer delight, the flip side is the cost associated with it.
The Warranty types that are often dealt with in OFS industry for companies dealing with counter sales, sale of manufactured products and services to customer equipment are listed below:

1. Manufacturing Warranty— for all products built and sold by a company, Manufacturing Warranty is provided for a specific period of time. All costs incurred due to manufacturing issues, within the warranty time period are borne by the company.

2. 3rd party work/ AMS (After Market Services) — on services provided by a company on customer owned equipment. If the equipment fails with the same issue or if the repair leads to a different issue, AMS warranty covers the costs pertaining to the rework

3. Supplier Warranty
a. On components used in manufacturing an assembly – Warranty to be claimed from a vendor for a part that is still under warranty period. 

b. On components sold to customers (Counter Sales) – Warranty coverage is passed from the suppliers to the customers. In majority of the situations, the company receives the failed part from the customer and deals with the supplier for replacement/ credit.

Now to control costs in the above scenarios, the warranty process should be smooth.  What would ensure a smooth warranty process? In our experience, the following factors are important

• A well defined warranty system ( with clear policies/processes)
• Better collaboration ( both with your suppliers as well as customers)
• Better data analysis and reporting

How can IT help in achieving this? From our experience, we have tried to utilize the integrated ERP (Oracle EBS in this case) of the company itself achieve this utilizing the various functionalities available in multiple modules. We would like to share our knowledge and hear more ideas from you on this interesting topic that not only drives cost down, but also helps in getting you the most valuable asset – a delighted customer!

Rajmohan R Nair & Saritha Majjiga are from Oracle Practice of Infosys focusing on oil n gas industry sector

Posted by Guest Author at 5:00 AM | Permalink | Comments ( 0 ) | TrackBacks ( 0 )

China offers a huge business potential and companies looking at emerging markets cannot afford to ignore it.

Did you know that  Customs declaration form in Chinese is a legal requirement?  Also, all tax related transactions need to be imported to Government mandated GT (Golden Tax) system and all tax reporting happens through this system.

Oracle Application R12 has a Golden Tax Adaptor application that provides a seamless integration between Oracle Receivables and Golden Tax Software System provided by Aision Corporation.

Meet us at Oracle Open World 2009 for the Session 'Cisco International - Constructing a Commerce Back-end to Support the Next Decade of Growth'

Schedule: Thursday, October 15, 10:30-11:30 PST

Venue:  InterContinental Hotel-Telegraph Hill

Posted by Sandeep Chatterjee at 5:36 PM | Permalink | Comments ( 0 ) | TrackBacks ( 0 )

Ever since Lean philosophy became mainstream, businesses have embraced it a lot all over the world with varying amounts of demonstrable and measurable success.

Some have understood the philosophy and applied the principles smartly to their business, while others have focused on the tools without so much imbibing the lean thinking in their organizations. Whatever has been the approach, today there are many businesses that have had their value production process touched by lean techniques. Some of them have got good results leading to improvement in product quality, reduction in cycle times, reduced costs etc.. However, how many of these organizations, that have had moderate to high successes have really felt encouraged by their success and extended the lean philosophy to after sales services process?

As an example, the other day, I had a problem with my home AC (made by a world known manufacturer that has extensively deployed lean techniques in its organization). I went to the website of the manufacturer and looked up their after sales number in India. I called them up and after navigating through several menu options was able to get to speak to an operator. However, I was put on hold with some music ringing continuously telling me that my call was important to them, so I should not hang up and continue to wait. After a few minutes I did hang up planning to try later. A day later I called them up and after a moderate wait was able to speak to a customer care personnel who noted down my details, serial number of the AC, warranty details etc. and asked me what the problem was. Once I explained the problem, he internally connected me to their technical department. There again I spoke to another person, who asked me all the details I had already supplied. After a few minutes, he scheduled an appointment for a technician to come to my place and check the AC out.

In the above incident, as a customer, what could have been irritating? Speaking for me, two things I thought could have been improved were- 1. the delay in getting to speak to a customer care person 2. having to repeat my details, machine model and serial number etc when I was transferred to the technical department. Once the technican came to service the equipment, there were other irritants, but that can be the subject of a later blog.

So this organization, which has deployed lean in its internal production and sourcing processes, fell short when it came to meeting the after sales expectations of a customer. Maybe it is time for this organization and others to analyze their after sales processes and draw the necessary value stream maps to eliminate the non- value adding activities. Customers’ interactions with a company do no end with sales, rather begin with it. Hence adopting lean philosophy for after sales will play an important role in keeping customers happy.

For example, regarding the non- value adding delay in getting to speak to a customer care person, I had a pleasant experience with an utilities company in Iowa. I had to get something corrected on my electricity bill and called the customer care number up. I was told that their customer care persons are busy and it will take xx seconds to speak to one of them. Alternately, I could leave my number and I would be called back, which I did and in a few minutes I got a call back from the customer care. I liked this very much since I could hang up, get back to my work and the onus was on the company to call me up. This eliminated the non- value adding delay in holding the call waiting to find a customer care person to be freed up.

Regarding having to repeat my details, it might be surprising, but I have found this happen in probably half of the various customer cares that I have needed to call regarding various things. As a customer, it should be a normal expectation that my details are captured at the first touchpoint, and then transmitted to multiple departments as the call is transferred. But it is unbelievable how so many companies still have not got this right.

Agreed that lean techniques that work for manufacturing will not all work for after sales, but basic principles such as identifying what is value adding and what is not from a customer point of view will be a good start. Lean has been extensively applied in several services sectors such as hospitality, financial services etc., it will not be too difficult to extend it to after sales too. If you have outsourced your after sales services to third parties, then make sure you work with them to eliminate the wastes from the process that a customer needs to go through after making a purchase of your product.

Posted by Rupam Das at 12:57 AM | Permalink | Comments ( 0 ) | TrackBacks ( 0 )

 Like many of us, I too had heard about EPM being a driver of growth and operational excellence. The catch for me then was ‘how’ can or how are organizations achieving these results.

Too many question and that’s where I started years back. The journey for me was untold until this day as I share my experience - the latest buzz on EPM and the road ahead. In my first blog on this subject let us look at the times gone by in the Business Intelligence - Enterprise Performance Management (BI-EPM) space.

 The objective is to set the context for what is to follow in my coming blogs. Over the discussions let’s touch each aspect of EPM (Strategic, Operational, Financial Planning, Consolidation & Reporting, amongst others) to supplement our topic.
THE TRENDS… The stage has been set over the last couple of years. Product vendor consolidation & future roadmap, One-vendor concept, more involvement of Business Users in solution execution and User friendly – self support model framework. Further, quick deployment of solutions leads to higher return on investment (ROI) and reduced total cost of ownership (TCO) is expected.

THE DOWNTURN…Today; never before challenging & competitive business environment and global dynamics demand organizations to make quicker and precise decisions - and all this in an efficient and cost effective manner. Organizations need to have a competitive edge by ensuring right & relevant information is readily available at appropriate time. As the dark clouds of recession seem to be clearing, the downturn for several organizations has made them realize how critical it is to build bridges between strategy and operational execution.
So, on one hand we have witnessed a downturn and on the other, trends refined the BI-EPM Roadmap.
As challenges open doors for opportunities, needs result in innovations; BI-EPM platform is today considered as a lever to drive growth and ensure operational excellence. But why such a deep thinking on the EPM front across organizations? Do organizations really know what they want? Will technology be a pillar to drive growth? Should we invest? Will business growth benefit from such initiatives? How should we go about with the execution? Please watch the upcoming blog threads aimed at shedding some light on these Q’s.

I recently happened to meet the Group CFO, CIO and team of one of the services company while presenting an EPM business case. One of the key objectives for an enterprise-wide initiative is reducing planning & budgeting timeline and ensuring accountability of operational managers.  The point is: Seeing what organizations are doing, it is evident that a great effort is being spent in architecting the EPM roadmap. Besides, the involvement of senior management does make one think of the benefits that underlie.

At the Oracle Open World, 2009 speaker sessions we have requested one of our clients to specifically give a perspective on the subject.

If you are at the OOW we are pleased to invite you for the session:

Many Parts a Partner – Infosys Solution

Monday,10/12/2009 - 16:00 - 17:00
Moscone West L3,Room 3000

Learn More - http://www.infosys.com/oracle/oracle-openworld-california09/default.asp

Meet us at Booth# 411, Moscone South at OOW'09

Follow us at Twitter -  http://twitter.com/infyatoow

--Shyam Harigovind Mundhada

Posted by Guest Author at 7:17 AM | Permalink | Comments ( 0 ) | TrackBacks ( 0 )

 Did you know that there are 90 tax jurisdictions in Russia? Also, depending on scale, multiple registrations may be required. Tax structure in Russia is flat. Businesses in Russia must collect and remit taxes to Federal, Regional governments on most of the good and services they buy or sell.

All these pose innumerable challenges in building a scalable IT solution.

Meet us at Oracle Open World 2009 for the Session ‘Cisco International - Constructing a Commerce Back-end to Support the Next Decade of Growth’

Posted by Sandeep Chatterjee at 6:10 AM | Permalink | Comments ( 0 ) | TrackBacks ( 0 )

Technology innovations, deregulations, merger and acquisitions, low capex and maximizing operational efficiencies have made Communication Service Providers (CSP) think and evaluate about outsourcing. A key trend in outsourcing is managed services model.

 We have developed a Customer Care and Billing Platform to run as an on-demand model supporting managed services for both new start-ups and existing players. The platform pre-configured on Oracle BRM supporting e-TOM processes, aligned to TAM, bundled with different accelerators come as a ready to deploy offering.

The platform is both flexible and scalable, and helps CSPs offer services fast to the select customer segments, allows business to facilitate variety and differentiators to growing business needs, allows quick time to market and help gain a improved ROI. For existing players, it comes bundled with a migration framework enabling business to leverage early benefits of moving onto new technology.

This helps CSPs focus entirely on growing and expanding their business.

Explore more on this at OOW'09 -
http://www.infosys.com/oracle/oracle-openworld-california09/default.asp

Meet us at Booth# 411, Moscone South at OOW'09

Follow us at Twitter -  http://twitter.com/infyatoow

 --Munish Kashyap & Devadatta Bhat

Posted by Guest Author at 10:34 AM | Permalink | Comments ( 0 ) | TrackBacks ( 0 )

In my last blog on this topic,

http://www.infosysblogs.com/oracle/2009/09/ebs_r12_roadmap_a_global_retai_1.html

I mentioned that a judicious decision on any Upgrade Vs Re-Implementation decision is always based on a combination of objective considerations (parameters where decision can be relatively easily made) and subjective considerations (parameters which vary in importance depending client’s particular business issues and the significance of the factor for any given situation).

In this blog, I will try to list down these objective and subjective considerations which will help in deciding as to what is desirable in any client scenario. Let us look at the possible Objective Considerations and desirable Upgrade or Re-Implement decisions for each parameter.

        Let us look at the possible Subjective Considerations and desirable indicative Upgrade or Re-Implement decisions for each parameter.

To conclude, Parameters mentioned in section above are representative and are at a high level; brought out to help give direction to Project Evaluators and Managers. Actual decision making (as mentioned in my earlier blog) should always be based on the business case prepared by an exhaustive analysis of all factors and their weights as applicable.

Posted by Vivek Singh at 9:10 AM | Permalink | Comments ( 1 ) | TrackBacks ( 0 )